How confident are you that a serious – even potentially catastrophic – incident isn’t just around the next corner? An event so damaging, that it may just undermine your ability to sustain future operations.

If your organization has ever been caught off guard by a sudden deterioration in operational performance, it is possible that you are not seeing the complete picture when it comes to Operational Risk and HSSE Management. When organizations judge performance based on outputs and results, the rule of thumb is that if nothing terrible happened today, anticipate more of the same tomorrow. However, an imperfect system cannot provide flawless outcomes. So, when it comes to Operational Risk and HSSE Management, alternative methods of work need to be employed that provide not only a more accurate picture of performance but can also help deliver a level of assurance around tomorrow’s fixed operational costs.

Despite the fact that many diverse organizations and sectors have achieved record low injury rates, significant occurrences with potentially catastrophic implications continue to occur. As a result, new research has begun to call into question the progress gained in how firms manage their primary operational risks and protect themselves from financial ruin. What has become evident, is that the established and familiar operational assumptions that good personal safety must always translate to good process safety are not just being challenged, but are seemingly becoming increasingly derailed precisely at a time when the margin for serious operational incidents in many industries has all but been cut to zero.

The HSE and Operational Risk Masterclass will help you transform the overall approach to HSSE management and Operational Risk within your organization by utilizing cutting-edge strategies, tools, techniques, radically different metrics, and creative ways of working.


The masterclass brings you closer to brightest minds in the industry, and highlights the most innovative and impactful developments in the management of HSSE and Operational Risk. Join us for this session to learn:

  • How to immediately recognize the fundamental differences between the management of Occupational Injuries and Major Operational Risk.
  • How to re-tool established ways of work to provide an effective “line of sight” between the management of key HSSE / Operational Risks and the actions and behaviors of front-line workers.
  • The role of Visible Leadership in driving performance excellence.
  • The leading edge tools and techniques to recognize the difference in the four main performance challenges related to Human Error.
  • How to develop effective corrective to address the four main performance challenges related to Human Error.
  • How to translate new ideas and new ways of working into “hands-on” practical tools and techniques which upon completion of the workshop can easily be implemented within existing HSSE Management Systems.


Chief Operating Officers
Vice Presidents HSSE
Senior Operations Managers
Engineering Managers
Risk Managers
Project Managers
Human Resource Managers
HSSE Managers
Maintenance & Reliability Managers
Process Managers


Plant Integrity Managers and Engineers
IT Engineers (Digital Platforms for HSSE / Operational Risk management)
HSSE and Operational Risk Audit Managers
Training & Development Managers
QA / QC Managers
Procurement (Contractor Management) Managers
Incident Investigation / Root Cause Analysis (RCA) Managers

AGENDA – 21-23 February 2022


Session 1:

“The Emperor Has No Clothes” An Introduction to Operational Risk

Gain an understanding why organizations often build quiet resistance to the effective management of major HSSE /operational risk and that without relevant metrics and datasets, seemingly top tier HSSE performance can ultimately turn to disaster.
• How financial ruin may be just around the corner;
• Why catastrophic events continue to occur within low injury rate environments;
• How corporate scorecards and key performance metrics overlook the very things that represent the greatest risk to sustainable operations;
• Why “good safety” is almost always interpreted by organizations as working injury-free;
• How good HSSE performance today does not translate to good HSSE performance tomorrow;
• Why organizations continue to be surprised and caught off-guard when disaster strikes;

Session 2:

“Time for a Reality Check” – Why traditional metrics and solutions may actually work against you

Recognize that in responding to traditional performance metrics and other outputs and results, organizations may miss the bigger picture resulting in actions taken often doing more harm than good. Introduces the Three-Buckets® model (Leadership & Metrics, Systems of Work and the Operational Culture).
• Why most organizations measure performance by outputs and results vs. actions and behaviors;
• How organizations get stuck in reactive cycles where corrective actions end up doing more harm than good;
• Learn why most line managers are comfortable implementing corrective actions that look familiar and easy to close out vs. adding real value and preventing future re-occurrence;
• Introduction to the Three Buckets® Model;
• How organization’s cultivate cultures of “casual compliance”;
• Why desired actions and behaviors get punished and the wrong actions and behaviors get reinforced;

Session 3:

“What’s Really Important?” – Major Operational / HSSE Risk vs. Occupational Injuries

Introduces risk management techniques and an understanding of how the situation and context of any event often determines the overall level of risk. Use of the 5-Box-TM Risk Model and the application of Hazards as energy sources. Illustrates the modular use of the 5-BoxTM Risk Model between simple occupational events and complex process safety chains. Introduction to the two-plot Risk Classification worksheet to accurate and consistently determine risk rankings – both for proactive and reactive analysis.
• Introduction to the 5-BoxTM Risk Model;
• How the Risk Classification Sheet provides accurate and reliable risk classifications via a two-plot approach;
• Introduction to the Energy Wheel and the identification of eight core hazards;
• Separating hazard management from risk management;
• Using the 5-BoxTM Risk Model to build

Session 4:

“Getting Organized” – Managing Major Operational / HSSE Risk via Barriers and the “X” Matrix

