In psychology, crisis triggers growth. It creates urgency, activates problem-solving, and mobilises resources. On the other hand, comfort breeds complacency. It convinces us that things are fine, even when critical risks are quietly stacking up behind the scenes. In a workplace setting, this psychological trap has serious implications for health, safety, and risk.

You’ve updated your controls, you’ve done the toolbox talks, you’ve updated training packages and changed procedures, and yet – the same types of incidents keep happening. It’s easy to assume the problem is the worksite, the workers, or the hazard itself. But what if the real issue is your investigation process? What if your system isn’t learning – it’s just logging?

For decades, frontline workers have relied on Take 5s, SLAMs, and similar tools to assess risk before starting a task.

Embracing discomfort is essential for effective risk management. Leaders who are curious enough and comfortable enough to be uncomfortable w

An organisation's culture profoundly influences its approach to risk management. A culture that prioritises risk awareness and open

Effective action management is a cornerstone of maintaining a safe and compliant workplace. Whether actions stem from hazards, incidents

As we approach 2025, the safety and risk landscape continue to evolve rapidly, presenting businesses with both significant challenges

This article explores key critical risks, highlights exposed industries, and examines trends in fatalities and serious incidents

The Brady Review, officially titled the "Review of Fatalities in Queensland Mining and Quarrying," was conducted by Dr. Sean Brady

A strong safety culture is critical to a healthy, productive workplace where workers are actively engaged in looking out for each other

High Reliability Organisations are built around five core principles that guide their operations and decision-making processes