Art of Safety 2016

The Art of Safety
by Mark Donnelly
1

Table of Contents
~ I have observed ~ ................................................................................................. 5
I. Implementing Safety Management ............................................................... 8
II. Implementing Safety Culture ...................................................................... 16
III. Promote by Strategic Methods ................................................................ 22
XI. Risk Assessments ......................................................................................... 29
IV. Proactive Disposition ................................................................................... 34
V. Commitment ...................................................................................................... 39
VI. Clever and Naive ........................................................................................... 45
VII. Development of Policy and Procedure.................................................. 54
IIIX. Forcefulness of Safety ............................................................................ 60
IIX. Monitor and Review .................................................................................... 63
IX. Hierarchy of Controls ................................................................................. 72
XII. The Use of Safety Champions ............................................................ 79
2

The Art of Safety; for the purpose of this guide,
is to help shape those who are true to the provision
of proactive safety management; who are leaders,
who are managers and who are workers (the 3
levels).
3

The Art of Safety is guidance towards the
understanding of what the true workings of
fundamental protection is all about. The guise of
risk is there in every act, those who know this will be
safe, and will bestow protection. Those who go
through the motions, who duplicate others, who
react after, who challenge not, who do not know
their workers, are not safety leaders; let them learn
the Art of Safety in all its practicable application.
Those who practice such vigilance, those who preempt
misfortune, those who challenge, those who
share, will be true safety leaders.
Know your risks, and know your controls, this
is the Art of Safety.
Challenge, innovate, instigate and improve,
this is the Art of Safety
Learn, focus, specialise, and coach, this is
the Art of Safety
4

~ I have observed ~
I have observed the poor and careless efforts of
leaders, I have seen the result of lax systems and
overcomplicated methodologies. I have seen the
promotion of hiding valuable truths and judging with
protective bias. I have seen the misguided. I have
seen those say they need a new approach, after
they have failed to implement or try the current.
It is for these deficiencies I get frustrated...doing
can be so easy.
We often see a long list of recommendations after a
major event, we often see over-reactive actions. We
see many say what should have happened, what
should have been done and what should have been
in place, this said often by those who should have
done in the first place. This in-itself is reactive.
“Those should haves, should have done”.
5

I believe what we all need to “do” is get talking, get
asking questions, get thinking, get listening, get time
to evaluate news and information, get time to read
and learn from experts and non-experts who have
been writing about how to provide safety for years
and get active on those provisions.
We need to not only read through these mindful
views; we need to put them into practice. I have
heard many people say “yeah I read that, or went to
that course” only to not apply anything that was
promoted.
The only way we are ever going to reduce these
controllable events is if we “get serious” not
“consider serious”. Training has to be fully
functional, risk management has to be fully
implemented, event investigations need to be
thorough and most of all; we need to ensure
pressures are fully controlled in a manner that gives
conducting tasks an ethical sense of practicality.
6

“Safety does not belong to the safety department
or to the safety officer; safety belongs to each one
of us and each one of us is within an entity, and
entities should be as one” Mark Donnelly
7

I. Implementing Safety Management
1. Mark Donnelly said: The Art of safety
management is of vital importance to the
organisations success.
2. It is a matter of health, safety and wellbeing, a
road either to success or to failure. Hence, it is a
subject of behaviour in which by no account be
neglected by anyone.
3. The art of safety, then, is governed by five
constant factors to be taken into account in
safety management development, when seeking to
determine and establish the safety culture within
the organisation.
4. These are: (1) The Commitments; (2) safety
Culture; (3) Workplace Awareness; (4) The
Business Leader; (5) Method and Discipline.
5. The company commitments align all within, so to
be in complete agreement with the organisations
leader, so that all workers will follow regardless of
8

any other negative influences, undismayed by any
unsafe acts or negative culture.
6. Safety Management signifies all that must be
maintained to provide a company with its total
success.
7. Workplace safety culture and awareness
comprises; attitude, integrity, ethics, observing
hazards and risks, noting non-conformances,
reporting near misses and unsafe acts; all chances
of causing ill health and injury to yourself and or
to others.
8. The Organisation Leader stands for the virtues
of understanding, ethics, integrity, compassion,
openness and firmness.
9. By the implementation of the safety management
system, it is to be understood for the organising
of the workers in its proper subdivisions, the
graduations of hierarchy among its workers, the
maintenance of policy and procedures, by which
9

guidance may reach the workers, and the control
of company expenditure through facets of safety.
10. These five factors should be familiar to every
leader and worker: those who know them will be
successful; those who know them will not fail.
11. Therefore, in a continual improvement process,
when seeking to determine the organisations
conditions between leaders and workers, let them
be made the foundation of a comparison, in this
wise;
12. (1) Which of the two groups is instilled with the
promotion of safety management? (2) Which of
the two groups has the most ability to instil safety
management? (3) With whom lie the advantages
derived from safety management? (4) On which
side is safety management most thoroughly
enforced? (5) Which group is more able to make
change? (6) Which group should be more
knowledgeable in safety? (7) In which group is
10

there the greater constancy both in reward and
punishment for actions?
13. By means of these seven considerations, you
can forecast a safe or an unsafe culture.
14. The leader that listens attentively to their
people, and acts upon such insight, will succeed;
let such a leader be retained in their position. The
leader that does not listen attentively to their
people, nor acts upon such insight, will suffer
failure; let such one be dismissed.
15. The leader while working towards safety goals
and profit of their organisation should reward
themself further with any helpful situations over
and beyond just ordinary safety rules and
guidelines.
16. When safety morale is of a high level and events
low, one should try to improve their safety plans
and goals even further than anticipated. This is
the time to promote the safety message harder.
11

