As we roll into National Safe Work Month, we’re shining the spotlight once again on the ever-growing importance of workplace safety. This October, we’re being asked to speak up for safety with the theme of the year centred around the notion of being a ‘safety champion’. Given the major issues facing safety in the mining industry, this annual campaign couldn’t have come at a more opportune time.
As humans, we’re generally a socially conscious species. We try to avoid negative situations, smooth over uncomfortable interactions and generally try to get along with others in social situations. The problem is that when it comes to our safety efforts, this deeply rooted notion of “playing nice” can backfire and hold us back on our safety journey.
For an organisation to shift its safety culture from blame and avoidance to ownership and responsibility, a series of smaller changes must first occur.
Explore the risks of a just culture and why trust and error management are critical to its success.
When thinking about how to develop a strong safety culture, it’ll come as no surprise that it’s heavily reliant on the relationships between your workers and your leaders.
Do you know the difference between an effective and an ineffective safety culture assessment? In this article, we’ll show you why they aren’t always equal.
New employees aren’t just in the process of becoming an expert in their role, they’re also in the process of becoming an expert in your organisation’s culture.
If you want to take your safety results from average to excellent, you need to start associating positive experiences with the act of safety reporting.
Improve psychological safety with a strategic focus on creating trust, security and learning, and empower employees to speak up for safety.
Underreporting of safety incidents is one of the largest issues holding back your safety efforts, but how do you solve an issue that you can’t even see?