Design Portfolio: R2A - Due Diligence Engineers
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At Next Marketing, highly talented and qualified graphic designers work alongside our marketing pros. More samples of client work can be found at ...

At Next Marketing, highly talented and qualified graphic designers work alongside our marketing pros. More samples of client work can be found at http://www.nextmarketing.com.au/graphic-design-melbourne-work/.

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Design Portfolio: R2A - Due Diligence Engineers Presentation Transcript

  • 1. Marketing Strategy Branding Identity advertising Online & Offline trade Shows & Events design portfolio R2A Due Diligence Engineers
  • 2. where marketing makes good business sense.
  • 3. ENGINEERING DUE DILIGENCE DUE DILIGENCE ENGINEERS R2A 9th edition text cover design 2013 PRINT 3 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 4. Are you responsible for technical risk issues? Do you need to communicate complex issues to non technical decision makers? Like to manage project, safety, financial and environmental outcomes better? If so, then the R2A 2 day short course is for you. As a responsible officer in an organisation, your role is to ensure that technical risks are adequately managed. The R2A Engineering Due Diligence Course will help you to better manage multiple stakeholders and overall project outcomes. The course is suited for CEOs, GMs and COOs and their risk and compliance staff. R2A Short Course Flyer 2013 PRINT 4 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 5. R2a Short course e-mail signature 2013 Online 5 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 6. ENGINEERING DUE DILIGENCE COURSE COURSE AIM R2a COURSE OBJECTIVES The aim of the course is to ensure that, in complex technological and essential service organisations, the laws of nature are managed to the satisfaction of the laws of man. This includes financial, project, safety and environmental outcomes. At the end of the course, participants will be able to - The course will provide participants with the understanding, skills and tools to enable all significant technological risk issues and proposed controls to be appropriately escalated to senior decision makers in ways that those decision makers can understand. It will enable shareholders and taxpayers to transparently see why expenditure is required. And, in the worst case scenarios, satisfy the courts if it all comes to grief. WHO SHOULD ATTEND? Understand what constitutes due diligence under Australian High Court case (common) law » Understand the requirements of the Work Health and Safety (WHS) legislation to positively demonstrate due diligence » COURSE outline » Understand the mismatch between business risk, project risk and safety risk paradigms » Choose when to avoid HazOps and FMECAs and other detailed bottom up risk assessment processes » Understand that the use of target (tolerable) levels of safety risk is logically in error and indefensible under Australian law » a4 Short course flyer 2013 Online Decide which risk management sign off paradigms are appropriate to their organisation. CEOs, GMs and COOs and their risk and compliance staff. DATES Brisbane 26 –27 February 6 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 7. ENGINEERING DUE DILIGENCE COURSE | EVALUATION NAME (OPTIONAL) ORGANISATION (OPTIONAL) TOO EASY APPROPRIATE TOO DIFFICULT AMOUNT OF CONTENT TOO EASY APPROPRIATE TOO DIFFICULT TOO EASY APPROPRIATE TOO DIFFICULT PRACTICAL CONTENT A4 Short Course feedback form 2013 PRINT LEVEL OF DIFFICULTY PACING R2a TOO EASY APPROPRIATE TOO DIFFICULT What were the strengths of the short course? What were the weaknesses of the short course? Do you have any further Professional Development needs or ideas for new short courses? Do you have any projects that R2A could assist with? thankyou 7 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 8. 2013 overview and R2A Book Launch PRESENTATION RICHARD ROBINSON 2013 Overview for Risk Management and Due Diligence INTRODUCTION » » » Presentation followed by drinks and canapés Catch up with Industry Colleagues Book offer - 10% off the 9th Edition Text. (RRP $285) February 7th 2013 3pm - 5pm Pop Restaurant (Upstairs Bar) 68 Hardware Lane R2a Book LAUNCH A4 flyer 2013 PRINT 8 RSVP 31ST January Gaye Francis - 1300 772 333 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 9. R2a Book LAUNCH E-mail invitation 2013 Online 9 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 10. SUMMARY SAFETY DUE DILIGENCE. Precaution Vs Hazard Based Approaches To Risk Management WHY YOUR CURRENT OH&S SYSTEM PROBABLY WON’T COMPLY RECOGNISED GOOD PRACTICE. How To Engineer Safety Due Diligence Under The Provisions of The Model WHS Act. In reality, to be safe means to be free from harm. In court, safe means that, Such a position, based around the test of reasonably practicability arguable The overall situation is perhaps best summarised by Chief Justice