HOUSTON, January 20, 2026 - As Smith & Burgess looks ahead to 2026, we are reaffirming our ongoing commitment to fostering a workplace culture built on trust, collaboration, and technical excellence.

And as we continue to grow our global team, we remain focused on creating an environment where employees feel valued, supported, and empowered to contribute their best work. Clear communication, respect for diverse perspectives, and opportunities for professional growth are central to our culture and how we operate as an organization.

HOUSTON, November 12, 2024 - Smith & Burgess, has been named a recipient of the Houston Chronicle’s Top Workplaces 2024! This prestigious award celebrates companies that excel in fostering positive workplace cultures, and we are honored to be included in this year's list.

The Opportunity:

A recent Layers of Protection Analysis (LOPA) of a cavern storage facility identified several equipment installations requiring safety system upgrades. While the facility management wanted to follow proper review procedures, these proposed mitigation options seemed excessive. As a result, the site hired Smith & Burgess to review the safety systems upgrades to ensure the installations were needed and met regulatory requirements.

The Opportunity:

Regulators will often require that a facility review their process safety management systems on a routine basis. These audits can be performed with internal or external resources. A PSM covered gas plant in the U.S. wanted to hire a consultant to perform an audit. Furthermore, the site wanted the results presented in such a way that they could understand and improve upon the shortfalls of their PSM systems. Based on conversations with other gas plants in the region, the site selected Smith & Burgess to perform the audit.

The Opportunity:

Over the course of a four year time period, a major United States refinery was inundated with over 1,000 action items and asked Smith & Burgess to provide recommended resolutions.

The Opportunity:

The Process Superintendent at a large specialty chemical manufacturing complex had over 600 open action items that were past due and needed direction on how to close them. The action items were assigned to the unit engineers who were unable to dedicate the necessary time.