Join Greencap, Risk & Safety Management specialists, in a presentation on key areas to focus on for the incoming 1 July General Environmental Duty (GED), covering what is changing, and what you can do to be prepared. Tips on how your business can stay ahead of the changes, avoid enforcement actions, and come out on top.

Join Greencap, Risk & Safety Management specialists, in a presentation on key areas to focus on for the incoming 1 July General Environmental Duty (GED), covering what is changing, and what you can do to be prepared. Tips on how your business can stay ahead of the changes, avoid enforcement actions, and come out on top.

The importance of pre-starts and safety briefings should not be underestimated. When run effectively, they encourage two-way communication about safety hazards and controls, provide an open forum to discuss lessons learned, and highlight challenges and opportunities for improvement. But the unfortunate reality is that most pre-starts are seen as a ‘tick and flick’ activity, with little engagement or input from the teams on the frontline.

This webinar is key whether you’re a senior manager looking to support your leaders, on the frontline seeking to inspire your team to take safety seriously, or just curious to know what good looks like.

Session takeaways:

• How to spot the warning signs that your pre-starts, safety briefings, or start-of-shift meetings aren’t hitting the mark

An enormous amount of time and energy is rightfully invested in understanding what causes and subsequently prevents a life-changing injury or a fatality from happening in the workplace.

This genuine pursuit can inadvertently contribute to some unintended outcomes. The bid to stop the unwanted event can lull an organisation into a false sense of confidence. It is easy to become imbued with misplaced confidence that the designed and assessed preventive Critical Controls will reduce the likelihood of something going wrong to almost zero.

This overconfidence effect is a well-established bias. It occurs when a person’s subjective confidence in their judgements is greater than the objective accuracy of their judgements. This overconfidence bias can lead to a misjudgement of the likelihood or probability of something happening. In this case, the belief becomes one of, “now everything has been thought of and put in place it cannot happen.” The initial reaction to such a bold statement is that we don’t believe this to be true; we know it can still happen, albeit it is extremely unlikely to happen.

Well here is a simple test. Q1. How many mitigating controls sit on the right-hand side of your organisation’s Bowties, and Q2. If the loss of control event occurred would those controls prevent a serious injury or fatality?

So maybe a way of righting the lopsided Bowtie is not to jettison the controls on the left but to ask a different type of question. If the loss of control event happens and the damaging energy is released, such as mechanical, electrical, or gravitational, how will the damaging energy be contained, distanced or deflected so it does not cause a serious injury or fatality? In this webinar, the question of how to design better mitigating Critical Controls is explored further.

Historically, organisations have not had a significant focus on mental health and wellbeing within their workplace health and safety programs. With increasing awareness of the need to do something to take a proactive approach to preventing mental health injuries, HSE professionals are now faced with the question, “What works?”

An Integrated Approach to Wellness is a program developed to change workplace cultures and leadership practices in response to alarming findings in the 2018 Downey-Swinburne report. The report exposed the levels of depression, anxiety and stress in the construction industry exceeded Australian population norms by more than 37 per cent and were twice that of comparison industries, highlighting the need for industry-endorsed cultural change.

Using the pilot program undertaken on the Mordialloc Freeway Joint Venture as case study, this presentation outlines the key elements that need to co-exist in any Wellbeing program in order to optimise results. And the results on the Mordialloc Freeway project are fascinating to see.

Numerous ideas and models abound regarding leadership and how it should be done to improve safety. In this complex and sometimes confusing space, it can be easy to get lost in the competing views of what ‘good’ safety leadership looks like.

LEAD4Safety is an innovative model of safety leadership, developed through active partnerships between safety science experts, the Queensland government, and industry. Where the LEAD4Safety model adds value is it integrates multiple theories about safety leadership and is also based on the idea that it is futile to search for a one size fits all approach to safety. Good safety management requires flexibility as well as stability; prevention of failure as well as promotion of success.

LEAD4Safety is an award-winning model that has been recognised by the National Safety Council of Australia via the coveted Pinnacle award in 2019, and has since been adopted by Workplace Health & Safety Queensland, the Electrical Safety Office, Teys Australia, WorkSafe Victoria, and many other diverse organisations in high-risk settings.

A strong prevention bias in safety thinking doesn’t offer a robust understanding of the complexity of high consequence events. Despite the best risk assessments, procedures, and people, we simply cannot prevent all incidents. We must instead balance prevention efforts with capacity to respond and recover when things go badly. But how do we operationalise this in our organisations?

This session offers a model and the backstory of how we are using it as a simple visual framework to stimulate dialogue and promote learning, shared understanding, and safety differently language.  The model is an adaptation of the bowtie… as a propeller. It includes preventive, operational and recovery elements placed in a dynamic mode, represented by turning blades – within a margin of manoeuvre sphere.

We use the model to highlight how prevention efforts deter threats, and to show how the capacity to respond to events may reduce the impact of events. But the real leverage comes when we conceptually shift from bowtie to propeller – the process becomes dynamic, demonstrating how learning creates a feedback loop to improve the entire system- including preventive, operational and response/recovery components.

This webinar provides an updated introduction to Human & Organisational Performance (HOP), including principles, terminology and key concepts. It covers important topics including Blue Line vs Black Line (WAI vs WAD), asking better questions, and the importance of understanding and improving how everyday work happens.

In the second part of this webinar series, we will dive into the practical application of HOP at an organisational level, covering examples from organisations currently putting HOP into practice, and practical pathways for introducing HOP and Learning Teams.

In the second part of this webinar series, we will dive into the practical application of HOP at an organisational level, covering examples from organisations currently putting HOP into practice, and practical pathways for introducing HOP and Learning Teams.

Register for Part 1: Understanding Human & Organisational Performance (HOP) Terminology and Methodologies