I worked in an organization that implemented the HOP philosophy. If you fully embrace all that Conklin and Dekker teach you find yourself hyper focused on engineering and administrative controls at the cost of time spent developing the safety “skills” of your people. It was assumed , at my organization, that all accidents were the fault of the “company” or leadership or the process. The individual was just a victim of the system. I think in the end you will find yourself spending tons of money building safety redundancies or layers of defense into your system at the expense of building a culture of safety which requires education of your work force and leadership around ideas like courageous safety leadership.

Check out podcasts, YouTube videos, and/or written work from Todd Conklin, Sydney Dekker, Bob Edwards, and/or Andrea Baker as some examples. HOP is the evolution of H&S, and the principles link very well with operations, quality, and/or maintenance. The foundational premises are grounded in leveraging shop floor input to solve problems, and focusing on operations that fail safely vs. rates as your performance driver. 'Safety is not the absence of accidents, it is the presence of controls' - build systems and processes that account for the fact people make mistakes.

I think this is a great idea. I will have to look into it too since this is the first time I have heard of that term. Seems interesting.