(32au) Operational Resilience Discussion

Environmental-Economic-Social Sustainability and the relationship of adequacy with local and global rules are no longer the only strategic characteristics to keep businesses running in the future. Organizational Resilience has become an extremely important characteristic in current times. Resilience indicates the capacity for recovery by bringing the organization from crisis mode, after the occurrence of major accidents and disasters, to normality mode, not exactly to the initial mode, but close to it. Climate Change is an irreversible phenomenon and can cause consequences ranging from extremes of excessive storms to excessive droughts, and their respective consequences. Unfortunately, the dangers are hybrids of multiple dimensions, including the possibility of wars, social conflicts, and the certainty of future global crises.

Research on Operational Resilience is based on identifying the movement between process states, from routine, to failure state, from there to accident, chain reaction, and Crisis. This environment of socio-technical coexistence between states, operational routines and abnormalities experienced by operating teams must be studied to understand the perception of reality in the industry's operations and in the relationships within the city. This perception allows assertive decision making to be carried out at the right time and with limited financial and material resources. The perception of risk and understanding of the current state of the process allows us to investigate which factors involve deviation and normality.

Maintaining Business through a Resilience Vision involves the complete flow of the Project and Operation of Public or Private Organizations, which includes Strategic Management, Routine Management, which can include Asset Management, and Crisis Management when there is a loss of control and the need to return to normality. Strategic Management begins with the establishment of Intelligence that works with premises of Environmental-Economic and Social Sustainability, and with the premises of Organizational Resilience. Critical Observation and preliminary validation tests on the Scenarios indicate the existence of external or global threats and internal threats, which can be local social and come from organizational processes. This Risk Matrix indicates the Scenarios, and through risk analysis techniques for failures, accidents, and disasters, the appropriate Safeguards are defined and must be implemented in the Routine Management of Operations through Reliability, Availability, and Maintainability Programs (RAM).

Understanding the mechanisms of danger, their dynamic format, and identifying the complexity of technological processes, tasks, and communication in social relationships defines the parameters for Planning Critical Tasks, making it possible to perform and review them to maintain Normal Operation Mode. Routine Management seeks to keep equipment and people available to perform critical tasks and keep processes under control. With the identification of deviations and failures, changes will occur in processes, tasks, and people to ensure a return to normality with this review.

Recently, experiences with chemical plants that are a reference for process safety and with countries that are a reference for public safety indicate the existence of cultural, geopolitical, social, and climatic events that can generate uncontrollable situations. This new format leads to the emergence of major accidents with chain reactions, thus requiring Crisis Management.

The change in the operating mode and the establishment of the chain reaction mode, already planned by strategic intelligence, requires the implementation of Integrated Crisis Management, where resources are restricted, logistics are difficult, and the work to rescue lives, assets and biomes requires Contingency work, with appropriate frontline personnel, without cognitive gaps, and with actions carried out at the right time. Finally, Strategic Intelligence establishes from the beginning the need for performance indicators to begin the recovery-reconstruction stages. This thinking and practice is only possible when developing appropriate guidelines with a focus not only on Sustainability but also on Organizational Resilience. Since the issues are quite complex, Cultural Recovery and Individual Resilience are discussed in this purpose.