Introduction to Barrier Management to manage major operational risk. Importantly, the use of the “X”
Matrix to provide a visual overview and understanding of the links between barriers, critical activities and the associated accountabilities by position and function.
• Building a Major Operational Risk Register (MORR);
• Introduction to the “X” Matrix;
• Linking the MORR to the “X” Matrix;
• Identifying critical Barriers and Safeguards;
• Determining ALARP (as low as reasonably practicable)strategies;
• Identifying critical activities and accountabilities;

Session 5:

“Building a clear line of sight” – The Integrated System of Work (ISoW) for managing both Major Operational Risk &Occupational Injuries

Provides the structure for re-tooling documented systems of work to better establish a single “line of sight” between the management of Major Operational Risk and Occupational Injury prevention and individual day- to-day work activities. Provides the basis for using an effective systemic approach for both barrier management and the safe execution of work, while enabling supervisors to more effectively determine work performance. Recognize the principal differences between work execution and work performance. Recognize the fundamental different objectives between:
• Job Safety Analysis (JSA);
• Work Instructions (WI);
• Worksite Risk Assessment (WRA);
• Permit to Work (PtW);
• Permit to Work (PtW) Coordination (including MOPO);
• Interfaces between the ISoW and Barrier management inc. the “X” Matrix;

Session 6:

“Doing what’s right not what’s easy” – P-U-M-ATM and the 2x 2 Matrix: Ability vs. Motivation & Isolated vs. Systemic

Use the renowned P-U-M-ATM tools to begin to understand how many Human Performance challenges are miscategorized and consequently, despite multiple actions and initiatives often remain unchanged and unaffected. Begin to see that many non-compliant behaviors at the worksite are often a symptom of a much wider organization problem rather than a “few rotten apples” that need to be managed in isolation.
• Determine if you have an Ability problem (TYPE of non-compliant behavior);
• What to do with cultures of “casual compliance”;
• Determine if you have a Motivation problem (TYPE of non-compliant behavior);
• Learn if actions and behaviors are Isolated (SCOPE of non-compliant behavior);
• What if actions and behaviors are Systemic (SCOPE of non-compliant behavior);
• Develop effective corrective actions based on the TYPE and the SCOPE of any non-compliance;
• How to manage slips, lapses and mistakes;
• Quickly determine if problems originate at the bottom-half or the top-half of the organization;

Session 7:

“Building a reliable picture of performance” – Barrier Assurance via MBWA: Measuring the Operational Culture via Barrier Management

Using a reconfigured Management By Walking Around(MBWA) program to determine non-compliant behaviors relating to maintaining barrier integrity and availability. Used in conjunction with P-U-M-ATM and the 2 x 2 Matrix to determine the TYPE and SCOPE of any non-compliant behaviors. Helps to build an operational risk profile and provide a complementary picture of performance to the typical use of traditional metrics focused towards outputs and results,

Case Study (1): Petrochemical Facility – Application of the MBWA program.
Case Study (2): Energy and Utility Company – Application of the MBWA program.

• The role of Senior Management Site Visits and Visible Leadership;
• Recognize the fundamental differences between safe job execution and performing the job to the correct standard – and ultimately which carries the greatest operational / HSSE risk;
• Re-tooling the Management By Walking Around (MBWA)process to determine Barrier Assurance;
• MBWA data to establish an accurate picture of performance of the organization’s operational risk profile;


Name: Peter V. Bridle
Profile: Change Management and Operational Risk professionals

Peter V. Bridle is recognized as one of the most competent and forward thinking HSSE and Operational Risk management professionals from the international oil and gas industry. He has a well-deserved reputation for simply “telling it the way it is” and has been instrumental in helping some of the world’s most notable oil and gas companies deliver top tier HSSE performance.

During his corporate career as Vice President HSSE, Peter has worked with numerous organizations to gain nationwide and industry recognition for outstanding HSSE performance. Besides having worked within both the Upstream and Downstream sectors via large international Operators, Contractors and Service Companies.

Peter also has extensive experience across multiple industries outside oil and gas including Chemical, Manufacturing, Petrochemical, Pharmaceutical and Power & Utilities. During his career, Peter has gained an unprecedented level of understanding of a vast array of operating cultures gained from working knowledge of more than 20 different countries including Libya, Angola, Nigeria, Yemen, UK North Sea, Bulgaria, Brazil, Oman, Singapore, US, Mexico, Qatar, UAE, Albania, Russia and Suriname.

In 2013, after a hugely successful corporate career, Peter founded Pegasus Risk Management LLC, an independent consultancy that helps organizations and their leadership teams better manage their major operating risks and transforms their operating cultures while developing metrics and ways of work that provide predicable, sustainable performance. Peter has written many ground breaking papers related to HSSE and Operational Risk management via the Society of Petroleum Engineers (SPE) and through LinkedIn and as far back as 1996, Peter co authored a paper for Shell International highlighting the dangers of using traditional injury metrics for managing major operational risk and gaining barrier assurance.

Not surprisingly, Peter was one of the founding members of the Center for Offshore Safety (COS) – created by the US Federal Government in the wake of the Macondo / Deep Water Horizon disaster in 2010.

Peter also serves on the board of delegates for the Robert W. Campbell Award and is active with the National Safety Council (NSC).