17. All unsafe acts, hazards, near misses are born
from negative perceptions and from negative
culture.
18. Hence, when the leader observes unsafe acts
and conditions, a leader must be ready to improve
instantly; when seeing that safety is not taken
serious, a leader must be forcefully active in reeducating;
if the leader sees stupidity, they must
rid such stupidity immediately; if they see
uncertainty towards safety, they must make it very
clear and concise.
19. Find unsafe officers or workers and either retrain
them, or rid them. This is two options.
20. If they are strong at production, planning or
management; be prepared to educate them.
21. If they still do not learn, rid them. This is no
option.
22. If your safety culture is of negative temper, make
haste to change. Push constantly the safety
12

message, so that all within grow compliant, so that
all will become proactive.
23. If the officers are making excuses to ignore safe,
give them no respite. If their subordinates are
united, separate them.
24. Educate all whenever you can, give safe
direction and advice at all times, even when not
planned or expected.
25. These proactive safety management traits,
leading to your very organisations success, must
be transparent and open.
26. Now the good leader who wins over an unsafe
culture makes many observations in their
workplace before the culture begins to fail. The
bad leader who makes for an unsafe culture makes
but few observations. Thus, many observations
lead to a good safety culture, and few
observations to an unsafe one: It is by proactive
safety awareness to this point that you can
13

foresee who is likely to have a good or bad safety
culture, who is likely to succeed rather than to fail.
27. The Art of Safety teaches the reader to rely
not on the likelihood of an unsafe act happening,
but on how they are going to mitigate the unsafe
act promptly; not on the exposure of an unsafe
event occurring, but rather on the fact that you
have made the unsafe act safe now and that your
safe management system is complete and
transparent at the commencement.
28. There are five negative faults which may affect
a leader: (1) Negativity, which leads to poor
safety leadership; (2) Non-caring attitude, which
leads to loss of worker commitments; (3) closed
door approach, which can limit their workplace
safety understanding; (4) lack of safety
knowledge, which is of vital importance to leaders
confidence; (5) failing to educate, which exposes
all to risks.
14

29. These are the five negative faults of a leader,
damaging to the culture of safety, which may
provoke forceful promotion of safety in the wrong
context.
30. When safety in the organisation has failed and
has made the organisation profit dwindle from
many events, the cause will surely be found among
these five negative faults. Let them be a subject
of awakening in your safety management
promotion. Let them be a learning to the leader
and to all within.
15

II. Implementing Safety Culture
1. Mark Donnelly says; In the operation of health
and safety in your organisation, where there are
people, and all other items of tools and trade, the
expenditure of implementing and maintaining a
safety culture in such disrepair; processes,
procedures, revision and continual improvement,
will cost unexpected expenses. This is the cost,
its expenditure, whilst mostly not tangible, will be
calculated both with unseen conditions and unnoted
unsafe events. Culture is a result not an
action.
2. When you engage in behavioural safety, if the
commitment to safety is long in coming, then your
employees’ safety attitude will not improve
adequately and safety implementation will be
hampered. If you fail to commit to and positively
promote safety, you will exhaust your safety
culture and your success.
16

3. Again, if the safety management campaign is longdrawn-out,
the profit of the business will not cover
that negative culture.
4. Now, when your officers are low in safety
attitude, your safety morale imperfect, your safety
commitments exhausted and your profit spent,
hazards that lie in waiting will spring up to take
advantage of your carelessness. Then no leader,
however wise, will be able to reactively avert the
negative consequences that will result.
5. Thus, though all have heard of senseless over
reactive and reactive methods after such
damaging events, cleverness has never been seen
associated with long delays in developing a
proactive safety culture.
6. There is no instance of an organisation having
benefited from having a lax or negative safety
culture.
7. It is only the true proactive safety conscious
leaders, who are thoroughly acquainted with the
17

potential negative outcomes of unsafe events that
can thoroughly understand the profitable way of
preventive actions.
8. The skilful leader does not increase trivial safety
programs or systems; neither do they need to
push the safety message via constant generic
reminders.
9. Have safety with you at all times, quest it from
your employees. Thus, the organisation will have
a proactive safety culture, enough for its success
without constant reminding.
10. Inactivity of the officers towards safety culture
causes a company to be maintained by
contributions from the general workers.
Attempting to maintain a proactive safe culture at
a distance causes the workers to be
disadvantaged. Workers need managing and
leadership; not from afar but near.
11. On the other hand, the personal proactive
actions of the leader and officers cause profits to
18

go up; and high profits cause employee morale to
be increased, with it, less events and a more
successful organisation.
12. When employee morale for safety culture is
drained away, their safety will be afflicted by overreactive
and trivial, short term actions.
13. With this over-reactive trivial safety actions and
exhaustion of officer commitment, the safety of
the workers will be put at risk, their risk of being
hurt will increase tenfold; while the organisations
expenses for damaged equipment, worn-out tools,
re-engineering of dangerous tasks, substitution of
unsafe methods, controlling events with reactive
administration, the hidden amount will cost many
times more compared to that of the initial cost of
operating a proactive safety system.
14. Hence a sensible proactive leader makes a
point of searching out for, and understanding
potential unsafe acts and hazards. One hazard
found will prevent many dangerous events from
19

occurring; many workers constantly looking out
for hazards will prevent many more dangerous
events from occurring.
15. Now in order to eliminate injuries and deaths,
workers must be educated in risk; that there may
be great advantage from reporting unsafe acts
and hazards, they must have total understanding
to the ultimate reward...protection.
16. Risk management is of vital importance for the
benefit of maintaining a reporting culture.
17. Therefore, in reporting hazards, when one or
more hazards have been observed, those should
be rewarded who alerted of such dangers.
Officer’s self-interest should be substituted for
those of the proactive workers. And the hazards
presented shared throughout the workforce to
educate all of the dangers. The proactive workers
should be kindly treated and respected.
20

