This document discusses two major workplace incidents, the Pike River Mine disaster in 2010 and the Dreamworld theme park accident in 2016, and identifies common causal factors between the two. Ten recurring causes of fatal workplace incidents are identified from past research, and it is shown that many of these were factors in both the Pike River and Dreamworld incidents. These include failures in design, risk assessment, management systems, heeding warning signs, regulatory oversight, and communication with workers. The discussion suggests both incidents could have been prevented by addressing safety concerns raised prior to the events.
HR summit 2013 - Role of HR in Crisis Management & Organizational SustainabilityMarc Ronez
Human resources should be involved in crisis management for three key reasons: 1) People are a source of risk through wrong decisions and non-compliance; 2) People are victims impacted by crises through injury, trauma and loss; and 3) People are essential to managing crises through their knowledge, skills and problem-solving abilities. During a crisis, most people will act like headless chickens in a panic or zombies paralyzed with stress, hindering an effective response. However, effectively engaging human capital is key to mitigating impacts, as seen in Nokia's handling of a supply disruption versus Ericsson.
This paper addresses the issue of occupational safety and how the process of globalisation can potentially influence the attitudes,
beliefs and behaviour of disparate ‘national’ workforces working across the globe for the same multi-national company. The paper
reviews published literature on cross-cultural differences in attitudes, perceptions and beliefs regarding safety and presents details of a
study examining the relationship between Hofstede’s [Hofstede, G., 1984. Culture’s Consequences; International Differences in Work-
Related Values, Abridged edition. Sage Publications, London, Hofstede, G., 1991. Culture and Organisations; Software of the Mind.
McGraw Hill, Maidenhead] cultural values dimensions (i.e., Power Distance, Individualism/Collectivism, Masculinity/Femininity);
safety climate (perceived management commitment to safety) and risk-taking behaviour in workforce members of a multi-national engineering
organisation operating in six countries. The results suggest that more proximal influences such as perceived management commitment
to safety and the efficacy of safety measures exert more impact on workforce behaviour and subsequent accident rates than
fundamental national values.
This document provides a summary of a report on managing risk in the global supply chain. It finds that while supply chain risk is a major issue, many companies do little to formally manage it. Key findings include that no companies surveyed use outside expertise to assess risk, 90% do not quantify risk when outsourcing production, and only 25% of supply chains are assessed for risk. It also finds that insurance is an underutilized tool for mitigating risk. The report provides recommendations for developing a three-step process to identify, prioritize and mitigate supply chain risks.
Underinsurance of property risks1 is a global challenge. Much of the protection gap is due to uninsured global natural catastrophe risk, which has been rising steadily over the past 40 years
Global catastrophic risks are risks that seriously threaten human well-being on a global scale. An immensely diverse collection of events could constitute global catastrophes: potential factors range from volcanic eruptions to epidemic infections, nuclear accidents to worldwide tyrannies, out-of-control scientific experiments to climatic changes, and cosmic hazards to economic collapse. This paper outlines how catastrophe exposures place special demands on insurer capitalization and require a distinct risk management approach. The interaction or co-variance (versus independence) of the various risks, a company faces, is an important factor in determining the company’s total capital requirements.
- Accidents and injuries continue to impose huge economic costs in Australia, estimated at $80 billion annually or around 8% of GDP. However, approaches to improving occupational health and safety over the past 45 years have had limited success, focusing more on blame than preventing recurrences.
- High-risk industries like aviation have shown that achieving reliability targets of 1 in 10 billion failures or better is possible through rigorous engineering design redundancy and ensuring organizational systems integrity. However, most companies still operate at much lower reliability levels.
- A paradigm shift is needed towards a whole-of-operation hazard management approach, mandatory SMS, broader application of principles from high-risk industries, and evidence-based practice to finally curb the epidemic proportions of
This document discusses two past workplace disasters: the Pike River Mine explosion in 2010 and the Dreamworld theme park accident in 2016. It analyzes both incidents and identifies 10 common causal pathways that led to the fatal events. These include failures in design/engineering, risk assessment, management systems, oversight, economic pressures, communication, and emergency procedures. The document argues that thoroughly examining past failures can reveal patterns to help prevent future incidents.
HR summit 2013 - Role of HR in Crisis Management & Organizational SustainabilityMarc Ronez
Human resources should be involved in crisis management for three key reasons: 1) People are a source of risk through wrong decisions and non-compliance; 2) People are victims impacted by crises through injury, trauma and loss; and 3) People are essential to managing crises through their knowledge, skills and problem-solving abilities. During a crisis, most people will act like headless chickens in a panic or zombies paralyzed with stress, hindering an effective response. However, effectively engaging human capital is key to mitigating impacts, as seen in Nokia's handling of a supply disruption versus Ericsson.
This paper addresses the issue of occupational safety and how the process of globalisation can potentially influence the attitudes,
beliefs and behaviour of disparate ‘national’ workforces working across the globe for the same multi-national company. The paper
reviews published literature on cross-cultural differences in attitudes, perceptions and beliefs regarding safety and presents details of a
study examining the relationship between Hofstede’s [Hofstede, G., 1984. Culture’s Consequences; International Differences in Work-
Related Values, Abridged edition. Sage Publications, London, Hofstede, G., 1991. Culture and Organisations; Software of the Mind.
McGraw Hill, Maidenhead] cultural values dimensions (i.e., Power Distance, Individualism/Collectivism, Masculinity/Femininity);
safety climate (perceived management commitment to safety) and risk-taking behaviour in workforce members of a multi-national engineering
organisation operating in six countries. The results suggest that more proximal influences such as perceived management commitment
to safety and the efficacy of safety measures exert more impact on workforce behaviour and subsequent accident rates than
fundamental national values.
This document provides a summary of a report on managing risk in the global supply chain. It finds that while supply chain risk is a major issue, many companies do little to formally manage it. Key findings include that no companies surveyed use outside expertise to assess risk, 90% do not quantify risk when outsourcing production, and only 25% of supply chains are assessed for risk. It also finds that insurance is an underutilized tool for mitigating risk. The report provides recommendations for developing a three-step process to identify, prioritize and mitigate supply chain risks.
Underinsurance of property risks1 is a global challenge. Much of the protection gap is due to uninsured global natural catastrophe risk, which has been rising steadily over the past 40 years
Global catastrophic risks are risks that seriously threaten human well-being on a global scale. An immensely diverse collection of events could constitute global catastrophes: potential factors range from volcanic eruptions to epidemic infections, nuclear accidents to worldwide tyrannies, out-of-control scientific experiments to climatic changes, and cosmic hazards to economic collapse. This paper outlines how catastrophe exposures place special demands on insurer capitalization and require a distinct risk management approach. The interaction or co-variance (versus independence) of the various risks, a company faces, is an important factor in determining the company’s total capital requirements.