Gibbs4 of despite something apparently unsafe having happened, due diligence at a common law balance (the 50:50 tipping point), should provide superior the High Court of Australia: has been demonstrated. In engineering terms this means that to be safe charges for responsible officers under the provisions of the model WHS Act. a precaution that reaches the target risk threshold without formally The diagram2 below describes the two approaches in a different way. Where it is possible to guard against a foreseeable risk, which, though perhaps not great, nevertheless cannot be called remote or fanciful, by man and in that order. SFAIRP and ALARP – Are Not the Same. This leads to the fourth concern; that the temptation is to implement considering the hierarchy of controls. safety outcomes for all whilst offering the best protection against criminal requires managing the laws of nature in a way that is consistent with the laws of The left hand side of the loop describes the legal approach which results This shift from a hazard based risk assessment approach (which appears in risk being eliminated or minimised so far as is reasonably practicable R2A have provided this paper as a summary of the key requirements of adopting a means, which involves little difficulty or expense, the failure to to be encouraged by the risk management standard ISO 31000) to the At R2A we have developed a routinely successful process to positively the model WHS Act. We outline why your traditional risk management adopt such means will in general be negligent. precautionary due diligence approach (encouraged by the common law and demonstrate safety due diligence consistent with the requirements of the processes, are likely to fail the challenge of the Act. We conclude by model Work Health and Safety (WHS) legislation that has commenced in practically demonstrating how R2A can help you in this process. now the model WHS act), is summarised in the table below. That is, it does not matter how low the risk estimate is, if more can be done Common law approach (precaution based and criticality driven) for very little effort, then the failure to do so will be negligent, in the event all Australian jurisdictions except, at the time of writing, Western Australia and Victoria. (SFAIRP) as described in the model WHS legislation. Over the years, R2A has legally tested this Safety Case approach regularly. of an incident. The R2A approach adopts a precautionary common law formulation for the Target risk approach (hazard based and risk driven) Hazard identification (Foreseeability) Criticality Establish critical hazards We recommend that readers do so with their own legal counsel prior to adopting this approach. DUE DILIGENCE BASED SFAIRP demonstration of due diligence as a defence against negligence namely: HAZARD BASED ALARP Precaution focused by testing all practicable precautions for reasonableness, that is, on the balance of the significance of the risk vs. the effort required to reduce it. Preventability Identify all practicable precautions for each critical hazard following the hierarchy of controls Establish the Context Risk assessment (hazard based): (Hazard) risk identification (Hazard) risk analysis (Hazard) risk evaluation Risk treatment Criticality Driven Usual interpretation of WHS Act & common law. affected parties have been identified; Hazard focused by comparison to acceptable or tolerable target levels of risk5 Establish the Context Risk assessment (precaution based): Identify credible, critical issues Identify precautionary options Risk-effort balance evaluation Risk action (treatment) • A completeness argument as to why all credible critical safety issues to all Risk (Likelihood And Consequence) Driven Usual interpretation of AS/NZS ISO 31000 • An argument as to why all practicable precautions for each credible critical issue has been identified; • An argument as to which practicable precautions are reasonable consistent with decisions of the High Court of Australia; and • The establishment of a safety quality assurance regime to confirm that all reasonable practicable precautions are maintained on an ongoing basis. This approach does not mean that bad things can’t happen. It means (assuming the activity is not prohibitively dangerous such that it should not occur at all) that all reasonable practicable precautions for all Hazard analysis and risk calculation process to determine the nature of risk and the level of risk (inherently unrepeatable) Reasonableness Determine which practicable precautions are reasonable based on the High Court established balance (disproportionality) Implementation of reasonably practicable precautions Risk Management Selected risk criteria terms of reference against which the significance of a risk is evaluated (inherently subjective) of downside (negative or pure) risk SFAIRP ALARP Compare against criteria process of comparing the results of risk analysis with risk criteria to determine whether the risk and/or its magnitude is acceptable (may eliminate further consideration of acceptable or tolerable risks) Risk mitigation and management options process to modify risk. (may not follow the hierarchy of controls) Monitoring and Review (Quality assurance) foreseeable, critical hazards to all affected parties are in place, based on the balance of the significance of the risk vs the effort required to reduce it. Due Diligence This also means that risks should be eliminated or minimised so far as reasonably practicable. Turner v. The State of South Australia (1982) High Court of Australia before Gibbs CJ, Murphy, Brennan, Deane and Dawson JJ). 