18. This is called; using the proactive safety
message to enhance the organisations own
strengths and successes.
19. In promoting proactive safety culture, then, let
your proactive safety objective be that of zero
harm, not trivial reactive safety programs.
20. Thus, let it be known that; the leader of the
organisation has the overall authority of
employee’s fate; the leader on what all safety
depends, determines whether the organisation is
unsafe or safe, succeeds or fails. The Leader, the
manager, by the act of doing, will provide all that is
needed to have the best end result; that of a
proactive, involved and proficient safety culture.
21

III. Promote by Strategic Methods
1. Mark Donnelly said: In the practical art of safety
management, the best thing of all is to promote a
positive safety attitude at all times as a strategy;
to be negative and uncaring it is not so good. So,
too, it is better to promote safety in a positive way
than to destroy it through negativity, confusion
and inconsistency, to capture a workforce is
better than to neglect them. A leader must be
strategic, and be very understandable.
2. Hence to be reactive and indecisive in your
promotion of safety, to not have a strategic plan is
not supreme excellence; supreme excellence
consists of educating your workforce without
undue forcefulness with workable goals.
3. Thus the highest form of strategy in the
organisation is to rid all negative topics; the next
best is to be proactive in the promotion of safety
culture; the next in order is to educate all in the
workplace; the worst strategy of all is to drown the
22

workers with trivial matters and over-reactive
actions that have no higher objective than
ordinary.
4. The rule is; not drown the workplace with trivial
over-reactive actions if it can possibly be avoided.
The preparation of posters, slogans, and various
other trivial safety actions, will take up too much
time; and the revision of such trivial actions will
take many more months. Develop what needs to
be done to enhance overall safety governance,
whether it be complicated or simple in method.
5. If the naive leader, unable to control their
incompetent frustrations, launches their workforce
into trivial over-reactive programs, the
unanticipated result is that confusion will cause
more risk, while the unsafe culture still grows.
Such are the disastrous effects of an overreactive,
reactive safety culture with no strategic
plan.
23

6. Therefore, the skilful leader moderates the
workforce without any haste; the skilful leader
captures the worker’s soles without laying fear
onto them; they overthrow any negativity and
misunderstanding without trivial reactive actions in
the workplace. They set clear goals that are well
thought and have a positive meaningful ending.
7. With employee’s morale still intact at the end of
such a well though-out strategic plan, the skilful
leader will rid the negative culture from the
organisation and thus, without losing any good
workers, their long term strategic achievement will
be complete. This is the goal of promoting by
strategic methods.
8. Plan, implement, measure and review, but never
think that no plan needs continual improvement.
9. It is my rule in safety, if there are many negative
employees, seek to motivate and retrain them; if
only a few, educate those few; if only one, rid
them; ridding one can influence many.
24

10. If the goal is slightly off direction, you can
influence change; if moderately off, you can
enforce change; if totally off, you may need to
exit, before forced to do so.
11. Hence, though a constant strategic approach
may be made by the leader and officers, in the
end, it must be embraced by the larger workforce.
12. Now the leader is the controller of the
organisation; if their control is complete in all
areas and the show due diligence; the workplace
will be positive; if their control is defective, the
workplace will be negatively affected.
13. There are three ways in which a leader can bring
misfortune upon their organisation:--
(1) By giving the workers confusing directives
without achievable goals, being unaware of the
fact that they do not understand. This is
called; hobbling the workers through
incompetence.
25

(2) By attempting to control the workers in the
same way as they manage the organisation,
being uninformed and out of touch of the true
operations of the organisation. This causes
confusion and doubt in the workers.
(3) By employing/promoting the officers of
their workforce without insight into their
safety mindset, through unawareness of the
business principle of adaptation to
circumstances. This shakes the confidence of
the workers.
14. When the workforce is confused and distrustful,
events are sure to come from any old-fashioned
and or generalised plans. This will simply bring
disorder into the workforce, and further damage
safety culture. A leader must have a strategic plan
for success. They must know what they want in
order to complete the objective. Be it short term
or long term
26

15. A leader must not set to many multitasking roles
onto workers in any specific role, this will lower
skills and increase incompetence; and then plans
will fail.
16. Thus, we may know that there are five essentials
for success in strategic planning: (1) Those will
succeed who know when to act and when not to
act. (2) Those will succeed who know how to
handle both negative and positive safety
attitudes. (3) Those will succeed whose
workforce is energised by the same spirit of the
proactive leader. (4) Those will succeed who,
prepares, and understands safety in its entirety.
(5) Those will succeed who have a positive
strategic safety method and who is not interfered
by negativity.
17. Hence my saying: “If you know the hazards and
know your controls, you need not fear the result
of event; if you know hazards but not the controls,
for every job gained you will also suffer an event. If
27

you know neither the hazard nor control, you will
succumb to many events and you will fail”
28