- Accidents and injuries continue to impose huge economic costs in Australia, estimated at $80 billion annually or around 8% of GDP. However, approaches to improving occupational health and safety over the past 45 years have had limited success, focusing more on blame than preventing recurrences.
- High-risk industries like aviation have shown that achieving reliability targets of 1 in 10 billion failures or better is possible through rigorous engineering design redundancy and ensuring organizational systems integrity. However, most companies still operate at much lower reliability levels.
- A paradigm shift is needed towards a whole-of-operation hazard management approach, mandatory SMS, broader application of principles from high-risk industries, and evidence-based practice to finally curb the epidemic proportions of
This document discusses two past workplace disasters: the Pike River Mine explosion in 2010 and the Dreamworld theme park accident in 2016. It analyzes both incidents and identifies 10 common causal pathways that led to the fatal events. These include failures in design/engineering, risk assessment, management systems, oversight, economic pressures, communication, and emergency procedures. The document argues that thoroughly examining past failures can reveal patterns to help prevent future incidents.
Review of the National Culture Influence on Pilot’s DecisionMaking during fli...IOSRJBM
Thisreview paperstudies the influence of the national culture onflying safety in the cockpit. Likewise, the study aims toevaluate the pilot behaviour and response to risk during flight in terms of pilot decisionmaking. According to Helmreich (2000), ―cultural values are so deeply ingrained; it is unlikely that exhortation, edict, or generic training programs can modify them. The challenge is to develop organizational initiatives that congruent with the culture‖. Thus,evaluating the technology-culture interference impact on a pilot’s decision-making performance, within a specific region gives deep understanding of the pilot’s behaviour under the effect of this region national culture. In addition,this appraises the risk tolerance, error management and factors that affect pilot decision-making in regarding to national culture within the region.The expected contribution of this research is to enhance the pilot decision-making performance within the region of North Africa. Moreover, this study will enhances the implementation of Crew Resource Management training program (CRM), in which will support the culture calibration of the CRM tofit the pilot’sneeds within this region. Ultimately, a safe operation of the aircrafts and improvethe aviation marketwithin the region
1) The political risk climate has changed significantly this year, with increased uncertainty over replacing old regimes and how this will impact business opportunities and risks.
2) Speakers at the FERMA Risk Management Forum will discuss topics like assessing political and economic risks in China and the Eurozone, distinguishing long-term risks from short-term considerations, and challenges in protecting business travelers and foreign staff.
3) A case study will examine an evacuation from Egypt due to political turmoil and the benefits of having a travel security system in place to manage such risks to employees.
This is a comparative analysis of the cruise ship industry. I compared three different cruise ship crisis communication plans and then made recommendations from a public relations perspective. I created this in a Public Relations Writing course.
Climate Change and the Real Estate IndustryRichard Faulk
The document discusses the challenges that climate change poses for the real estate industry. It notes that while the scientific consensus is that climate change poses serious risks, there is still disagreement, especially in political circles. It also states that the risks are difficult to quantify and predict in the short term due to a lack of specific data linking climate events to global warming. Additionally, it discusses how factors like urbanization and more frequent extreme weather events are exacerbating risks. While risk assessment and management tools are being developed, substantial vulnerabilities and uncertainties remain. The document concludes by questioning whether the risks can truly be identified and costs of coverage accurately priced given all the uncertainties involved.
1) The document discusses major global risks facing businesses today that are more interconnected and volatile than in the past. These risks can disrupt markets worldwide and are difficult to anticipate.
2) It identifies 36 global risks classified into economic, geopolitical, societal and environmental categories. The ten risks seen as most likely to greatly impact business are listed.
3) The summary explains that global risks present new opportunities for businesses that can react quickly to anticipate changes. However, most businesses only prepare for past events and fail to consider future risks, despite evidence that exogenous risks increasingly affect companies.
Moving from Process to Purpose, Risk Management after COVID19 chungarisk
This document provides summaries of key concepts in risk management and decision making.
It begins with definitions of situational awareness, mental simulation, and naturalistic decision making. These concepts emphasize gathering information, anticipating outcomes, and making decisions under uncertainty.
The document then discusses features of naturalistic decision making, including ill-defined goals, uncertainty, shifting priorities, and high stakes. It notes decision makers must react to changing conditions and work within dynamic organizations. Several models are highlighted, emphasizing recognition of patterns and situation assessment.
In closing, the document outlines four strategies for managing positive risks and opportunities: pursue, optimize, exploit, and share ownership with others. This emphasizes both accepting advantages and actively working to increase
Economic disparity and global governance failures emerged as two of the most interconnected and impactful global risks. Economic disparity, both within and between countries, threatens social stability and economic development, and is tightly linked to other risks like corruption and fragile states. Rising inequality is seen both in advanced and emerging economies. Global governance failures inhibit effective responses to risks due to divergent interests and conflicting incentives between countries. Both of these cross-cutting risks influence and are influenced by many other global risks, exacerbating impacts and challenges for risk management.
IOD Convention 2017_Governance, Ethics and Sustainability_Marc RonezMarc Ronez
To ensure organisational sustainability, the Board of Directors should shift focus from shareholder value creation to creating shared value for the relevant stakeholders of the organization. Nurturing a Risk aware culture grounded on sound ethical values is an essential part of the solution.
Risk managment and Insurance chap1-3 Addis Ababa University School of CommerceAshenafi Abera Wolde
Risk affects every aspect of an organization. The effects of risk are not
confined within any predictable boundaries; a single event can easily
influence several areas of an organization at once, producing consequences
far beyond the immediate impact. The pervasiveness and complexity of risk
presents strong challenges to managers, one of the most important being
the coordination of risk management across areas within the organization.
It deals with: the nature and management of pure risks, insurance and
reinsurance; risk concepts, classification of risks, management of pure risks
through various risk handling tools, industrial safety, general principles of
insurance and major classes of insurance, reinsurance and development &
regulation of the insurance Ethiopia
The business case for risk management to contribute to the Strategic Planning process. How ERM can strengthen Strategic decision-making to support effective performance
This document provides an overview and analysis of the Global Risks Report, which identifies and assesses global risks. It discusses the report's methodology over its 9 editions, including defining risks, identifying them, mapping them based on impact and likelihood, and emphasizing their interconnectivity. The document reflects on ensuring the report remains relevant by improving its approach based on past insights. It also examines challenges like distinguishing risks from trends, determining the level of detail, and the need for a multistakeholder approach. The conclusion emphasizes themes like trust, long-term thinking, collaboration, and global governance in addressing global risks.
