Using the presence of a negative to state a positive is flawed in this instance and lazy as you are not deep diving into success which should be the larger data set. Work complete without damage to plant or harm to people. You are only looking at when things go wrong...put simply no one looks at the "all blacks" because of their errors, mistakes or exceptions. They study one of the most successful teams in the world because of their success, culture and belief systems. It is also important to note that this is a harder, longer term journey and with 2-3 year managers in influential roles focussed only on short termism a harder journey still. What are your intended outcomes and where are they currently in the business "bright spots" then how can you replicate them...

Nicely put Andrew, focussing on bright spots (Switch by Chip & Dan Heath) in business like outcomes with the presence of capacity and capability then buy association the absence of a negative like damage to plant or harm to people is definitely a smarter way to learn and grow.

That's a very good and very valid point. In my response above I did not included Chronic or wellbeing risks as the definition asked for critical. As a business we track both in the H&S space.

In relation to Nadine's view on a healthy culture I agree with her and would add the following: Culture is the symbols, beliefs and behaviours displayed by the leaders in the business that are absorbed by all levels of the structure by gravity/osmosis. A dynamic culture is one which fosters a practise of safe challenge so sometimes tense but progressive discussions can be had at all and between all levels of the business.

Hey,

We try to keep things simple down south so Critical risks for us are those that have the energy present to seriously harm or kill one or more of our people instantly.