WHO SHOULD ATTEND?

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;