The document discusses two major incidents, the Pike River Mine disaster in 2010 and the Dreamworld tragedy in 2016, and identifies common pattern failures that led to both incidents. Ten recurring causal pathways are identified from past failures, including design flaws, failure to address warning signs, inadequate risk assessment, poor management systems, production pressures overriding safety, and regulatory failures. Both cases involved concerns raised prior to the incidents by workers and safety experts that were not adequately addressed. The lessons indicate the need for comprehensive risk assessment, prioritizing safety over production, learning from past incidents, and robust regulatory oversight and enforcement.
This document summarizes a presentation about identifying pattern causes of fatal mining incidents. It reviewed 24 fatal incidents across 5 countries from 1990-2011. Ten common causal pathways were identified, including failures to maintain safety systems, adequately plan work, assess risks, respond to safety issues raised, and prioritize safety over production. Examining past failures can help improve regulations, inspection practices, and prevent future incidents. Strengthening management systems, risk assessment, auditing, inspection, and worker input are emphasized.
The document is the 11th edition of the Global Risks Report published by the World Economic Forum. It contains information on risks assessed in the Global Risks Perception Survey 2015, including descriptions of global risks, rankings of risks by likelihood and impact, and visualizations of the risks landscape and interconnections between risks. The report and additional interactive data are available on the WEF website.
As in previous years, the Report is based on the annual Global Risks Perception Survey, completed by almost 750 members of the World Economic Forum’s global multistakeholder community. In addition to the special section exploring the evolving security landscape in an era of uncertainty, the Report presents deep-dive discussions of risks to the stability of societies posed by the (dis)empowered citizen, who is empowered by technology but feels disempowered by traditional decision-making processes.
The document is the 11th edition of the Global Risks Report published by the World Economic Forum. It discusses global risks identified through a survey of perceptions and interconnections between economic, geopolitical, environmental, societal, and technological risks. The report is published within the framework of the World Economic Forum's Global Competitiveness and Risks Team and is intended to help decision-makers understand risks and consider responses.
This document is the 11th edition of the Global Risks Report published by the World Economic Forum. It contains information on global risks identified through a survey, along with figures displaying the perceived likelihood and interconnectedness of various economic, geopolitical, environmental, societal and technological risks. The report is published for the World Economic Forum's Global Competitiveness and Risks Team and was obtained from sources believed to be reliable, though not independently verified.
System shock analysis and complex network effectsKimmo Soramaki
Joint presentation with Michelle Tuveson and Dr Andrew Coburn from Cambridge Risk Center at the Conference Board Global Risk Conference in New York, 8 May 2013.
Links to conference website: http://www.conference-board.org/conferences/conferencedetail.cfm?conferenceid=2456
The Center for OSH Sustainability was launched in 2012 as a means to show stakeholders how occupational health and safety initiatives support sustainability. The business model defines how risk governane can be applied to identify, assess and evaluate, commmunicate, manage, and control occupational health and safety hazards in the workplace and off-the-job during recreational and sporting activities. The 24/7 approach to safety and health provides a better culture, performance, and productiivty in the lives of workers and their families. The support within the organization is transformed outside the organization so workers return home and back to work safely and healthy.
This document summarizes a webinar on hydraulic fracking and insurance. It begins with introductions and an agenda. It then provides background on fracking, including the process, risks to water, air, and land. It discusses stakeholders, industry collaboration efforts, and insurance implications. Key insurance issues include potential claims from homeowners, energy companies, workers and more related to water contamination, earthquakes, air pollution and other risks. The document examines insurance precedents and guidelines related to fracking coverage.
Review of the National Culture Influence on Pilot’s DecisionMaking during fli...IOSRJBM
Thisreview paperstudies the influence of the national culture onflying safety in the cockpit. Likewise, the study aims toevaluate the pilot behaviour and response to risk during flight in terms of pilot decisionmaking. According to Helmreich (2000), ―cultural values are so deeply ingrained; it is unlikely that exhortation, edict, or generic training programs can modify them. The challenge is to develop organizational initiatives that congruent with the culture‖. Thus,evaluating the technology-culture interference impact on a pilot’s decision-making performance, within a specific region gives deep understanding of the pilot’s behaviour under the effect of this region national culture. In addition,this appraises the risk tolerance, error management and factors that affect pilot decision-making in regarding to national culture within the region.The expected contribution of this research is to enhance the pilot decision-making performance within the region of North Africa. Moreover, this study will enhances the implementation of Crew Resource Management training program (CRM), in which will support the culture calibration of the CRM tofit the pilot’sneeds within this region. Ultimately, a safe operation of the aircrafts and improvethe aviation marketwithin the region
1) The political risk climate has changed significantly this year, with increased uncertainty over replacing old regimes and how this will impact business opportunities and risks.
2) Speakers at the FERMA Risk Management Forum will discuss topics like assessing political and economic risks in China and the Eurozone, distinguishing long-term risks from short-term considerations, and challenges in protecting business travelers and foreign staff.
3) A case study will examine an evacuation from Egypt due to political turmoil and the benefits of having a travel security system in place to manage such risks to employees.
This is a comparative analysis of the cruise ship industry. I compared three different cruise ship crisis communication plans and then made recommendations from a public relations perspective. I created this in a Public Relations Writing course.
Climate Change and the Real Estate IndustryRichard Faulk
The document discusses the challenges that climate change poses for the real estate industry. It notes that while the scientific consensus is that climate change poses serious risks, there is still disagreement, especially in political circles. It also states that the risks are difficult to quantify and predict in the short term due to a lack of specific data linking climate events to global warming. Additionally, it discusses how factors like urbanization and more frequent extreme weather events are exacerbating risks. While risk assessment and management tools are being developed, substantial vulnerabilities and uncertainties remain. The document concludes by questioning whether the risks can truly be identified and costs of coverage accurately priced given all the uncertainties involved.
1) The document discusses major global risks facing businesses today that are more interconnected and volatile than in the past. These risks can disrupt markets worldwide and are difficult to anticipate.
2) It identifies 36 global risks classified into economic, geopolitical, societal and environmental categories. The ten risks seen as most likely to greatly impact business are listed.
3) The summary explains that global risks present new opportunities for businesses that can react quickly to anticipate changes. However, most businesses only prepare for past events and fail to consider future risks, despite evidence that exogenous risks increasingly affect companies.
Moving from Process to Purpose, Risk Management after COVID19 chungarisk
This document provides summaries of key concepts in risk management and decision making.
It begins with definitions of situational awareness, mental simulation, and naturalistic decision making. These concepts emphasize gathering information, anticipating outcomes, and making decisions under uncertainty.
The document then discusses features of naturalistic decision making, including ill-defined goals, uncertainty, shifting priorities, and high stakes. It notes decision makers must react to changing conditions and work within dynamic organizations. Several models are highlighted, emphasizing recognition of patterns and situation assessment.