5 From the definition in AS/NZS ISO 31000: 2.24 risk evaluation process of comparing the results of risk analysis (2.21) with risk criteria (2.22) to determine whether the risk (2.1) and/or its magnitude is acceptable or tolerable.” 4 SAFETY DUE DILIGENCE Recognised Good Practice Whitepaper DUE DILIGENCE ENGINEERS 1 SAFETY DUE DILIGENCE Recognised Good Practice Whitepaper DUE DILIGENCE ENGINEERS SAFETY DUE DILIGENCE Recognised Good Practice Whitepaper 3 DUE DILIGENCE ENGINEERS 2 Robinson Richard M, Gaye E Francis, Peter Hurley et al (2013). Risk and Reliability: Engineering Due Diligence (9th Edition). R2A Pty Ltd. Page 167. 8 SAFETY DUE DILIGENCE Recognised Good Practice Whitepaper 6 DUE DILIGENCE ENGINEERS R2a Whitepaper 2013 Online 10 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 11. PROJECT DUE DILIGENCE successful projects: what they look like executive SUMMARY BOTTOM UP SILOS FAILURES BEST PRACTICE. How to Deliver a Project on Time and to Budget. The success of projects in terms of both performance and project The delivery of large infrastructure projects and the procurement of appropriate, delivery requires project due diligence. The due diligence aspect fit for purpose rolling stock in a timely and cost effective manner is critical to arises from confirming the ultimate objectives (the critical success Australia’s continuing growth. factors) of the fully functioning outcomes for all stakeholders rather One of the common problems associated with project risk is that specialist groups than just delivery to a project specification. within an organisation operate in silos and senior management are left to put together the pieces of the puzzle. For projects to be successful in terms of both performance and project delivery requires project due diligence. This paper highlights the R2A model which can deliver large infrastructure projects on time and to budget. The success of delivering large infrastructure projects requires project due diligence. The project development risk profile outlined above can also be represented by the diagram below. Another common cause of ineffective project risk management Likelihood Vulnerabilities ----- -- Unviable Ugly --- Likelihood +++ -- is that each discipline / project group undertakes risk assessment ++ Bad Value Addeds + Good Consequences ++ Outstanding Concept risk profile OPERATIONS DUE DILIGENCE Best Practice Whitepaper DUE DILIGENCE ENGINEERS 1 --- Unviable -- -- +++ Brilliant Likelihood Vulnerabilities +++ - Ugly Bad Consequences project objectives. Each specialist group comes to an internalised -- + Good Tender risk profile Disaster Bad using a bottom up silo approach. - Ugly Common mode and common cause issues can also be overlooked understanding of what is important. Senior management therefore -- Consequences receive pieces of the puzzle but not within a unified framework. Good Commissioned risk profile OPERATIONS DUE DILIGENCE Best Practice Whitepaper DUE DILIGENCE ENGINEERS activities in their own silos without regard for the high level Vulnerabilities --- Value Addeds So what are the key risk issues that the project needs to worry about? 10 OPERATIONS DUE DILIGENCE Best Practice Whitepaper DUE DILIGENCE ENGINEERS 6 OPERATIONS DUE DILIGENCE Best Practice Whitepaper 3 DUE DILIGENCE ENGINEERS R2a Whitepaper 2013 Online 11 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 12. OPERATIONS DUE DILIGENCE CONTENTS INTRODUCTION the process BEST PRACTICE MODEL. How to Make Your Operations the Best They Can Be. EXECUTIVE SUMMARY 3 INTRODUCTION 4 SECTION ONE THe liMiTaTiOns Of COnvenTiOnal reliaBiliTY analYsis 6 The figure below describes the integration of the first three steps of the process. Transparency in decision-making in complex technological enterprises is often difficult. Requests for greater system, plant or network reliability is often seen as ‘gold plating’ by financial markets and shareholders, and yet the failure to have TIP SECTION TWO BOTTOM-up silOs Miss COMMOn MOde failures 7 SECTION ThREE BOTTOM-up analYsis Cause & effeCT diffiCulT TO see sufficient redundancy can result in the catastrophic loss of shareholder funds and starting with the right questions will enable the preparation of a comprehensive proposal. The sorts of questions often asked of R2A include: 8 community devastation. 