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Vetergy Group, Workforce Talent Division, joins forces with Occidental Petroleum Corporation (OXY) to create a channel for recruiting top talent from military veterans to optimize tomorrow’s workforce.


To read the Official Release, click HERE.

Birmingham, AL, March 26, 2018 – Vetergy is pleased to announce that the company is now a Better Business Bureau accredited business. Vetergy received an A+ rating, the highest possible, by the BBB.

For more than 100 years, Better Business Bureau has been helping people find businesses, brands and charities they can trust. In 2016, people turned to BBB more than 167 million times for BBB Business Profiles on more than 5.2 million businesses and Charity Reports on 11,000 charities, all available for free at

The Vetergy Group is a global company comprised of three business units that provide expertise related to Human Reliability: Human Factors Analysis programs and training, supplementary manpower supply, and operational assessment. Our unique value proposition enables us to fully support the human performance requirements of our partners.

Our experience includes military human performance evaluation models and multi-million dollar incident investigations in private industry. Our goal is to become your strategic partner and advance your human reliability efforts in an efficient and professional manner.

Collectively, Vetergy Group trainers and investigators have completed hundreds of successful human error investigations. Our experienced team and disciplined approach bring a unique resource to improving human reliability.

For more information about how Vetergy can help your organization, contact David Wilbur at

When organizations reach the limits of traditional root cause analysis processes and tools – Human Factors Analysis is the path to further improvement.

Vetergy is excited to be teaming up with Holly Energy to offer our HFACS training at their newly renovated facility in Dallas, Texas from Tuesday, May 22nd to Thursday, May 24th.

Register for this course

This course introduces the fundamentals of analyzing human error in problem solving and incident investigations. It teaches investigators not only how to identify human error, but more importantly, to determine why the error was made. If we examine past incidents, it allows us to understand the factors that contributed to the incident occurring in the first place. Building on this information, we provide the tools to develop better safety strategies, instill accountability across your organization and make your processes more reliable.

What You Will Learn

Understand and apply:

  • The history and evolution of human factors analysis
  • The theory of human factors analysis as it relates to a system’s structure and performance
  • The five key principles to human factors analysis
  • The taxonomy of human factors
  • The different types and methods of gathering evidence critical to understanding human performance
  • The methods of conducting effective witness interviews
  • The methods to apply human factors during causal analysis
  • The four components of the Operational Juncture®
  • The methods for developing effective corrective actions

Who Should Attend?

Ideal for employees at all levels required to lead or participate in solving problems, performing root cause analysis or investigating incidents; safety professionals; operations supervisors; site foreman; quality assurance managers, investigation team leads

About Vetergy

Vetergy delivers insight, training, and program development for human factors analysis. Our system integrates easily with existing investigation programs and technologies. Or if it’s appropriate for your organization, we can help you establish a baseline program that incorporates human factors right from the start.

Operational Excellence refers to the pursuit of industry-leading performance through consistent and reliable execution, or said differently, operations done right the first time and every time. Operational Excellence emphasizes the deployment of philosophies, protocols, systems, and tools towards continuous improvement measured against results or key performance indicators. It involves a philosophy in the workplace where problem-solving, teamwork, and leadership result in ongoing improvement.

Our vision is that Operational Excellence is a term widely used across industries to describe various aspects of a fundamental quest for Operational Resilience.

The term Operational Resilience describes cohesion between processes aimed at business performance and improvement. Productivity, profitability and safety are concurrently linked. And because these are lagging measures of output, aside from other variables such as costs and market dynamics, when operations are resilient the system is optimized for profitability and safety. Unfortunately, as many have learned, those indicators can often mislead the organization into failure. The model is to identify and assess leading indicators, which are found in the contributing operation.

The basic pursuit of Operational Resilience is to form, measure, sustain and improve a system involving human beings interacting with equipment in an environment that responds predictably and reliably to disturbances in order to achieve its designed function or objectives including efficiency, profitability, quality and safety.

Many large organizations see the value of pursuing Operational Resilience, but they often speak about it in terms of Operational Excellence. Take Chevron for example: their website contains an entire page dedicated to their philosophy on operational excellence.

For more resources, read our white paper about human error and the mindset shift needed to attain Operational Resilience.

A complex global chemical manufacturing plant with commodity products and high volumes of extremely dangerous ingredients experienced an undetected, uncommanded release of inert gas over a 24-hour period. Flash back a year earlier and that same facility experienced another uncommanded release, but that release was an organic solvent.

In these situations, a routine investigation is conducted, focusing on the specifics of the incident and typically result in a procedure modification and/or disciplinary action. Realizing what appear to be unrelated incidents often emerge from the same deep cultural factors, this organization reacted differently to the results.

Fill out the form below to read the entire case study.

Drawing on broad lessons from US military and commercial aviation, special operations, nuclear propulsion, oil & natural gas exploration and chemical processing, this paper examines a set of consistent key principles which suggest that error is a natural and inescapable characteristic of tasking and that reliability, while not synonymous with safety, is found in operational resiliency.

Historically, individuals and groups of people with clear vision and good intention to achieve success have overlooked a keystone truth. Their belief is that error is failure when in fact it is not. In truth, human error can be an organizational resource for creating reliability, improving operations and attaining resilience. Wrongly, we presume that if we can eliminate error we will eliminate failure. This mindset permeates the very fabric of an organization and creates friction between leadership and delivery.

After decades of studying organizational behavior, professionals at Vetergy have observed the profound struggle between management trying to get operators to perform reliably and skilled workers attempting to get leadership to understand the operational realities they face.

Fill out the form below to read the entire white paper.