In closing, the document outlines four strategies for managing positive risks and opportunities: pursue, optimize, exploit, and share ownership with others. This emphasizes both accepting advantages and actively working to increase
Economic disparity and global governance failures emerged as two of the most interconnected and impactful global risks. Economic disparity, both within and between countries, threatens social stability and economic development, and is tightly linked to other risks like corruption and fragile states. Rising inequality is seen both in advanced and emerging economies. Global governance failures inhibit effective responses to risks due to divergent interests and conflicting incentives between countries. Both of these cross-cutting risks influence and are influenced by many other global risks, exacerbating impacts and challenges for risk management.
IOD Convention 2017_Governance, Ethics and Sustainability_Marc RonezMarc Ronez
To ensure organisational sustainability, the Board of Directors should shift focus from shareholder value creation to creating shared value for the relevant stakeholders of the organization. Nurturing a Risk aware culture grounded on sound ethical values is an essential part of the solution.
Risk managment and Insurance chap1-3 Addis Ababa University School of CommerceAshenafi Abera Wolde
Risk affects every aspect of an organization. The effects of risk are not
confined within any predictable boundaries; a single event can easily
influence several areas of an organization at once, producing consequences
far beyond the immediate impact. The pervasiveness and complexity of risk
presents strong challenges to managers, one of the most important being
the coordination of risk management across areas within the organization.
It deals with: the nature and management of pure risks, insurance and
reinsurance; risk concepts, classification of risks, management of pure risks
through various risk handling tools, industrial safety, general principles of
insurance and major classes of insurance, reinsurance and development &
regulation of the insurance Ethiopia
The business case for risk management to contribute to the Strategic Planning process. How ERM can strengthen Strategic decision-making to support effective performance
This document provides an overview and analysis of the Global Risks Report, which identifies and assesses global risks. It discusses the report's methodology over its 9 editions, including defining risks, identifying them, mapping them based on impact and likelihood, and emphasizing their interconnectivity. The document reflects on ensuring the report remains relevant by improving its approach based on past insights. It also examines challenges like distinguishing risks from trends, determining the level of detail, and the need for a multistakeholder approach. The conclusion emphasizes themes like trust, long-term thinking, collaboration, and global governance in addressing global risks.
The document discusses two major incidents, the Pike River Mine disaster in 2010 and the Dreamworld tragedy in 2016, and identifies common pattern failures that led to both incidents. Ten recurring causal pathways are identified from past failures, including design flaws, failure to address warning signs, inadequate risk assessment, poor management systems, production pressures overriding safety, and regulatory failures. Both cases involved concerns raised prior to the incidents by workers and safety experts that were not adequately addressed. The lessons indicate the need for comprehensive risk assessment, prioritizing safety over production, learning from past incidents, and robust regulatory oversight and enforcement.
This document summarizes a presentation about identifying pattern causes of fatal mining incidents. It reviewed 24 fatal incidents across 5 countries from 1990-2011. Ten common causal pathways were identified, including failures to maintain safety systems, adequately plan work, assess risks, respond to safety issues raised, and prioritize safety over production. Examining past failures can help improve regulations, inspection practices, and prevent future incidents. Strengthening management systems, risk assessment, auditing, inspection, and worker input are emphasized.
The document is the 11th edition of the Global Risks Report published by the World Economic Forum. It contains information on risks assessed in the Global Risks Perception Survey 2015, including descriptions of global risks, rankings of risks by likelihood and impact, and visualizations of the risks landscape and interconnections between risks. The report and additional interactive data are available on the WEF website.
As in previous years, the Report is based on the annual Global Risks Perception Survey, completed by almost 750 members of the World Economic Forum’s global multistakeholder community. In addition to the special section exploring the evolving security landscape in an era of uncertainty, the Report presents deep-dive discussions of risks to the stability of societies posed by the (dis)empowered citizen, who is empowered by technology but feels disempowered by traditional decision-making processes.
The document is the 11th edition of the Global Risks Report published by the World Economic Forum. It discusses global risks identified through a survey of perceptions and interconnections between economic, geopolitical, environmental, societal, and technological risks. The report is published within the framework of the World Economic Forum's Global Competitiveness and Risks Team and is intended to help decision-makers understand risks and consider responses.
This document is the 11th edition of the Global Risks Report published by the World Economic Forum. It contains information on global risks identified through a survey, along with figures displaying the perceived likelihood and interconnectedness of various economic, geopolitical, environmental, societal and technological risks. The report is published for the World Economic Forum's Global Competitiveness and Risks Team and was obtained from sources believed to be reliable, though not independently verified.
System shock analysis and complex network effectsKimmo Soramaki
Joint presentation with Michelle Tuveson and Dr Andrew Coburn from Cambridge Risk Center at the Conference Board Global Risk Conference in New York, 8 May 2013.
Links to conference website: http://www.conference-board.org/conferences/conferencedetail.cfm?conferenceid=2456
The Center for OSH Sustainability was launched in 2012 as a means to show stakeholders how occupational health and safety initiatives support sustainability. The business model defines how risk governane can be applied to identify, assess and evaluate, commmunicate, manage, and control occupational health and safety hazards in the workplace and off-the-job during recreational and sporting activities. The 24/7 approach to safety and health provides a better culture, performance, and productiivty in the lives of workers and their families. The support within the organization is transformed outside the organization so workers return home and back to work safely and healthy.
This document summarizes a webinar on hydraulic fracking and insurance. It begins with introductions and an agenda. It then provides background on fracking, including the process, risks to water, air, and land. It discusses stakeholders, industry collaboration efforts, and insurance implications. Key insurance issues include potential claims from homeowners, energy companies, workers and more related to water contamination, earthquakes, air pollution and other risks. The document examines insurance precedents and guidelines related to fracking coverage.
The risk to water supply and quality is increasing along with the rapid growth in both public and private demand for its use. Severe weather events such as storms and flooding combined with aging infrastructure, faulty handling of waste, and inadequate system design among other factors contribute to increased liability exposure for insurers.
International commitments in response to the need to avoid climate change are now clear, and these commitments imply significant and potentially rapid changes in emissions, including in Australia. This will have implications for many sectors.
The science of probabilistic impacts of climate change are advancing rapidly and allows directors and their advisors to obtain a far more granular view of likely exposure than has ever been possible before.
This technological development in itself poses a risk and an opportunity to directors, who can either exploit or ignore new sources of data. Competitors and other external parties such as investors and researchers may be able to access a far more granular risk data on a third party’s physical assets.
There is now a substantial and rapidly growing body of research and expertise on the material financial implications of climate change – through direct impacts, transition measures, and related pathways including legal liability risk and technological disruption.