1. we know that there are off-site issues that can seriously affect our product delivery processes. 2. we do not have direct control over these off-site resources. How can we communicate our concerns to those responsible in a way that motivates action? SECTION fOUR HOw r2a Can Help 3. Our engineers have recommended new plant upgrades. we recognise that 9 their arguments are based on good engineering practice but we can’t see a robust connection to future profitability. How can these recommendations be SECTION fIVE THe prOCess 10 CONCLUSION 14 WhERE TO NEXT 15 transparently assessed? 4. How do we include off-site threats in a meaningful way in our overall plant availability model? 5. we have had reliability studies completed on our plant. But there are some credible, critical issues that are considered to be so unlikely they don’t seem to rate any attention. we know that if one happens, the business will be critically exposed. How do we demonstrate the importance of these to the board in a 3. functional Availability Modelling constructive way? The key concept here is to divide the system or process under Care must be taken when constructing models, as physical layout may not represent the functional arrangement. for instance, if two power feeds are consideration into sub-systems that are independent of each other The R2A top-down Operations Due Diligence process specifically addresses these up as bottlenecks in the block diagram, as do any common mode failures complex systems diagrammatically and can be used for both risk and a way this can be addressed? process, they are functionally in series. Critical process components show system as a whole. Block diagrams are a simple way of representing don’t feel they are contextually sound and have no process to test this. is there physically in parallel but, alone, neither can supply enough power for the and that all the interested parties can picture and agree represents the 6. we have spent a great deal of time and effort on reliability studies. But we identified in the previous step. availability studies. questions and enables a persuasive argument to be presented for proposed upgrades. it also ensures that the outcomes are aligned with the values and goals of the organisation. OPERATIONS DUE DILIGENCE Best Practice Whitepaper DUE DILIGENCE ENGINEERS 1 OPERATIONS DUE DILIGENCE Best Practice Whitepaper DUE DILIGENCE ENGINEERS 2 OPERATIONS DUE DILIGENCE Best Practice Whitepaper DUE DILIGENCE ENGINEERS 4 OPERATIONS DUE DILIGENCE Best Practice Whitepaper 9 DUE DILIGENCE ENGINEERS R2a Whitepaper 2013 Online 12 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 13. JANUARY T w T f s s m T w T f s s m T w T f s s m T w T f s s m T w T 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 New Years Day 1 Jan Australia Day 26 Jan FEBRUARY f 1 s s 2 3 m T w T f s s m T w T f s s m T w T f s s m T w T 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 MARCH f 1 s s 2 3 m T w T f s s m T w T f s s m T w T f s s m T w T f s s 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 APRIL M T w T f s s m T w T f s s m T w T f s s m T w T f s s m T 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Good Friday 29 Mar Easter Monday 1 Apr ANZAC Day 25 Apr MAY w T f s s m T w T f s s m T w T f s s m T w T f s s m T w T f 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 JUNE s s m T w T f s s m T w T f s s m T w T f s s m T w T f s s 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 JULY M T w T f s s m T w T f s s m T w T f s s m T w T f s s m T w 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 AUGUST T f s s m T w T f s s m T w T f s s m T w T f s s m T w T f s 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 SEPTEMBER s 1 m T w T f s s m T w T f s s m T w T f s s m T w T f s s m 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 OCTOBER T w T f s s m T w T f s s m T w T f s s m T w T f s s m T w T 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 NOVEMBER f 1 s s 2 3 m T w T f s s m T w T f s s m T w T f s s m T w T f s 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 DECEMBER s 1 m T w T f s s m T w T f s s m T w T f s s m T w T f s s m T 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Christmas Day 25 Dec Boxing Day 26 Dec R2a 2012 - 2013 calendar Print 13 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 14. R2A Brand identity ONLINE & PRINT 2012 14 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 15. R2A Corporate profile PRINT 2012 R2a Letterhead Print 2012 15 R2a Advertisement Print 2012 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 16. R2a Business card Print 2012 16 R2a CV Document Print 2012 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 17. R2a website menu edits online 2012 17 R2a Newsletter online 2012 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au
  • 18. marketing experts for small & medium business how we can help you?
  • 19. © Copyright 2013 Next Marketing Australia Pty Ltd 19 T 03 8060 8544 │ info@nextmarketing.com.au │ nextmarketing.com.au