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Prepared people. More reliable operations.

Human development for oil and gas companies. We strengthen leadership, safety culture, critical communication and the behavioral maturity of crews to reduce human failure and make operations more reliable.

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Challenges we hear in the sector

Ativme develops the human skills these challenges call for.

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  • Developing supervisors is hard
  • Communication failures between teams
  • Rework caused by inadequate behavior
  • Constant audit pressure
  • Demands from operators and main contractors
  • Low behavioral maturity in the crews
  • Complying with NR-1, Brazil's risk management standard

Our methodology

The work starts with a close look at the team. Only after we understand the behavioral risks do we define what to develop and which modules to run.

Our methodology

  1. Diagnosis

    Behavioral risks

    We identify the team's main behavioral risks.

  2. Development plan

    Skills to strengthen

    We define which skills need to be strengthened.

  3. Delivery

    Applied modules

    We run the modules the team needs.

Our programs

Each program works on a point where people's behavior weighs on the operation. They can be combined depending on what the diagnosis finds.

  • LEAD-O&GLeadership for critical environments

    Develops leaders who can make decisions under pressure, run their crews and strengthen safety culture.

    ForLeaders, coordinators and supervisors

  • LEAD MentoriaSupervisors and coordinators in operations

    One-on-one development in 8 to 10 sessions with an Ativme consultant, with the manager and HR involved at the start and at the close.

    How it works LEAD Mentoria

    ForSupervisors and coordinators

  • CEHC-O&GHigh reliability culture

    Builds operational discipline, accountability and critical communication, with a focus on reducing human failure.

    ForOperations crews and supervisors

  • CCI-O&GCritical communication

    Improves interaction between teams, shift handovers and communication in the operating environment.

    ForOperations, supervisors and logistics

  • PCI-BaseCompliance and integrity

    Brings compliance into everyday behavior, working through real ethical dilemmas from the field.

    ForInspection, engineering and sensitive operations

  • PH-AIDDAudits and due diligence

    Prepares professionals for inspections, audits and supplier qualification processes.

    ForAuditable teams and company representatives

  • NR-1Behavioral NR-1

    Training on the human behavior behind Brazil's risk management rules (GRO and PGR), from hazard identification to conduct during audits.

    ForOperations, leaders and crews exposed to risk

  • ESG PessoasBehavioral ESG

    Brings ethics, responsibility and organizational culture into the crews' daily practices.

    ForSuppliers in the oil and gas chain

  • MOH-360Organizational maturity

    Diagnosis and development of the human maturity of teams.

    ForOperations and administrative teams

Segments we work in

We work with companies in the oil and gas supply chain that operate in:

  • Industrial maintenance
  • Inspection
  • Boilermaking
  • Industrial painting
  • Instrumentation
  • Electrical
  • Mechanical
  • Commissioning
  • Hook-up
  • Offshore logistics
  • Engineering
  • Industrial construction
A group of oil and gas professionals gathered outdoors after an Ativme training session
Participants of an Ativme program.

The impact

After the programs, the company is better prepared to

  • Develop more confident leaders
  • Reduce communication failures
  • Strengthen safety culture
  • Improve behavior during audits
  • Raise organizational maturity
  • Support NR-1 compliance
  • Reduce rework
  • Improve how operators and contractors see the team

Ativme and human development for O&G

Sector experience
Hands-on experience in oil and gas and an understanding of the supply chain's challenges, on both the supplier and the client side.
Different segments
Work with companies across several industry segments, strengthening leadership, organizational culture and team performance.
Our own methodology
Built to work on behavior, safety, communication and high operational reliability together.
Tailored programs
Adjusted to each organization's strategic goals, maturity level and specific requirements.
Focus on results
People development treated as a competitive advantage for companies that run critical operations.

Frequently asked questions about the sector

What is a high reliability culture?

It is how organizations that operate in high-risk environments still manage to have few serious accidents. Researchers Karl Weick and Kathleen Sutcliffe describe five habits of these organizations: constant attention to small failures, reluctance to accept simple explanations, sensitivity to what is happening in operations, commitment to fast recovery, and deference to whoever knows the problem best, regardless of rank.

Why is shift handover a critical point?

Because it is when responsibility for a task changes hands. The UK Health and Safety Executive (HSE) notes that many accidents have been caused by communication failures at shift handover, and the Cullen Report named this failure as one of the factors in the 1988 Piper Alpha disaster. HSE recommends face-to-face, two-way handovers using both verbal and written communication.

Does NR-1 apply to oil, gas and energy operations in Brazil?

Yes. NR-1 applies to every organization with employees under Brazil's labor code (CLT). Since May 26, 2026, occupational risk management must also consider psychosocial risk factors such as overload, excessive targets, conflict and poor communication. The behavioral NR-1 program works on the human side of the GRO and PGR, together with the company's occupational health and safety lead.

What does the behavioral NR-1 program cover?

It has four modules: hazard identification, decision-making and dynamic risk assessment, critical communication within the PGR (the company's risk management program), and conduct during NR-1 audits. The modules deal with the behavior of the people who carry out risk management every day, such as situational awareness, stop-work criteria, task handover and immediate reporting.

What is the difference between LEAD-O&G and LEAD Mentoria?

Both belong to the LEAD leadership line. LEAD-O&G is group development for leaders, coordinators and supervisors. LEAD Mentoria is one-on-one: a supervisor or coordinator has 8 to 10 sessions, every two weeks, with an Ativme consultant, with alignment meetings with their manager and HR at the start and at the close.

How does an Ativme program for oil and gas start?

With a diagnosis of the team's behavioral risks. From there we define the skills that need strengthening and build the development plan. Only then do we run the modules the team needs, which can combine more than one program, such as LEAD-O&G and CCI-O&G.

Keep reading

Shall we talk about your operation?

Tell us about your crew and an Ativme specialist will help you work out where to start.

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