XI. Risk Assessments
1. Mark Donnelly said; there are many ways to avert
a negative event. As described; the first is to
identify the hazards, the next is to analyse, next is
to evaluate and last is to treat.
2. These all belong to the most important part of a
safety management system; the risk assessment
process.
3. The leader, who does not know the importance of
risk management, will succumb too many failures.
4. There is no time better to conduct a risk
assessment than the present.
5. There is no better way to be proactive in the
controlling, monitoring, revising of operations at
every level and in every section, than to conduct a
risk assessment.
6. A risk assessment is the means to govern all
negative and or positive actions.
7. A leader must consider all risks derived from
activities within the organisation and determine
their severity levels, this is proactive safety.
29

8. If an activities risk is neglected, and the severity
not determined, then the leader has failed in their
duty of care.
9. If an activities risk is proactively challenged, the
severity determined, then the leader has fulfilled
their duty of care.
10. Once a risk has been determined, the leader
must allocate that risk to an owner, thus be it to
themself, an officer or a worker. The risk owner
must be named and must be fully aware of their
obligation to control that risk and to close that
risk. All must know who the risk owner is.
11. A risk maybe be compared to past knowledge,
to aid in the evaluation, hence give a level of
action, but this knowledge should not influence
the current divergent pathway outcome. A casual
way, will not give full protection.
12. If a risk is not under control of the organisation,
then this is still a risk to the organisation.
13. All risks, be it internal or external, people or
plant, natural or fabricated, should be put through
30

a risk assessment process. This process could
take shape in many forms, but the application is
the same, (1) to find the cause and (2) to control
the outcome, this is the Art of Risk Management.
14. A good leader knows their operation and knows
their tasks, hence they know their risk.
15. It is by the risk assessment process, in all its
proper application, that they know this.
16. Through qualitative risk assessments you can
gain good understanding, and gain good
measurement, this be safe in task.
17. Through quantitative risk assessment you can
gain great understanding, and gain great
measurement, this be safe in operation.
18. There are 5 levels of maturity to assess the level
of compliance and effectiveness. (i) Emerging/
Pathological (ii) Managing/ Reactive (iii)
Involving/ Calculative (iv) Co-operating/
Proactive and (v) Continually Improving/
Generative.
31

19. It is by these levels, a good leader can determine
the controls workers might take in relation to risk.
20. If Emerging/ Pathological, then many
unnecessary risks will be taken; hence safety is a
problem caused by workers lack of commitment.
21. If Managing/ Reactive, then some unnecessary
risks will be taken; hence Organisations and
workers start to take safety seriously but there is
still only action after events
22. If Involving/ Calculative, then few unnecessary
risks will be taken; hence Safety is driven by
management systems, with much monitoring and
collection of data.
23. If Co-operating/ Proactive, then limited
unnecessary risks will be taken; hence Safety with
improved performance, the known is a challenged.
24. If Continually Improving/ Generative, then no
risks will be taken; hence there is active
participation at all levels. Safety is perceived to
be an inherent part of the business. Safety is
taken serious.
32

25. The journey then to a safe proactive culture, to
a safe system, and to a compliant culture is this;
(1) Basic (2) Reactive (3) Planned (4) Proactive
(5) Resilient.
26. A good leader who knows this process, they
set their strategic goals to meet these levels.
27. If the operation is vast, if complex application,
then the leader must allocate an officer to manage
all aspects of risk. Let this officer be devoted to
the challenge.
28. To reach the final goal, to maintain the final
goal, is the leaders ultimate accomplishment in
their quest for protection of their workers and of
their organisation.
33

IV. Proactive Disposition
1. Mark Donnelly said: The proactive safety leader
must first put them-selves beyond the possibility
of a reactive safety culture; they should be always
seeking for an opportunity to find and eliminate
risk. The proactive leader will have innate abilities
that will see and anticipate danger at every level.
2. To protect your workers and that of others
against risk is in your disposition, but the
opportunity of finding hazards is provided by the
understanding of your organisations practices.
3. Thus, the good leader who is skilled in safety is
able to naturally safeguard a workforce against all
hazards, but they cannot make certain of
defeating the negative unsafe worker.
4. Hence my saying: “A leader must naturally know
how to promote proactive safety without having to
enforce it reactively”
34

5. Protection against possible events involves
proactive safety measures; ability to make
awareness of hazards means allowing adequate
time to educate all of such hazards.
6. Being reactive on safety indicates an insufficient
safety disposition; being proactive, means a
superabundance of safety disposition.
7. The leader who is skilled in safety is naturally
transparent in the most positive way; those who
are skilled in proactive safety have the highest
expectations. Thus on the one hand they have
ability to protect the entire workforce, hence
secure the success of the organisation.
8. To see safety only when it is within the current
understanding of the common workers is not the
acme of excellence.
9. Neither is it the acme of excellence if you promote
and influence after the fact, and the whole
workforce says, "Well done!"
35

