1. Welcome to An awareness of Operational Analysis and Control Check. it’s safe... © Ciaran McAleenan, 2002

2. OAC the beginning... © Ciaran McAleenan, 2002

3. Operational Analysis and Control (OAC) Model Analyse the Operation Manage the Operation Effectiveness Review What can cause harm? What are you doing about it? Is it enough? What has to be done? What resources do you need? When does the operation need reviewed? Has the operation progressed as planned? Detail the changes needed? List the improvement actions? © Ciaran & Philip McAleenan, 1997 - 2002 © Ciaran McAleenan, 2002

4. the end... © Ciaran McAleenan, 2002

5. Check. it’s safe... How do you show that you act responsibly?What should senior managers be asking?Why does OAC fit every situation? © Ciaran McAleenan, 2002

6. Check. it’s safe... How do you show that you act responsibly? © Ciaran McAleenan, 2002 Establish a system of internal control Review it’s effectiveness “…boards are expected to take due regard of, and deal fairly with, …stakeholders interests, including those of employees, creditors, customers, suppliers and local communities.” OECD Principles of Corporate Governance, annotation to Principle V, Responsibilities of the Board

7. Check. it’s safe... What should senior managers be asking? © Ciaran McAleenan, 2002 What information is available to give assurance to the organisation that control arrangements; are in place, comply with the law as a minimum, and operate effectively. HSE Guidance

8. Operational Analysis and Control (OAC) Model Analyse the Operation Manage the Operation Effectiveness Review What can cause harm? What are you doing about it? Is it enough? What has to be done? What resources do you need? When does the operation need reviewed? Has the operation progressed as planned? Detail the changes needed? List the improvement actions? © Ciaran & Philip McAleenan, 1997 - 2002 Why does OAC fit every situation? Check. it’s safe...

9. Why does OAC fit every situation? © Ciaran McAleenan, 2002 Set the business objectives to include; “...tasks/ activities are to be completed on time and in a manner that does not cause harm to employees, customers, other non-employees, or the organisation.”

10. This should flow through; Board decisions, Strategic planning, Design and construction projects… This should flow through; Board decisions, Strategic planning, Design and construction projects… © Ciaran McAleenan, 2002 Check. it’s safe... Director’s responsibilities; 1. collective role in providing H&S leadership, 2. individual role in providing H&S leadership, 3. board decisions reflect it’s H&S intentions, 4. in engaging the active participation of workers, and 5. alert to relevant H&S management issues. Director’s responsibilities; 1. collective role in providing H&S leadership, 2. individual role in providing H&S leadership, 3. board decisions reflect it’s H&S intentions, 4. in engaging the active participation of workers, and 5. alert to relevant H&S management issues. Point 5 - Recommendation Appoint Board member to be H&S Director

11. © Ciaran McAleenan, 2002 Check. it’s safe... Why does OAC fit every situation? Environmental management Quality management Finance etc The same principle applies...

12. “…boards are expected to take due regard of, and deal fairly with, …stakeholders interests, including those of employees, creditors, customers, suppliers and local communities.” OECD Principles of Corporate Governance, annotation to Principle V, Responsibilities of the Board Check. it’s safe... “…boards are expected to take due regard of, and deal fairly with, …stakeholders interests, including those of employees, creditors, customers, suppliers and local communities.” OECD Principles of Corporate Governance, annotation to Principle V, Responsibilities of the Board Operational Analysis and Control (OAC) Model Analyse the Operation Manage the Operation Effectiveness Review What can cause harm? What are you doing about it? Is it enough? What has to be done? What resources do you need? When does the operation need reviewed? Has the operation progressed as planned? Detail the changes needed? List the improvement actions? © Ciaran & Philip McAleenan, 1997 - 2002