Financial actors and authorities are now voicing an expectation for increasingly clear disclosure of climate risks. This has accelerated rapidly in the past 12 to 18 months and is continuing to evolve today, both in Australia and among international markets.
The number of extreme weather events and major disasters has significantly increased over the past 20 years according to data from the UN. The data shows a near doubling of major floods and storms during 2000-2019 compared to 1980-1999. Much of the rise can be explained by an increase in climate-related disasters and extreme weather events. Floods and storms have been the most prevalent types of events. Additionally, the frequency and severity of tailings dam failures has increased over the past few decades according to studies. The Brumadinho dam collapse in Brazil highlights the devastating human and economic impacts that can result from tailings dam failures. Understanding why failures are increasing is important to develop better risk mitigation strategies for mine water management.
DSD-Kampala 2023 Modelling in support of decision making - RussellDeltares
Presentation by Bobby Russell (Deltares) at the Symposium Models and decision-making in the wake of climate uncertainties, during the Deltares Software Days - Kampala 2023 (DSD-Kampala 2023). Wednesday, 4 October 2023, Kampala, Uganda.
SUPPLY CHAIN DISRUPTIONS & RESILIENCE - By SN PanigrahiSN Panigrahi, PMP
SUPPLY CHAIN DISRUPTIONS & RESILIENCE
Article Published in Materials Management Review of IIMM
SN Panigrahi
#IIMM,
#materialsmanagement,
#supplychainmanagement,
#supplychaindisruptions,
#supplychainresilience,
The effect methods of control common hazards (assignment 2)zaidi_bad
This document discusses common hazards in the construction industry and effective methods to control them. It identifies several physical hazards like falls, machinery, excavation work, and health hazards like chemicals, physical factors, and biological agents. Poor working conditions from these hazards can negatively impact worker health, safety, and productivity. They also increase costs for workers through injuries and employers through lost work and compensation. The document recommends implementing occupational safety and health programs and regulations to identify hazards, reduce risks, prevent accidents, and promote worker well-being. This can improve safety, morale and save lives and money for all parties.
This document provides an analysis of the Mansfield Crisis Manual, which outlines procedures for responding to various emergency situations at Mansfield schools. The manual covers responses to people crises like medical emergencies or deaths, physical plant failures involving utilities or infrastructure, and natural disasters. However, some contact information in the manual is outdated. While the layout is clear, the analyst was unfamiliar with the specific manual or any previous emergency plans for the district. The handbooks provide shortened versions of key procedures but lack the depth of information in the full manual.
This document summarizes a thesis written by Jonathan Henson from Eastern Kentucky University titled "Safety On A Drilling Rig: Is It Safety Culture?". The thesis examines safety culture on offshore drilling rigs in the Gulf of Mexico. It notes that while injury rates have declined due to improved equipment, procedures, and safety management systems, rates have leveled off. The author conducted a survey on a high performing rig with no lost time incidents in over two years to understand why rig workers still make unsafe decisions. The survey aimed to see if the rig's success was due to a robust safety culture.
This document outlines the business case for adopting global sustainable strategies. It discusses how mainstream media and an awakened public are driving companies to address sustainability issues like poverty, hunger, and climate change. Adopting corporate sustainability practices can help solve these problems while also being good for business by appealing to consumers, employees, and investors. The document provides examples of banks and investors taking action on sustainability and discusses how managing risks, employee health and safety, and responsible product development can be linked to sustainability. Overall, the document argues that sustainability initiatives can reduce costs while improving productivity, workforce health, and a company's reputation.
Emerging Risks
This document discusses emerging risks and the need for new approaches to anticipate and manage complexity. It summarizes a workshop on emerging risks with two parts: 1) Lloyd's City Risk Index which ranks 300 cities on their risk of 18 threats over 10 years, finding the highest risks are in developing cities. 2) A presentation on cyber threats explores a scenario of a cyber-attack causing a power blackout in the US and estimates its economic and insurance impacts across many lines of business. The document advocates exploring emerging risks through scenarios to better understand their complex interactions and macroeconomic consequences.
This document discusses cascading disasters and critical infrastructure. It begins with an overview of cascading disasters as events with primary impacts that lead to secondary impacts through interconnected vulnerabilities and escalation points. The document then discusses critical infrastructure and how the failure of critical systems like power, water, and communications can cascade and impact other sectors. It emphasizes that cascading disasters involve long chains of consequences and that risk analysis should consider escalation points and worst-case scenarios. The goal is to understand these complex events in order to enhance resilience and protection of critical infrastructure.
Similar to Avoiding Back to the Future – 10 Pathways to Death & Disaster (20)
This document discusses risk management in construction projects. It covers three key elements of risk: hazards, exposure of people to hazards, and how work connects people to hazards. It presents a hierarchy of controls to manage risk. It also discusses typical organization of construction projects and how they operate in complex environments with various trades. Safety plans are important to define roles and manage risks through standards, procedures and critical controls. The purpose of safety is to prevent harm, protect people, and promote improved ways of working.
The document outlines Mike Hurd's workshop on "Safety in Design" at the 2023 South Australian Safety Symposium. The workshop will cover the 11 steps to consider for safety in design planning as part of the engineering design lifecycle. It emphasizes that safety should be built into the design from the beginning rather than added later. It also provides information on Mike Hurd and his company Engineering Systems Management, which focuses on safety engineering consulting.
This document provides information from a presentation given by Jason Mavrikis from SafeWork SA on psychosocial risk management. It begins with an acknowledgment of Aboriginal peoples and outlines SafeWork SA's mission to make South Australian workplaces safe. It then discusses the upcoming changes to WHS regulations regarding psychosocial hazards, including defining psychosocial hazards and risks. It outlines the duties of persons conducting businesses and workers. It also discusses identifying and assessing psychosocial hazards and risks, and controlling risks using a hierarchy of controls. Examples of tools for managing psychosocial risks are also provided.
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Presented by Harvey Fernandez, Director Transport Project for Infrastructure Delivery,
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Keynote, SafeWork’s SA priorities and the Merritt review/ Working with the new
Advisory Committee
Presented by Glenn Farrell, Executive Director, SafeWork SA
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Coaching focuses on facilitating effective performance through questioning, feedback, and understanding perspectives. It is an equal relationship where the coach is the expert. Mentoring involves advising, sharing experiences, and guidance within a person's area of development. Coaching and mentoring differ in their goals - coaching aims to improve performance while mentoring provides relevant guidance. Both require clearly defining expectations, goals, challenges, and determining if goals were achieved. Effective coaching uses a framework of focusing conversations on the positive, the person's ownership of outcomes, understanding priorities, and ensuring necessary resources.