10. To manage a past hazard is no sign of great
disposition; to see the hazards after the fact is no
sign of great insight; to hear the safety concerns
of workers after the fact is no sign of proactive
thinking or leadership.
11. What the safety industry calls a clever safety
leader is one who not only proactively promoting
safety, but excels in preventing events with ease.
They are in tune with all happenings, with all
operations, they are natural leaders.
12. Hence the reduction of unsafe events after the
fact; bring neither reputation for knowledge or
credit for leadership.
13. A true leader prevents events by understanding
the workplace practices. Understanding the
workplace practices is what establishes the
certainty of success, for it means conquering
hazardous events that are both already known and
unknown.
36

14. Hence the leader puts the organisation in its
entirety into a position which makes hazardous
situations impossible, they do not miss the moment
for eliminating any hazard.
15. Thus, it is that in safety, the competent leader
only calls success after an event free workplace
and after a safety culture has been won, whereas
those incompetent leaders who are destined to
fail in safety first look for victory before success.
16. The ideal safety leader constantly promotes a
safety culture, and strictly adheres to their innate
method and discipline to maintain it; thus it is in
their power to control business success, as
nothing is more important in life than preserving it.
17. In respect of safety management, we have First;
Measurement of hazards, Second; Estimation of
consequences, Third; Calculation of losses,
Fourth; Balancing of productivity, Fifth:
Implementation and control of safety management
systems.
37

18. Measurement owes its existence to
Commitments; Estimation of consequences to
Measurement; Calculation to Estimation of
losses; Balancing of chances to productivity; and
Victory to Balancing of safety systems.
19. An innate leader’s safety disposition opposed
to an unnatural one; is as a life saved, a
consequence averted.
20. The promotion of an innately dispositional
safety leader is like the bringing back of a life after
a drowning.
38

V. Commitment
1. Mark Donnelly said: The commitment of safety in
a large workforce is the same principle as the
commitment of safety of a small workforce or the
same as the commitment to safety of a family: it is
merely a question of giving everyone the same
information and systems.
2. Managing safety in a large workforce under your
control is no different in detail from managing a
safety in a small one: it is merely a question of a
commitment to safety.
3. To ensure that your whole workforce may
understand safety and remain proactive-- this is
effected by decisions both direct and indirect.
4. That the impact of your safety commitment may
be likened to the wearing of a seat belt while
driving, if you fail to wear a seat belt, your chances
of survival are reduced.
39

5. In being committed to safety; a direct safety
commitment may be used for training all, but
indirect safety commitments will be needed in
order to complete business success.
6. Indirect safety commitments, when efficiently
applied, are inexhaustible as goods and services,
unending as production and development; like the
structure and building, they end but to begin
anew; like the projects, they start, finish and then
start again.
7. There are not more than six hierarchies of
controls, yet the combinations of these six give
rise to more barriers than can ever be covered by
one.
8. There are not more than a few fall prevention
systems, yet in combination they produce more
protection than can ever be, if only using one.
9. There are not more than a few basic PPE
requirements, yet combinations of these yield
40

more overall protection than one can ever give
alone.
10. In a proactive commitment to safety, there are
not more than two methods of implementation; the
direct (requirements) and the indirect
(recommendations); yet these two in combination
give rise to an endless series of possible
preventative actions.
11. The direct and the indirect commitments lean on
each other for continual improvements. It is like
moving in a circle, you never come to an end. Who
can exhaust the possibilities of their combination?
12. The commitments to safety are like heroes,
whom motivate and elevate all to higher
expectations and morals.
13. The sincerity of a commitment is like a steam
engine, very powerful, and has the endurance to
climb the steepest of mountains.
41

14. Therefore the good leader will be encouraging
in their direction, and prompt in their
implementation.
15. Commitments may be likened to the bending of
a bow; implementing, to the releasing of the string.
16. Amid the implementation and promotion of
safety, there may be seeming confusion and yet
no real confusion at all; amid confusion and
negativity, your constant safety commitment may
be without total following, yet it will be proof
against failure.
17. Commitment to safety suggests perfect
conformity; proactive safety suggests knowledge;
collaborating safety signifies order.
18. Promoting safety with positive commitments is
simply a question of subdivision; being open,
transparent and educational provides good
mentoring; promoting safety with solid
commitments is to be the key to the organisations
success.
42

19. Thus, a good leader, one who is committed to
keeping the workforce constantly aware of safety
issues, one who drives a positive safety culture,
according to which the workforce will follow. The
leader must always give something, so that the
workforce has something the grasp, they must give
commitments.
20. By implementing commitments, a good leader
keeps the workforce motivated; then when the
need arises to take action against un-safe
conditions, the workforce will be there always
ready to assist and control.
21. The clever leader who is skilled in safety, looks
to the combined effort of the workforce, and does
not require too much from individuals. Hence has
the right culture to minimise effort and cost
through their combined effort.
22. When a leader utilises combined efforts, the
workforce in itself becomes a strong proactive
safety system, full of knowledge and
43

understanding; For it is the nature of a reactive
workforce to remain costly and unsafe, and to
react only after an event; if lazy and reactive, to
become unsuccessful...but if dynamic and
proactive, to succeed.
23. Thus the energy developed by a committed
leader who is skilled in safety, through their
commitments has an organisation filled with
proactive safety conscience workers. This is why
a constant effort is needed to promote
commitments and thus promote safety as most
paramount.
44

