Organisational resilience is a strategic business imperative and value driver to protect any growing business from threats – the ability to anticipate, prepare for, respond and adapt to incremental change and sudden disruptions in order to survive and prosper.
We believe that resilience is the result of the symbioses between a number of inter-related variables, including BCM; Human Factor Engineering; Coaching & Assurance; Risk, Governance and Sustainability (RGS) and Operational Excellence.
Despite their best endeavours no organisation can have complete control over its business environment, especially its supply chain. It is therefore essential for both public and private sector organisations to have an effective and appropriate Business Continuity Management System.
Business Continuity Management is a holistic management process that identifies potential threats to an organisation and the impacts to business operations that those threats, if realised, might cause. Furthermore, it provides a framework for building organisational resilience with the capability for an effective business continuity response that safeguards the interests of its key stakeholders, reputation, brand and value creating activities.
As a body of knowledge, Human Factor Engineering (HFE), in operational risk management is a collection of data and principles that are concerned with human performance, behaviour and work environment (ergonomics). Cultural transformation towards a more pronounced safety culture in organisations is a key component of HFE.
Cultural transformation is the behavioural science component of risk management to facilitate an organisational safety culture conducive to sustainable and productive HSE work place behaviours by creating safety partnerships.
Behaviour Based Safety (BBS) is the application of science of behaviour change to real world HSE challenges. The IRCA BIT IMBOP© process is a propriety tool / technique to eliminate at-risk behaviours (tasks and relationships) from all levels of the organisation to achieve optimal and sustainable HSE risk performance.
The SafeHuman™ Mindset Model itself is a perception survey driven by the principle of continuous improvement. It is also based on the premise that the degree to which individuals engage in safe and productive behaviour is not solely determined by their technical training and the production efficiency of the organisation. Rather, it is greatly affected by the overall workforce mindset, which is a function of the environment in which individuals operate as well as the climate and culture of the organisation.
Three interdependent facets, namely Relationship Credibility, Work Life Experiences (Climate), and Organisational Safety Culture, have been identified as key contributors to a SafeHuman™ Mindset.
Our approach to coaching and assurance is spearheaded by the notion of “mindfulness” of current and emerging technical safety challenges, which are essential to facilitate a culture of positive resilience to risk.
Our coaches have specific technical experience in working at a senior executive level in safety critical industries and essential services environments and are fully conversant with risk management, duty of care, personal accountability and safety governance issues. Some have backgrounds in psychology or behaviour-based safety and have broad experience in applying contemporary approaches to shaping safety culture and individual safety behaviour in industries such as oil & gas, mining, transport, manufacturing and the energy sectors.
IRCA’s risk Coaching and Assurance Process (CAP) is aligned to our Culture Transformation framework and BBS methodology.
Our CAP consist of five steps spanning across 7 categories, namely:
► Working habits (competency / behaviour)
► Work Environment
► Communication & procedures
► Manual handling / ergonomics
► Protection / elevation
► Plant and equipment
► Hazardous work
At IRCA we connect the dots between Risk, Governance and Sustainability and we believe that Accountability is key to Sustainability.
From regulatory shifts to increase focus on governance, risk and controls, corporations face an array of challenges that requires deft navigation in order to drive success across the organisation. IRCA’s professionals work with our clients to define, execute, and manage their governance & sustainability strategies, and ensure they meet compliance requirements.
Corporate sustainability is the business approach focused on long-time creation of the value for the owners (or on corporate performance, etc.) by incorporating the opportunities and risks following from the sustainable development (economic, environmental and social). A number of measures and procedures that will reduce negative impacts and strengthen positive effect in order to reach conformity with corporate objectives of sustainability have to be implemented in the corporate practice.
Our focus area under this portfolio includes: Enterprise Risk Management; Sustainability Reporting; Energy Management; and Corporate Social Responsibility. Our sustainability framework is aligned to the standards focusing on the link to governance, such as the Global Reporting Initiative (GRI), Sustainability Accounting Standards Board (SASB), International Integrated Reporting Council, Dow Jones Sustainability Index (DJSI) and CDP.
Specifically, we facilitate the integration along the three following pathways:
1. Risk Reporting & Assurance;
2. Sustainability Strategy; and
3. Responsible Governance.
We have assisted a number of clients with the transition from effective operational risk management to operational excellence in the ongoing pursuit for improved business and financial performance. Operational Excellence is when each and every employee can see the flow of value to the customer, and fix that flow when it breaks down. This is done by focusing on value protection, value extraction, and value creation.
Consistently high-performing companies benefit from “doing it right every time” – in this regard, safety processes are important, but high-performing companies must also concern themselves with processes that address reliability and maintenance, operating to plan, manufacturing technology, supply chain and facility improvements.
We would typically establish benchmarks for Operational Excellence and create an overall roadmap of operations for our clients that aligns to the overall business planning process, including models, capacity building and mindset renewal. We believe that Operational Excellence System ought to incorporate process safety management elements as well as more customer and stakeholder centric elements. It is important that any Operational Excellence implementation model must create an environment and working culture of shared vision, collaboration, ownership and responsibility to gain the utmost performance.