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Sleep plays an important role in brain health by clearing out toxins and proteins. The brain goes through different sleep stages in cycles throughout the night, which aid in memory formation, immune function, growth, and more. Several sleep disorders can disrupt sleep, such as sleep apnea and insomnia. Poor sleep is linked to increased mortality risk and cognitive decline in older adults. However, lifestyle factors like exercise, diet, and avoiding smoking can help reduce dementia risk even in those genetically predisposed. Regular exercise can even stimulate neurogenesis and help manage conditions like Parkinson's disease. The document promotes getting sufficient, quality sleep and maintaining a healthy lifestyle for overall mental and physical well-being.
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Avoiding Back to the Future – 10 Pathways to Death & Disaster
1. Michael Quinlan School of Management, UNSW and
Business School Middlesex University London
AVOIDING BACK TO THE
FUTURE
Learning from past failures to
build healthier and more
sustainable work organisation
AIHS Victorian Safety Symposium 5 September 2019
Victoria University City Convention Centre
2. Content
Fermi’s Paradox and global risk
Why study failure
Ten pattern causes of fatal incidents at work
Human dimensions of harm
Pattern failures in organisation: financial disasters
Changes to work organisation and health, safety and
wellbeing
Observations and lessons/remedies
3. Apparent contradiction between lack of evidence
and high probability of extra-terrestrial
civilisations
Physical/technological threats/barriers
◦ Doomsday physics/accidently creating a black-hole
◦ Technological risk – runaway AI (general intelligence) nano-botts
Or are the barriers/extinction points social?
◦ Over-population, social fracturing
◦ Resource depletion (including species diversity)
◦ Environmental degradation (eg pollution)
◦ Induced climate change
◦ Unsustainable forms of social organisation like rising
inequality/rise of authoritarian regimes/nuclear war
4. Over-population
◦ 1AD (275m), 1,000AD (300m), 1900 (1.6b), 1950 (2.55b),
2020 (7.66b), 2050 (9.3b)
◦ Urban concentrations (social dislocations/pandemics)
Resource Depletion
◦ Demands on water, food and energy
◦ Loss of forests, bio-diversity/species extinction (eg 80,000
acres of rainforest & 135 plant/animal species lost per day)
Environmental Degradation
◦ Fresh water (rivers, lakes and aquifers), clean air
◦ Pollution (eg air in China & India)
◦ desertification, erosion, excess irrigation/salination
◦ Oceans of plastic waste – Glitterati or Litterati?
5. Rapid Climate Change
◦ More extreme weather events (floods/long-droughts & glacial melts)
◦ Sea level rises/ shifts in disease vectors
Rising global inequality
◦ USA 1950 CEO/worker salary differential 1/20 2019 1/361 (Oz 1/68)
◦ Precarious work growth (multi-jobholding, under-empt, NEET exclusion)
◦ Wage stagnation (decline in labour share of national income)/wage-theft
◦ Growing inequality not confined to rich countries (ADB report)
◦ Cause of Great depression and GFC
◦ Rise of authoritarian politics (role of social media liberating/stultifying?)
Does this amount to perfect storm? Risks interact
urban growth/subsidence with rising sea levels/flood plain vulnerability
Antibiotics misuse/engineered pathogens/pandemics (biodiversity loss)
Inequality with drug-use (eg opioids), disease (obesity), suicide
Unprecedented combination (compare to 1930s crisis)
6. Sustainability needs to become core to
human organisation and action
Integration & ‘big picture’ thinking not
thought ‘silos’
Avoiding Einstein’s definition of insanity/
stupidity
Learning from mistakes/failures
OHS provides both evidence of failure/causes
for alarm but also learning from them
7. In rich countries at least injury risks, and particularly fatalities,
significantly lowered since 1900 (social democracies do best)
though less so regarding disease
Managing risk and sustainable systems concepts that include the
environment are now common
We now know reducing routine (high frequency/low impact) harm
doesn’t reduce the risk of non-routine (low frequency/high
impact) harm?
This requires separate management and regulatory devices,
found in mining and energy but needs to extend (ie Dreamworld)
Worker rights/involvement integral to OHS laws since 1970s (ILO
Convention 155) though ‘reach’ corroding
Increasingly OHS research/professional practice looks at patterns
of risk harm but need to get message out (there are education
needs which the SIA is addressing)
8. Failure can be as instructive as success, especially in
case of low frequency/high impact events where
◦ Statistical records like workers’ compensation, lost day and
medical treatment injuries of little value
◦ Need to use different indices, KPIs and remedies
Examining series of incidents identifies recurring
causes, why systems fail & how to remedy
◦ Managing risk is about identifying patterns (causes and
effects) and examining series of failures is arguably best way
to identify patterns
Strategic decision making needs to draw on past
while recognising risk of misinterpretation & change
9. M. Quinlan (2014), Ten Pathways to Death and Disaster: Learning
from fatal incidents in mines and other high hazard workplaces,
Federation Press, Sydney.
Detailed examination of 24 fatal incidents in coal & Metalliferous
mines in 5 countries (Australia, New Zealand, USA, UK and
Canada) 1990 and 2011. 15 involved 3 or more deaths while 9
single fatalities. Identified 10 repeat/pattern causes.
Examined over 30 multiple fatality incidents in 10 countries in
other high hazard workplaces (chemical plants, refineries, oil rigs,
aviation, shipping and road transport). Same pattern causes.
Identified 10 causal pathways to fatal incidents (at least 3 present
in virtually all while majority had 5 or more – some had all 10)
More thorough the investigation the more pattern causes identified
10. Design, engineering and maintenance flaws
Failure to heed clear warning signals
Flaws in risk assessment
Flaws in management systems and changes to work
organisation
Flaws in system auditing
Economic/production and rewards pressures compromising
safety
Failures in regulatory oversight
Supervisor and worker expressed concerns prior to the
incident
Poor management/worker communication/trust
Flaws in emergency procedures and resources
13. Pike River
◦ Hydro mining
◦ Locating main ventilator UG
Dreamworld
◦ Evidence to coronial inquest
Allegations of poor maintenance of rides
design flaws in spacing between two full-length slats spanning
water channel
Wiring ‘rats nest’ on Thunder River Ride, electrician agrees could
lead to major malfunction
water pump failure on ride on day of incident (several instances
prior to event)
14. Pike River
◦ Board informed of safety concerns prior to incident
◦ Notifiable methane levels exceeded
Dreamworld
◦ Potentially fatal prior incidents on rides prior to disaster, including
several on same ride
2001 4 rafts collide on Thunder River Ride
2014 2 rafts collide on Thunder River Ride
2014 Cyclone rollercoaster released unharnessed
15. Pike River
Failure to risk assess hydro mining or UG main
ventilator (Pike River)
Dreamworld
Failure to do comprehensive risk assessment of HPIs or
safety implications of cuts to operator numbers below
manufacturers specification in at least one case.
