This ESReDA Group addresses the relationships between risk, knowledge and management, aiming to find new ideas for preventing accidents and improving safety with better utilization of knowledge. The three-year project started at the end of 2020 and the project group has about 20 participants from regulatory authorities, universities and private companies. The project group is organizing a seminar in June 2021, and plans to publish results by 2023.
The Project Group “Resilience Engineering and Modelling of Networked Infrastructure” will develop a forum of leading researchers from academia and industry to work on projects relevant to Resilience Engineering for Networked Systems.
We will produce a technical reference text which will document the current state-of-the-art along with the advances made over the duration of the project, in the aspects of Resilience Engineering that have been the focus of the work.
Continue reading “Resilience Engineering and Modelling of Networked Infrastructure” →
Target
The project group “CI‐PR/MS&A‐Data” will establish a comprehensive technical document on the existing Data and models that have been developed and are used in the fields of the CIP. Establishing a comprehensive state‐of‐the‐art may hopefully lead to identifying lacks and measures to complete lacking data or lacking organisation to acquire data.
Download Data for Modelling, Simulation & Analysis CI‐PR / MS&A‐Data (PDF)
The objective of this PG is to provide the state of the art on the reliability of Wind Turbines, as well as their lifetime management. Continue reading “Reliability of Wind Turbines – Closed” →
Between 2015 and 2020, the ESReDA project group on Foresight in Safety analyzed the use of foresight methods and tools to improve safety in industrial systems. The group attempted to characterize early warning signs (EWS) of unwanted system behaviour and their possible use for accident prevention. The group also analyzed human and organizational mechanisms for the treatment of early warning signs, including the role of whistle-blowers, the role of learning, enabling features of organizational culture and concepts such as mindfulness and chronic unease.
We need to investigate accidents. To get feedback from reality. To understand what went right and what went wrong. To determine how mishaps can be prevented in the future and successes can be disseminated.
We are willing to learn from mistakes and to avoid repeating them. We choose to start in reality, not in modeling or theories. We start with the unexpected, the unforeseen. We do not primarily create barriers for repetition of similar accidents, but try to remove barriers for learning in order to understand why systems function as they do and what can be done about the situation.
Why, then, do accidents repeat themselves? Why can accidents, incidents and undesirable events emerge as unforeseen surprises? Technology, organizations and people failed to execute what was originally planned, were unaware of limitations and assumptions and did what they thought was reasonable.
Continue reading “Dynamic Learning as the Follow-up from Accident Investigations – Closed” →