Commencing in 2020, Origin Energy, a leading energy provider in Australia and the Asia-Pacific, undertook a transformative journey to integrate Human and Organisational Performance (HOP) principles and Learning Teams into its health, safety, and environment (HSE) practices.

This case study explores how Origin’s leadership applied these innovative approaches to enhance safety and operational learning, especially during one of the most challenging periods in the company’s history.

Context and Challenges

The year presented a series of unprecedented challenges for Origin. Australia faced severe bushfires, widespread flooding, and the global COVID-19 pandemic. These crises impacted Origin’s operations and called for rapid adaptation to protect employees, ensure continuous energy supply, and support affected communities. Amid these challenges, Origin recognised an opportunity to evolve its approach to safety by moving from a traditional model to one centred on operational learning and resilience.

Implementing HOP and Learning Teams

Origin incorporated HOP principles to understand human performance in complex environments and to learn from both positive and negative experiences. Central to this approach was the use of Learning Teams—a structured yet conversational format engaging employees directly involved in day-to-day operations.

To gather genuine insights, Origin engaged frontline workers actively managing critical situations, particularly those responding to fires and other high-stakes scenarios. The Learning Teams examined what went well, areas for improvement, and factors of success that resulted from planning versus good fortune. By inviting only those directly involved, without managerial oversight, the Learning Teams fostered open dialogue and provided a comprehensive view of operational dynamics.

Expanding Decision-Making for Learning Teams

In addition to immediate incident response, Origin recognised that Learning Teams could be valuable for exploring patterns across multiple incidents or specific types of work processes. Origin’s HSE leadership took a strategic approach in deciding when to apply Learning Teams, choosing contexts where the potential for learning outweighed the time commitment required. For instance, multiple scaffolding-related incidents were reviewed collectively with contractors to uncover underlying factors and conditions for successful outcomes. This approach highlighted that while formal investigations are valuable, Learning Teams often capture additional context-rich information, especially in complex and dynamic work environments. By analysing these patterns collectively, the team at Origin were able to derive practical insights that supported safer, more effective work processes.

Balancing Established Processes with Learning Teams

Origin also navigated existing safety protocols, such as ICAM (Incident Cause Analysis Method) investigations, while introducing Learning Teams. Recognising that traditional safety protocols serve an essential role, the HSE team balanced these with new Learning Team sessions when valuable insights could be gained. Leaders often used the Learning Team’s informal approach alongside required formal reviews, providing a complementary view that enriched understanding without disrupting standard protocols. This approach allowed Origin to collect qualitative insights that sometimes remained unexamined in formal reports, providing a more comprehensive view of operational conditions and challenges.

Creating Psychological Safety and Encouraging Participation

Origin prioritised a psychologically safe environment where employees felt comfortable sharing insights. Leadership made it clear that the purpose was to learn, not to assign blame. This approach was especially important given the virtual setting, as participants joined remotely due to ongoing crisis management demands.

The conversations were informal but guided by open-ended questions, allowing employees to share their experiences freely. Facilitators adopted a non-judgmental, active listening approach, encouraging participants to reflect on their experiences in depth. Additionally, having familiar team members present further helped participants feel at ease and facilitated natural, trust-based dialogue.

Use of Pilots to Foster Acceptance

To foster acceptance of Learning Teams, Origin introduced a pilot phase, allowing teams to experience the benefits of the process without long-term commitment. This approach reassured teams and leadership that Learning Teams were a method for constructive, supportive dialogue rather than critical oversight. The pilot sessions offered employees a low-risk environment to share insights and try the Learning Team approach, ultimately leading to higher acceptance and increased willingness to participate. Through these initial pilots, Origin confirmed that employees felt more engaged and valued, making them eager to continue participating in the process.

Learning and Adapting in Real Time

Acknowledging the fast-paced nature of operational environments, the HSE team conducted Learning Teams shortly after significant events to capture insights while memories were fresh. Leaders collaborated with operational teams to schedule sessions optimally, ensuring minimal disruption and high engagement. By reflecting on incidents soon after they occurred, the organisation was able to capture a wealth of actionable insights, which could have been lost if left unexamined.

Addressing Cultural Adaptation and Management Buy-In

Origin’s cultural shift towards operational learning required not only buy-in from the frontline and executive levels but also from middle management. Some managers initially questioned the necessity of Learning Teams, especially when existing processes were already in place. To address this, leadership engaged with middle management to highlight the value of Learning Teams in creating a proactive, knowledge-sharing culture that supports safety. Leaders provided examples of positive outcomes from pilot sessions to illustrate the benefits, thereby helping management understand how Learning Teams could enrich Origin’s approach to safety and operational performance. The Learning Team initiative became a collaborative effort as management recognised its alignment with the organisation’s long-term goals of continuous improvement and resilience.

Future-Oriented Adaptation and Organisational Learning

Although initially focused on reactive learning, Origin’s approach evolved to consider proactive learning in contexts where no adverse event had occurred. This shift was gradual, as leadership planned to use data to identify areas of “normal work” that consistently yielded successful outcomes. By prioritising these high-functioning processes for future Learning Teams, Origin aimed to uncover factors contributing to success and resilience within their operations. This proactive learning approach was seen as a natural progression, further embedding the HOP principles into everyday operations and supporting a comprehensive understanding of organisational performance.

Impact and Organisational Engagement

The Learning Teams provided valuable insights across all levels of the organisation, from frontline workers to senior leaders. The sessions showcased a nuanced understanding of operational challenges and generated practical recommendations for improvement. This approach emphasised continuous improvement and reinforced a culture of trust, curiosity, and resilience within the Origin organisation.

Origin’s integration of HOP and Learning Teams has become a core part of its safety and operational learning practices. The initiative not only provided actionable insights to improve crisis response but also strengthened the company’s culture by promoting a learning-focused environment. Origin’s experience demonstrates that prioritising learning over mere compliance can cultivate a culture where safety practices are continually refined through honest reflection and a deep understanding of human performance.

Through its focus on operational learning, Origin has reshaped its approach to HSE. The organisation’s success in implementing HOP and Learning Teams highlights how direct engagement with frontline employees and fostering a blame-free environment can yield lasting benefits. By treating each experience as an opportunity for growth, Origin has established a strong foundation for a safer, more adaptive future.

Adapted from the HOPLAB Collaboration Webinar HOP in Practice with Deirdre Lewis from Origin Energy