✓ *Expand decision-making boundaries*

Another principle of resilience is the expansion of decision-making boundaries. According to Mallak (1998) resilient individuals need the ability and authority to make decisions on the spot in a variety of situations. The formalized procedures introduced by the company helped to establish the responsibilities and the flow of authorization with respect to the various activities. In addition, the company monitors the results monthly and every month at least two meetings are held to discuss operational problems. This made it possible to have a shared timeline decision-making system and to expand decisionmaking boundaries. The presence of a director with managerial and technical skills helped to strengthen decision-making autonomy. As underlined by one manager of strategical investment:

*The general director is always present, technically prepared, more oriented to share decisions making and to give the necessary autonomy; He is good manager for this company and other large private companies because he has a mentality that he evaluates you based on what you are doing. Precisely for this reason, I find myself very well.*

Furthermore, the sharing of operational objectives, as well as the almost daily support with external consultants, have allowed all operators to be involved and participate in the various decisions making. Their involvement in the decision-making phase allowed the company to make them aware regarding the economic impact. Their involvement has also allowed the reduction of uncertainties with respect to the consequences of the choices made. One of the operators said that:

*In my opinion, the new mode of objectives definition has brought much more order. Before, I was not aware of the company objectives. It was a negotiation among executives.*

#### He added:

*Now we are strictly interconnected* ... *everyone is involved...sharing goals was one of the causes that accelerate this process.*

This favored a sense of inter-dependency, dialogue, mutual understanding, and trust. In fact, involving people along the decision-making process allows to sensitize people and to accelerate the decision-making process.

✓ *Practice bricolage*

Bricolage is the ability to fashion a solution on the spot using materials on hand, it refers to the practice of creating order out of whatever materials were available at the time (Mallak 1998). From the analysis of the procedures followed by the operators it has been noticed that in some cases, some operators introduced different tools or procedures that aimed to control or to improve activities. As pointed out by one of the maintenance operators:

*Instead of using rag and brush, losing time, I sprayed food degreaser and in the meantime I waited I could do voltage measurement tests. This avoided waste of time and then cleaning the system improves the functionality of the system, other teams did not use food degreaser and therefore lost more time.*

The objective of these tools, according to the operators, is to find immediate and inexpensive solutions to some operational or control aspects and to respect the times of work. Another aspect related to this aspect of resilience is for example the reuse and recycling of maintenance material. Once a plant is decommissioned, the operators do not throw away all the material, all the material that can be recovered is put into storage. In these years, for example, with the cutting of resources and personnel reconversion, the company has continued to recover and use the material from the decommissioned plants, this on the one hand has guaranteed financial resources for company and on the one hand has allowed the operation as that material has long delivery times. As pointed out, the objective of using the material recovered from abandoned plants is to speed up the work, solving the practical problems, and therefore to achieve the objectives shared at the company level.