Risk assessment process of staffing changes and ride
maintenance will hopefully receive detailed treatment
in coronial inquest findings
16. Pike River
Failure to maintain safety critical systems –rock dusting,
ventilation, equipment
Poor management of contractors
Dreamworld
Reduced/inadequate staffing on rides seems to have
been serious deficiency (critical in other incidents like
Herald of Free Enterprise)
17. Pike River
No proper OHS audit (Pike River) although concerns
raised with Board
Dreamworld
HPIs didn’t lead to reassessment of system, including
staffing levels on rides
Need to know more about auditing regime
18. Pike River
Production pressures/financial difficulties
Time sensitive bonus encouraged unsafe practices
Dreamworld
Were cuts to staffing or maintenance shortfalls due to
cost-cutting? Need to know more about this.
19. Pike River
Legislation inadequate re HPIs, systems-requirements (including
principal risk management and TARPS), specification standards on
known hazards, worker involvement, enforcement and penalties
Inspectors lacked expertise/resources and poor strategic use (also
no Chief Mines Inspector)
Post-Pike changes addressed these & most other pattern failures
Dreamworld
Legislation inadequacies, not designated high-hazard workplace
which it was
Inadequately trained inspectors and poor strategic use/oversight (eg
HPIs)
Post-Dreamworld changes to inspection/regulation but more needed
& will Coronial Inquest findings address all relevant pattern causes?
20. Pike River
Leading Hydro Management consultant resigned over
safety concerns
Management threatened union after it endorse safety-
related withdrawal led by supervisor (later amongst those
killed). Breach of century old principle in mining.
Worker concerns, at least one planning to leave
21. Dreamworld
Notice to inspectorate from AWU 6 Feb 2015 ‘Dreamworld has cut back its ride attendants on all its major
amusement rides to a single operator. This practice began around 15 months ago with just a few rides
but now has begun on all rides. In November 2014 the Cyclone Rollercoaster was released from the
station with its safety harnesses up. This was from a direct impact of having one operator working this
ride. Dreamworld fired the operator, they put the sole blame on him. Dreamworld called this a MAJOR
SAFETY BREACH but did nothing to rectify the problem. In February this year the same thing happened
again and this operator was also suspended. This has caused great concern to the Australian Workers
Union. The operators made contact with the union, one operator who had been an instructor for 17 years
has said that it is a disaster waiting to happen. The pressure on a single operator is too much. I have also
been informed that the Madagascar Rollercoaster was released with its safety harness unlocked WITH
PASSENGERS however it was stopped on the conveyor. The major concern to the union is that these rides
should not be able to depart without the harnesses being locked, there should be a device that shuts or
locks the ride down till they are locked, so it is impossible for the ride to start. Also the stress and
pressure that is put on our members and employees due to single operator. The AWU tracked down from
overseas the manufacturers manual for the Cyclone rollercoaster. It clearly states that ride should and I
quote “have one person operating but 2 but preferably more persons on the loading and unloading
operation of the ride”…The AWU would ask that a full investigation into Dreamworld’s dangerous
practices be done asap. Dreamworld’s response to the AWU is that they have conducted a risk
assessment. However, they also admit that what happened at the Cyclone Rollercoaster was a major
safety breach, yet they still continue to operate rides with a single operator. It should also be noted that
the ride-operators do not get rotated around. Dreamworld management say they do, but our members
have told us different.
22. Pike River
No effective worker input mechanisms (eg HSRs) and
poor management response to worker, supervisor and
union concerns (Pike River)
Dreamworld
Rejected union/operator concerns – need to know more
about this
23. Pike River How and some incidents where
contributed
No effective second egress
Poor safety management (location of ventilator
machinery) made rescue or even recovery more
dangerous
Dreamworld
Operator at time new and claimed not properly trained in
emergency procedures (doesn’t appear it made difference
but has in some eg Esso Longford)
24. Pattern causes go long way to explaining recurrent fatal incidents in
high hazard workplaces & focusing on them would minimise fatalities
Systems as hierarchies of control that corrode over time & better
suited to routine risk? Need to guard against this.
Pattern causes apply to both single fatalities and multiple fatalities
(both low frequency/high impact events)
Pattern causes generally latent failures (Reasons), any one could
cause fatal incidents but more you have more likely (only requires
trigger which is often minor of itself and difficult to predict/target)
Changes to work organisation like subcontracting can weaken
Safety ‘culture’ was not a pattern cause rather symptom of failure in
OHS management regime and priorities
25. ◦ Identifying & assessing/remedying OHSMS
gaps like
Does it address all fatality risks?
Does it sufficiently target both routine & fatality
risks?
Does it use risk-based systems & rules/remedies
where hazard controls well known?
Does it ensure risk assessment documented &
changes to work organisation etc considered?
Does it include appropriate HPIs, KPIs & TARPs?
26. ◦ Informing monitoring, incident reporting &
investigation (effective HPI reporting differentiating
routine/high-impact, upstream focus in incident
investigation)
◦ Strengthening auditing requirements
◦ Mutually reinforcing multiple feedback loops to
identify failures and ensure constructive dialogue (ie
potential for different/critical views)
◦ Deep listening/communication, problem solving and
upstream solutions (design/exposure). Companies
now targeting single fatalities, focus on fatality
mechanisms, pattern causes, involvement and
upstream (eg engineering) remedies
27. Sandra Welsh and her daughter Jenna leave the Burnie
Magistrate’s Court after charges withdrawn against CMT with
regard to the death of Michael Welsh asphyxiated in a mud-rush
28. ◦ 2007-18 study - impact of workplace death
◦ interviews institutional representatives/families & global
survey (respondents 62% Australian, Canada 17%, USA
16%, UK 5%/ respondents 90% female/fatalities 90% male
◦ Survey findings 61% experiencing (PTSD), 44% (MDD) and
42% (PGD)
◦ Also significant effects on children, financial effects
(especially self-employed), key role of self-help groups
◦ What families want regarding prevention
Clear and timely information of how/why death occurred
Deceased not dehumanised by legal processes
Identification of responsibility and timely prosecution if breach with
significant penalties that will act as deterrent
Remedial measures so other families spared similar tragedy
29. In examining recent calamity exposed by Banking Royal
Commission Stewart Howe identified 8 pattern failures
◦ Economic pressures compromise customer outcome
Financial performance was pre-eminent in company goals and executive incentives (and
not penalised for failures on operational and regulatory risks). Sales staff were
incentivised by rewards and product commissions.
