What we do

Our Space

Our focus is on operational risks that organisations are exposed to and
manage on a daily basis

Physical Risks

  • Confined spaces.
  • Ergonomics and workplace design.
  • Manual handling.
  • Noise and vibration.
  • Plant and equipment.
  • Prevention of falls.
  • Vehicle movement and traffic management.

Environmental Risks

  • Asbestos and hazardous building materials.
  • Indoor air quality.
  • Soil and ground water contamination.
  • Storage and handling of dangerous goods and
  • hazardous substances.

Third-party and
supplier risks

  • Chain of responsibility (transport and logistics).
  • Contractor management and performance.
  • Supplier management and performance.

Maintenance and building
compliance risks:

  • BCA compliance.
  • Fire safety and essential safety measures.

Working within our principles of operational risk management, we assist organisations by:

Completing risk assessments and implementing whole of business risk management programs.

Reviewing, developing and implementing organisation wide management systems including policies, procedures and processes

Coaching, mentoring and training employees, managers and senior executives.

Completing independent management system and risk control audits and implementing organisation wide assurance programs

Our Principles of Risk


Our principles can be applied holistically to an organisation, or to a specific risk area; in part or in full. In any case, our approach builds risk maturity and we believe it can transform the way operational risk is perceived.

Understanding Your Risk

Improving risk performance through lost time frequency rates and similar lag indicators has served its purpose. It has yielded results for some organisations but its scope is limited. Major incidents such as fatal accidents, rare catastrophic events, significant health exposures and environmental incidents can and still do occur. Investigations into these types of incidents usually tell us that controls to prevent or mitigate the risks were known, but weren’t effectively implemented.

What we do involves aligning risk management principles and good business management to create risk maturity; identifying and understanding the critical risks to an organisation and implementing a core set of controls that are impactful in preventing incidents and mitigating their impacts.

We have built this approach because we know that:

Most organisations have at least some awareness of their risks and have identified controls.

The most serious events are usually associated with failures to implement the known controls, rather than not knowing what the risks and controls are.

Often, less is more – The fewer number of controls, the more robustly they can be implemented and monitored.

Not all controls are created equal – some have greater impact than others.

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Building a Discipline in
Operational Risk

These days most organisations will find that they have elements of operational risk management systems in place, be it health & safety policies, operational procedures, risk frameworks etc. What is less common, and the bigger challenge in our opinion, is linking these elements into something which actually improves performance.

We’ve found that operational risk performance improvement is achieved when:

The system, and its elements are built in a systematic way – gaps are identified and risks are not overlooked.

Risk management is built into management functions – risk management is not an add on to managerial roles or a peripheral responsibility, it’s integral.

Our approach is based on the belief that everyone in an organisation plays a role in the overall governance structure, and those roles are easy to understand and achievable in-amongst competing priorities.

Our framework for operational risk management systems follows a simple mantra:

Commit. Plan. Do. Check. Review.

We don’t set and forget and we don’t leave more problems to solve than we started with. Our focus is on implementing and engraining the continual improvement loop by building a set of standards which interpret, support and form the basis for the right governance and assurance to be applied.

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Creating People Capability

Its no secret that a task performed with the least possible risk is also likely to be the most efficient way of carrying out a task. In this way, high standards of risk management are linked to increased productivity, efficiency and competitiveness. Prevention of issues and adverse events relies on the competence of the workforce to identify risks and control them.

It is our belief that competency-based training helps to bridge the gap between what is taught in theory and what tasks will be performed on the job. Training employees to perform actual job functions helps to ensure that front-line workers have the skills, knowledge and abilities required to perform their jobs safely and effectively. By adding assessments based on the performance of actual work competencies, organisations can ensure that employees are performing their work tasks as safely as possible; that performance gaps are recognised prior to serious incidents; and that training can be implemented to improve competency.

We develop and deliver training programs which are aligned to organisational objectives and take into account the individual needs of the business.

The outcome of this is:

Practical and informative programs.

Access to practitioners who have a practical and working knowledge of health and safety issues and risks.

Interactive and activity based learning.

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Governance & Assurance

In today’s organisations, it’s not uncommon to find diverse teams of internal auditors, health and safety specialists, legal counsel, compliance officers, internal auditors and external auditors working together to help their organisation manage risk and compliance. Each of these specialties has a unique perspective and specific skills that can be invaluable to the organisations they serve. However, because duties related to operational risk management are increasingly being split across multiple departments and divisions, duties must be coordinated carefully to assure that risk control processes operate as intended.Having comfort that the organisations critical risk controls are working is a priority for most leaders today. In markets with ever increasing competition and volatility, the shockwaves of a risk event can be devastating and far reaching. A lean and effective governance structure and well thought out assurance activities ensure that risk management becomes more than just protection, its a platform for growth.

Our approach transforms risks into results by:

Aligning operational risk management with the organisations objectives.

Making risk management a part of business planning and performance management.

Monitoring critical controls and KPI’s continuously to improve decision making and performance results.

Coordinating risk management activities and capability to make better use of existing infrastructure and resources.

Reducing the cost of control spend.

We’re achieving this through avenues such as:

Critical risk and compliance frameworks.

Management system development and review.

Audit programs, from specific risk areas to whole of management system.

Critical risk and compliance reviews and audits.

Critical control reviews and audits.

Due diligence reviews (i.e. as part of an asset acquisition or divestment).

Property and asset reviews and audits.

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