VI. Clever and Naive
1. Mark Donnelly said: Whoever is clever in safety
and eliminates hazards from the organisation will
be prepared for a successful operation; whoever
is naive and who is reactive will fail in operation.
2. Therefore a clever leader, who is skilled in safety,
positively enforces safety onto their workforce,
and does not allow any negative actions to be
imposed on them.
3. By promoting clever safety measures into the
organisation, the leader can cause the workforce
to follow of their own accord; or, by inflecting
clever change, they can make it impossible for
negative culture to develop or grow.
4. If the workplace is losing its safety culture, the
clever leader can promote it; if the workforce has
naive employees, the clever leader can manipulate
those; if the workforce is un-manipulated, the
clever leader can rid those from the workforce.
45

5. Target hazards which the business must hasten to
control; move fast to find hazards that are not
generally known or expected, this is clever.
6. An organisation may work safely for many years
without major event through luck; a clever
organisation works safely though constant effort.
7. You can be sure of succeeding in your promotion
of safety if you promote clever safety throughout
the organisation. You can ensure the safety of
your workforce if you have clever safety officers
that cannot be naively influenced by others.
8. Hence, the clever safety leader is skilful in
managing safety even when the workforce does
not fully know what to look out for or implement;
they are skilful in protecting all those who are not
safe by nature. They are clever at targeting areas
in need of improvement.
9. O divine art of proactive safety! Through you we
learn to be clever, through you we become smart;
46

and hence we can hold the successful advantage
in our hands over all opposition.
10. You may be safe and be absolutely successful if
you target unsafe and high risk areas; you will be
clever and event free if your actions have been
cleverly implemented before they became an
event.
11. If you wish to be naive towards safety, the
organisation can be forced into a negative culture
that will sure bring failure and result in injury or
even death. As a clever leader, you need to
always think of safety and seek out those hidden
hazards that will cause unfortunate events. This is
the art of safety.
12. If you do not wish to have unfortunate events,
you can prevent hazards from becoming events
even though not all hazards are known. All you
need do is educate the workforce on how to find
and observe possible hazards before they
47

undertake any task. This is the making of a clever
workforce.
13. By discovering and understanding hazards at
the workplace, you can keep your events at zero.
14. You can form a clever safety culture, while naive
ones fail in theirs. Hence there will be an
advantage, which means that you shall succeed
and they will fail.
15. And if you are able thus to succeed through
clever safety initiatives, your competitors will be
naively left to fight over what work is left that you
could not do.
16. The hazardous areas you intend to target in
your business must be made known; for then the
workforce will be ready to acknowledge your
safety commitments; and they will discuss amongst
themselves your safety commitment, everyone will
be clever and proactively talking about safety,
then the task of creating a clever safety culture is
not done by a few, but by all.
48

17. For should the chance to allow anyone part of
the organisation to be naive, you have allowed a
gap in your commitments for unsafe conditions to
appear. If you focus too much on one area of your
business, other areas may get neglected, hence
you have allowed unsafe conditions to develop;
they will become events, this is not being clever.
All areas and subdivisions must be treated the
same, regardless of any factor.
18. Negative culture comes from allowing parts of
the workforce to be naive; clever safety
management comes from convincing your
workforce to constantly think about safety.
19. Knowing where all hazards and hi-risk areas are,
you can manage and control them before they
become an unwanted event.
20. But if neither hazards nor hi-risk areas be
known, then you have given up your guard and
have allowed for your workforce to be naive, thus
49

opened up the gaps for unsafe acts and
conditions to occur.
21. Though according to your current focus on
maintaining a high level of clever safety systems,
this shall be advantageous to your organisation. I
say then that long term success will be achieved.
22. Though the hazards and hi-risk areas be in
great numbers, you may prevent them from
becoming an unwanted event by being clever.
Prepare all so as to control these risky areas and
reduce the consequence of unwanted events from
occurring through promotion and education. This
is the key to becoming clever.
23. If the hazard is a naive person, then learn the
principle of their activity or inactivity. Force them
to commit to safety so as to find out their naive
principles. Once you know their naive principles
you can be clever to manipulate them.
24. Carefully compare the attitude of your officers
with that of your own values, so that you may know
50

where leadership is clever and where leadership is
naive.
25. In the making of clever safety officers, the
highest pitch you can attain is to support them;
promote your safety commitments and values onto
them, and you will be safe from the naive attitudes,
you will be free from the unsafe work practices
that cause harm and failure.
26. How your success may be shaped is from your
clever safety officers, this is what will determine
how the whole workforce will collaborate. This is
how the whole organisation will become clever.
27. All workers should see the safety systems a
clever leader uses, whereby they make safety a
priority; all workers should see the safety systems,
out of which success is evolved.
28. Always improve on safety tactics which have
improved a lax process, but let your improvements
always be proactively instigated by your
company’s variety of working conditions.
51

29. Clever safety culture is like fertilizer to a fruit
tree; A fruit tree with no fertilizer will bear sour
and bitter fruit.
30. So in developing and maintaining a clever safety
culture, the way to succeed is to reward those who
are proactive and to provide to those whom are
inactive.
31. A clever safety culture shapes its course
according to the safety commitments of the leader
and officers that work under the leader; the clever
leader works out their success in relation to the
officers whom they have entrusted their safety
commitments and visions onto.
32. Therefore, just as workplace officers are
diverse in their thinking, there are no exact actions
that are constant.
33. The officers, who can modify their attitude in
relation to their leader, will succeed and may be
called a natural born and proficient follower and
leader of the 3 rd level.
52