◦ Prior warning or causes for alarm ignored
Over 3 years 3 “red flag” audit reports by Audit Committee on CBA’s AUSTRAC failures.
“Fees for no service” and charging unlawful commissions subject of regulatory
investigation. Inherently conflicted appointment of executives as superannuation
trustees widely acknowledged.
◦ Failures in regulatory oversight and inspection
APRA and ASIC lacked adequate funding, specialist skills and exhibited little bias to use
litigation to penalise serious breaches, preferring negotiated enforceable undertakings.
◦ Employees and others expressing concern
Cacophony of complaints by customers, ombudsmen and others. Whistle-blowers
harmed and staff compromised by financial incentives
30. ◦ Management process and risk management plan failures
Most organisations had reasonably resourced and skilled internal audit functions but
subordinated to revenue earning units. Audit actions for breach/risk mitigation not
priorities for revenue units or their executives.
◦ Failures in risk assessment
Systemic law-breaking not perceived risk/threat to operating license, with inadequate
metrics and escalation processes. Harm to customers, company brand and reputation
apparently a blind spot in risk assessment.
◦ Failures in auditing
Failure response to defects detected by audits, lack of priority/resources to deliver
remediation in the revenue units. Executive Committee and Board governance failed
to monitor/correct engine room failures.
◦ Product design, and system maintenance failures
Many failures in product design. Revenue generating features often trumped
legal/regulatory product attributes. Remuneration system design were a latent
hazard driving many other pattern failures. Delays/inability to detect systems failures
indicate poorly maintained infrastructure.
Note: Institute of Company Directors and AFR/SMH weren’t ‘interested’
and Royal Commission only addressed some failures – expect more
financial/banking disasters
31. ◦ Repeated rounds of downsizing/restructuring
◦ Outsourcing/use of subcontractors/supply chains
◦ Growth of labour leasing, franchising and self-employment
◦ Privatisation (note how this ‘improved’ energy supply in Australia)
◦ Decline in full-time ‘permanent’ jobs (once the norm)
◦ Growth of temporary/fixed contract work
◦ Growth of part-time jobs/multiple jobholding
◦ Increased immigration/temporary guest-workers
◦ Growth of home-based work & telework
◦ Automation/digitalisation
Note: Shouldn’t overstate the new digital economy which often entails recycling
very old forms of work (eg Uber etc simply app-enabled subcontracting)
32. Work scheduling (e.g. extended hours, irregularity &
worker control)
Psychosocial factors, including effort/reward, control,
harassment/bullying
Worker involvement/participation
Critical assessment of OHS regulation
including political economy of disasters
Exposure & response to hazardous substances
Precarious employment & vulnerable workers
Now have persuasive models of work organisation &
health connections – ERI, JDCS & PDR
33. Effort/ Reward
Pressures
Disorganization Regulatory Failure Spill-over
Effects
Insecure jobs
(fear of losing
job)
Short tenure,
inexperience
Poor knowledge of
legal rights,
obligations
Extra tasks,
workload
shifting
Contingent,
irregular
payment
Poor induction,
training &
supervision
Limited access to
OHS, workers comp
rights
Eroded pay,
security,
entitlements
Long or
irregular work
hours
Ineffective
procedures &
communication
Fractured or
disputed legal
obligations
Eroded work
quality, public
health
Multiple jobs/
under-
employment
Ineffective OHSMS
/ inability to
organise
Non-compliance &
regulator oversight
(stretched
resources)
Work-life
conflict
34. Temp agency worker study (Underhill & Quinlan 2011)
◦ Economic pressure (low/irregular pay, easily replaced)
◦ Disorganisation (placement mismatch, less training/induction)
◦ Regulatory failure (afraid to report problems, less RTW if
injured)
Hotel cleaners study (Knox et al 2017) of bullying and
intention to leave
◦ The path model indicated that disorganisation and regulatory
failure had direct positive associations with bullying.
◦ Financial pressure and bullying had direct positive associations
with ITL.
◦ Bullying and turnover are significant problems but the
◦ contribution of work organisation is poorly understood. Study
preliminary evidence on role of PDR as an antecedent of both
bullying and ITL.
35. More knowledge always valuable but we actually know a lot about why
organisations fail/features of work that harm health.
Organisations, professions and government need to target key failure
points and reshape work arrangements to remove health-harming
aspects – this is practical/achievable
Organisations focusing on sustainability in their operations,
products/services and work that is secure/stable, adequate rewards,
effort/control balance, trained, clear OHSMS targeting both routine
and non-routine hazards, genuine worker rights to report/participate
and effective regulatory oversight
Informed professions committed to the ethic of safeguarding human
health, safety and wellbeing (licensing?)
Engaged unions, devoting more resources to OHS
Boards/CEOs and governments taking genuine responsibility for the
human consequences of their activities
36. M. Quinlan (2014), Ten Pathways to Death and Disaster: Learning from fatal incidents in mines and
other high hazard workplaces, Federation Press, Sydney.
Hopkins, A. & Maslen, S. (2015) Risky rewards: how company bonuses affect safety, Ashgate, Farnham,
Surrey.
Howe, S. (2019) 10 Pathways to Death and Disaster, unpublished paper.
Underhill, E. and Quinlan, M. (2011) How precarious employment affects health and safety at work: the
case of temporary agency workers.Relations Industrielles 66(3):397-421
Bohle, P. Quinlan, M. McNamara, M. Pitts, C. & Willaby, H. (2015) Health and wellbeing of older workers:
Comparing their associations with Effort–Reward Imbalance and Pressure, Disorganisation and
Regulatory Failure, Work & Stress, 29(2):114-127
Quinlan, M. Hampson, I. Gregson, S. (2013) Outsourcing and offshoring aircraft maintenance in the US:
Implications for safety, Safety Science, 57:283-292.
Quinlan, M., Fitzpatrick, S. J., Matthews, L. R., Ngo, M., & Bohle, P. (2015) Administering the cost of
death: Organisational perspectives on workers’ compensation and common law claims following
traumatic death at work in Australia. International Journal of Law and Psychiatry. 38:8-17
Bohle, P. Knox, A. Noone, J. Mc Namara, M. Rafalski, J. Quinlan, M. (2017) "Work organisation, bullying
and intention to leave in the hospitality industry", Employee Relations, Vol. 39 Issue: 4, pp.446-458, doi:
10.1108/ER-07-2016-0149
Matthews, L. Quinlan, M. Rawling-Way, O. and Bohle, P. (in press) Work Fatalities, Bereaved Families and
the Enforcement of OHS Legislation, Journal of Industrial Relations,
Walters, D. Quinlan, M. Johnstone R. & Wadsworth, E. (2017) Representing miners in arrangements for
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