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Friday, January 2, 2026

Beyond Prevention : Strategy of Failure and Integrated Risk

 

Beyond Prevention: The Strategy of Managed Failure and Integrated Risk

In modern industry, we often talk about "continuous improvement" as a mantra. However, throughout my 15 years in risk control consulting and projects, I have seen a recurring pitfall: improving one sector at the expense of another is not evolution—it is a transfer of liability.

True improvement only exists when it is integrated and resilient. It requires the alignment of Costs, Productivity, Quality, HSE (Health, Safety, and Environment), and Strategy. If a cost-cutting measure compromises safety or quality, the net result for the organization is negative.

1. Living Processes

Improvement happens when the most critical processes are documented, delivered to the frontline worker, and subjected to periodic multidisciplinary reviews. A process shouldn't be a static document; it must be a dynamic tool for excellence.

2. Designing for Resilience: Managed Failure

We must accept that some events—earthquakes, extreme storms, or floods—are inevitable. Therefore, a robust risk project must go beyond trying to prevent the unpreventable; it must direct the damage to preserve lives.

In my view, advanced engineering must incorporate:

·         Planned Fragility (Sacrificial Zones): Designing specific areas to fail or break first (such as in dams or pressure systems) to relieve stress and prevent a total catastrophic collapse.

·         Strategic Reinforcement (Safety Islands): Creating reinforced structures—such as concrete bunkers or shielding—to protect human life and critical assets during landslides or fires.

We must design systems that "know" how to fail safely by directing the flow of water, fire, or earth away from what is most precious.

Real improvement is only achieved when all sectors are considered and when the project is resilient enough to handle the unexpected.

Question for my global network: Are your risk control projects designed only to prevent errors, or are they engineered to manage failure safely?


Celso França

15 years of experience in Risk Control Consulting & Projects

Mechanical Engineer | Safety Engineer | Judicial Expert | M.Sc. in Integrated Risk Management | Law Student

#RiskManagement #ResilienceEngineering #IntegratedManagement #ProcessSafety #GlobalEngineering #RiskControl #CelsoFrança

Acidentes no canteiro de obra:

Este relatos não deve revelar ou identificar a construtora nem o local, basta relatar o acontecido. Participe conte sua história.

A-0- Erros em obras, EPC e Andaimes.
A-1- Acidente fatais.
A-2-Acidente com queda de pessoas ou objetos.
A-3-Acidente no Guincho (elevador de carga/ pessoas)
A-4-Acidente em andaimes
A-5-Acidente em equipamento mecânico.
A-6-Acidente com pessoas sem EPI.
A-7-Acidente envolvendo estruturas
A-8-Acidente com invalidez.
A-9-Acidente por doença adquirida no trabalho
A-10- RISCOS FATAIS

DISTRIBUIÇÃO DE ACIDENTES

DISTRIBUIÇÃO DOS ACIDENTES POR CAUSA

Essa distribuição por tipo de causa, nos orienta os maiores perigos na C.Civil (Ribeirão Preto).

  • Quedas = 37,3%; C/ferramentas,máquinas=16 % ; Acidentes trajeto=12 %
  • Impacto por objeto= 11 %; Corpo estranho= 8 % ;Outros = 15,7%
conforme o endereço eletrônico abaixo:
http://www.scielo.br/img/revistas/rem/v58n1/a07tab01.gif