34. The six hierarchies of controls (Elimination,
Substitution, Isolation, Engineering,
administration, PPE) are not always equally
enforced; the 3 levels of structure make way for
each other in turn. There are good days and bad;
organisation has its periods of highs and lows. As
clever leaders, officers and workers, who are
skilled in the art of safety, they need to
understand that cycles come and go, that by
staying focused and committed to the safety
commitments, and who have clear and achievable
goals, they will succeed.
53

VII. Development of Policy and Procedure
1. Mark Donnelly said; in business, the officers
receive their safety direction from the leader. The
workers receive their direction from the officers;
they all check their action from the leaders’
commitments.
2. Having collected committed and proactive safety
minded officers and after making safety
commitments, the leader must manage and control
the different facets of the organisation to ensure
safety is continuously upheld.
3. After that, comes implementing various safety
policy and procedures, to which there is nothing
more important to an organisation. The difficulty
of developing safety procedures consists in
turning the unknown into the known, the unsafe
into safe, then making these recognisable to all.
4. Thus, to take a quick and committed direction,
after re-educating or ridding negative workers,
and through the understanding of safety culture;
54

to rid all hazards before they become events
shows great knowledge of procedural
development.
5. Developing a safety procedure within a workforce
in a disciplined manner is advantageous; being
undisciplined to your procedure, most
disadvantageous.
6. If you have to push procedures onto your
organisation in order to develop a safe method
way, the chances are that you will be too late. On
the other hand, to constantly develop procedures
from the start in all areas of your workplace
collectively, over time, all will improve in safer
techniques.
7. If you force too many minor procedures into every
aspect of your workplace and onto all workers,
and or make for too big of a document, the system
will fail as the directions will be either limited or to
great and the purpose of the procedure
methodology then be too unclear.
55

8. A good procedure will be followed, the poor one
will not, and on this direction you have allowed for
segmented failures, that ultimately have one
ending; a failure.
9. If you develop and implement a procedure, it must
be clear and easy understood, you must use terms
all can understand. It must be in process order.
10. If you develop and implement a procedure and it
is not clear and easy to understand, and the
process not practicable, then the direction will not
be followed, and the mythology of the procedure
process lost.
11. You cannot develop a procedure without the
consultation of all involved.
12. The procedure will not fit into the real
operation unless all are familiar with the process
and how it is worded and to this its importance. A
procedure must leave no questions, and have no
confusing grey areas.
56

13. The workgroup will be unable to reach a safe
ending if the procedure is lacking it detail and
guidance.
14. In the development of procedures, practice
accuracy and target your audience and you will
succeed.
15. Whether to allow for deviations to the
procedure or not, must be decided by unforeseen
circumstances.
16. Let your deviation be that of policy, your
quality that of a plan
17. Let you plans be open and transparent, when
implemented, followed like a commitment.
18. The leader will succeed who knows the
importance of policy and procedure; such is the
art of safety management.
19. The basic principles of communication say;
within the organisation, management plans are not
heard, hence policy and procedures; nor can the
57

leaders thinking be guessed, hence their
commitments.
20. Commitment, plans, policies, and procedures
are means whereby the entire organisation can
have a goal and directive. A means to gain
knowledge.
21. The leader thus forms one single united safety
minded group, it is therefore almost impossible for
hazards to become event. This is the art of
leading.
22. When conducting complex tasks, make much use
of procedures, when conducting new tasks, make
much use of guidelines to direct the unknowing to
the knowing.
23. A whole organisation may be low in morale; a
leader may be confused in their direction. But the
procedures will remain and be the map.
24. Now workers integrity is at best in the morning,
by midday it has begun to drop, in the mid
58

afternoon it has all but gone, their mind is on the
end of day.
25. A clever leader then knows to promote their
policies early, and audits late when integrity is low;
this is the art of effective management.
26. Disciplined and in control, to see the visions
and values in action amongst the organisation; this
is the art of governance.
27. To have high level safety procedures, while
others are in disrepair and of poor quality; this is
the art of consultation.
28. To listen to your stakeholders, the ones that
support your goals; this is the art of
communication.
29. Such is the Art of Safety
59

IIIX. Forcefulness of Safety
1. Mark Donnelly said: In safety, the officers receive
their commands from the leader, they then direct
their workers, and promote safety as if a division
of the company. If promotion is not taken, then it
must be forced upon.
2. When the workers are in low safety morale, do not
forgo these constant safety aspects. (1) In low
safety moral where many are in pessimism about
safety, support those that are positive. Do not
allow for poor safety culture to spread. (2) In very
bad safety cultures, you must resort to forceful
safety management. (3) In extremely bad safety
cultures, you must enforce severe disciplinary
action. This is the forcefulness of safety
management.
3. There are risks that must not be taken, tasks
which must be not conducted, workers which must
not be overwhelmed, decisions which must not be
60

contested, pressures of the business which must
not be relaxed.
4. The leader who thoroughly understands the
advantages that accompany forcefulness of
safety knows how to handle their workforce in
such lax times.
5. The leader, who does not understand these, may
be well acquainted with the safe operation of the
organisation, yet they will not be able to turn their
knowledge to practical safety directives.
6. So, the Leader and officers who are uneducated
in the Art of Safety, in the art of forceful safety
in extreme environments, even though they be
familiar with the five safety factors, will fail to make
safe their workers in such despair.
7. Hence in the leader's plans, considerations of
positive and of negative safety will be blended
together.
61

