Environmental Risks. Expert Group. Expectation vs. Reality

A common global practice for identifying and assessing environmental risks is the use of the ENVID (Environmental Identification) tool. ENVID is an "environmental" adaptation of the even more well-known HAZID (Hazard Identification) tool. Behind such intimidating names lies a quite simple and accessible method – structured brainstorming. The method is indeed simple, but as we know, simplicity comes at a price. What is the price of simplicity? The effectiveness of a risk session using ENVID depends on the quality of the expert group's work.

"Hardly news!" you might say.

But we are not talking about a scale of group performance from "satisfactory" to "excellent."

The reality is that assessments often start at "abysmal."

Classic preparation suggests involving the following in a risk session:

• Production managers;
• Environmental specialists;
• Technical development services;
• Maintenance services;
• Project offices, builders;
• Representatives of other disciplines.

Naturally, each representative should be an expert in their field, be open-minded, and generally be a model employee — the kind of person you see on a motivational poster.

Is it realistic to assemble such a group? In theory, yes; in practice, I have never seen it. There is always a compromise.

Consider the following situation. A face-to-face, one-day risk session lasting 5 hours is planned. Our task is to select experts. Let's try to evaluate the value of the following typical representatives:

1. The top executive. Knows everything about everything, but given their schedule, can only attend the session for the opening remarks.
2. The senior manager. Knows a lot, but usually sends their finance deputy instead.
3. The overloaded expert. Knows a lot, but can only drop in between meetings.
4. The overloaded expert. Can only join via Zoom.
5. The expert. Afraid or shy to express their opinion, usually remains silent during meetings.
6. The expert. "I can't come, but send me the results and I'll add my thoughts later."
7. The environmental department in its entirety, with a head who doesn't allow their employees to speak up.

Do you think this is an exaggeration?

No, this is reality.

How does such a group work?

• The first 15 minutes are spent on words about importance and commitment.
• During the first hour, most managers are suddenly called away on urgent business.
• The video conference is connected, but there is no activity from that side.
• After the lunch break, almost everyone disappears except for the environmental specialists.
• The silent experts continue to work, but silently.
• The video conference quietly disconnects.
• In the final hours, the risk session chair, along with an environmental specialist and a couple of inactive employees, tries to generate ideas. There is no question of efficiency in such work.

How to assemble an expert group capable of delivering a result better than "satisfactory."

Basic rules:

• The employee can work in person;
• The employee can participate in the entire risk session without significant distractions;
• The employee is open and can freely express their personal opinion;
• There are no people in the session capable of blocking the opinions of others — i.e., people who do not allow opinions that go against the official position to be voiced.
• Employees from different departments.
• Employees from other friendly enterprises who have participated in their own similar events (if available).
• Total number of participants: 6-8 people.
• Don't chase titles. A rank-and-file specialist with an open-minded attitude is more effective than a senior manager constantly distracted by meetings.