Corven Consulting
What we do
Operational risk and safety management
Effective operational risk and safety management have always been stated priorities for businesses. Recent incidents at Texas City, Prudhoe Bay and Buncefield (to name a few) have shown just how important they really are. There are few companies that can survive the reputational damage that major incidents inflict; the UK Government’s attempts at rebuilding the public’s trust in their data management is a clear example of how difficult it can be to recover.
At Corven, we believe the most successful organisations are those that place operational risk and safety at the heart of their agenda – powerful leadership alongside the capabilities and practices that deliver personal and process awareness at every level. We help our clients examine the soft and hard elements that need to be in place, build on the excellent practices that are frequently already present and challenge the habits and expectations that may have insidiously crept into the system.
We have proven that a long, hard drive to establish norms within the organisation is successful rather than focusing on rapid, step changes. We work with leaders to sow and nurture the capability and focus: tackling the immediate risks quickly and using continuous improvement techniques to build and sustain a wider cultural and performance improvement.
Benefits of our approach
When we’re working with a client to deliver a step change in operational risk and safety management we ensure that:
- Leaders understand their role – making themselves more visible and felt without drifting back to old habits over time
- A strong sense of vulnerability is developed and maintained and that this is used to drive the appropriate behaviours such as acting on safety concerns in a timely manner
- There is a collective responsibility for safety and risk management with process safety held as a core value of the organisation
- Deviance from operational processes and procedures is not tolerated
- Resources and capabilities are available as needed and expert knowledge is respected and adheared to
- A culture is developed that supports openness and continuous learning, allowing concerns to be raised free of sanction and learnings to be leveraged effectively across the organisation
- The changes initiated through the safety agenda are utilised to drive commercial performance through the organisation
Familiar client dilemmas we address:
- “Our leaders’ actions betray their words when it comes to risk and safety management”
- “Safety in this organisation is always seen to be of secondary importance to profitability”
- “We can’t change people’s behaviour at the front line or break through the ‘we’ve always done it this way’ mindset”
- “The processes are there – but people won’t follow them”
- “We’re struggling to articulate the safety business case to senior leaders in a way they can sign up to”
- “We never deliver safety initiatives – they always get crowded out by other, supposedly more urgent, things”
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