Above ground risks originate from unique local conditions that are in a constant state of flux. By properly researching area elements, factoring in project risk scenarios, potential actors and resultant hazards we hope our solutions do not treat just symptoms but provide assurance and treatment of root causes. This is via tailored templates, lessons learned from relevant situations and critical success factors of similar projects.
AG-RS has developed a project analysis methodology as a result, which we define as our Risk Solution Ramp. Level by level we drill into the baseline situation, analyze legacy issues and dig down to the root causes to find solutions for risks. This unearths the deliverables required for a pragmatic campaign to mitigate hazards and maximise productivity, as shown below:
During the process we identify dynamic risks…crucial as they have the potential for loss…but also benefit. We seek ways to learn from and leverage them including ways to create shared purpose with stakeholders from the local community, municipal leadership and area providers. Often times ingrained patronage can create obstacles, but with pro-active support and planning early a better balance can result.
Dynamic risks also change at certain points of time, so the timing of any engagement can be leveraged. For instance, the negotiation power of actors such as unions and politicians ebbs and flows according to project phase and the electoral cycle.
Whether AG-RS support is surgical or embedded for the longer term our process helps create results that do not gather dust by ensuring they are sustainable. This is achieved by workshops, checklists, embedded advisors, recurring surveys, measures & metrics and overall local capacity building. They focus on ways to reduce vulnerability and strengthen resilience to reduce operational shocks, using for instance Critical Control Measures and Bowtie Analysis.
The AG-RS risk solution ramp process also ensures solutions are designed to meet the challenge of each stage in the project life-cycle. We know the business drivers and even the team culture during the Construction phase is rather different from Exploration, so our work duly adapts, whilst factoring in longer term project goals.