8. If the expectation of success be moulded in this
way, the leader may succeed in accomplishing the
essential part of forceful safety.
9. If, on the other hand, in the midst of bad safety
management the leader is not ready to improve
through forceful safety, they will open the
organisation to extreme consequences.
10. The Leader must reduce the chance of a failing
safety management system by constantly
reviewing all policy and procedure; and make
improvements to them, and keep them constantly
revised; and to make new ones, and implement
them cleverly. And In desperate times, forcefully
promote them.
62

IIX. Monitor and Review
1. Mark Donnelly said: We come now to the
question of monitoring safety and understanding
the consequences in lacking a proactive culture
through revision. Control all risks, and know all
hazards, thus you will succeed.
2. Lead from the top, be open. Do not expect
employees to lead safety.
3. After the learning of a hazard, one must do
everything to eliminate it in haste.
4. When safety negative employees are careless in
their actions, do not wait for a later time to
interact, it is best to engage promptly, and reeducate
swiftly, than to ignore.
5. If you are anxious to act swiftly, do not wait for
more than a day to pass before you engage the
employees.
63

6. Use their unsafe acts as an example for them all
to learn from, educate all on the worst case
consequences.
7. In finding damaged equipment, your action should
be to repair or replace before the equipment is
used again.
8. If forced to use this equipment, you should use
other safety controls, educate and slow down
operations.
9. If there is risk to the environment, seek
environmental education and use appropriate
controls.
10. These are the useful guides of reviewing and
monitoring which will enable the leader to maintain
a good safety system and a positive safety
culture.
11. All successful leaders prefer proactive actions
to reactive ones, and the revision and monitoring
of such actions will keep a leader in control of risk.
64

12. If you are respectful to your employees, and
provide practical safety knowledge, the collective
workforce will be free from hazards, for they will
monitor also.
13. When you have a new employee, inaugurate
them wisely, monitor their progress and review
them after a period. Thus you will be acting for
the benefit of all your employees.
14. When, in midst of an event investigation, be sure
to review all findings before rushing in with
controls.
15. Organisations in which is there is no method of
monitor or review, whom have complacent workers,
uncaring workers, disgruntled workers, old school
workers, then constant monitoring and revision
needs to be applied at all times.
16. While a leader may tend to not react hastily to
such a bad safety culture, when given
opportunities; such as meetings, they should
65

always review safety and then monitor the
controls.
17. If in implementation of controls, there be any
workers who are naive, they must be known and
understood; for these naive workers are events in
waiting.
18. When the naive worker does not monitor
controls, the worker is always going to be a risk to
all.
19. When the naive worker keeps aloof and
disregards safety revision, they are naive of the
chance of causing great consequence.
20. If the officers are incompetent, then they are
fostering unsafe culture by not reviewing and
monitoring for which actions would be derived.
21. Positive reviewing and monitoring of safety
practices shows to all; the business is being
proactive.
66

22. The continual identification of already
identified hazards is a sign of poor reviewing and
monitoring. Failing to monitor actions means that
an event is imminent.
23. When there is a rise in hazards, it is a sign of a
major failure approaching; when there is a rise in
near misses, it is is a sign of a coming event, these
are to pointing towards a process lacking in
revision.
24. Continual monitoring will raise issues that can
be stopped. No monitoring will fail to raise issues
and will give way to unwanted events.
25. When revision is active and timely, then issues
can be resolved. This is a process that aids in
learning.
26. Safety management without revision and
monitoring using documented processes does not
give trace to your efforts.
67

27. When there is event from casual factors, then
much over reactive action ensues.
28. When there is event form formal factors, then
less over reactive action ensues.
29. When safety culture is of low morale, then the
workers have no goals.
30. When hazards are not being reported, then
maturity is of low scale.
31. When workers do not act in improvement by way
of monitoring and revision then for sure a failure
will ensue.
32. If failures are low, then monitoring of practices is
in good repair, if failures are often then monitoring
of practices is of poor repair.
33. If the workforce is lax in their revision of
practices, then the leaders monitoring is weak. If
the actions are never reviewed, then negligence is
riff.
68

34. When the organisation forgives to production
over safety, when the officers do not commit to
revision and monitoring, showing they have lost
their drive in safety, then you must know as the
leader that you business is failing in safety.
35. The hearing of rumours and speculation
amongst your workforce in negative morale, points
to a bad safety culture and lack of monitoring.
36. To frequent of revision for being that of safe,
signify that the workers are at the end of their
tether. Too infrequent involvement to review and
monitor by the leaders and officers will result in
failure.
37. To promote safety after the predicable end is
forthcoming, after nil action, after no revision,
after nil monitoring, will show supreme lack of
leadership skill.
38. If your highly motivated workers are in extreme
less numbers than that of the lax workers, only
means that the safety culture has not been
69

monitored. All you can do is wait hope for no
serious event to end your run.
39. The proactive and proficient leader, who
revises and monitors their activities at every level,
though be it through great officers, is sure to ward
off any failure.
40. If the leader advertises their safety commitments
derived from revision and monitoring, the
workforce will be always proactive in the actions,
their moral will be high, their drive to reach goals
strong, and their integrity in high array.
41. Therefore the leader must be involved, and be
connected, though be in also through their
officers, this will be the road to success.
42. If the leader is distant, rarely involved in revision,
the workforce will begin to fail
43. If the leader shows their safety commitments
towards revision and monitoring, and the workers
70

show theirs, then the gain will be that of total
business success.
71

IX. Hierarchy of Controls
1. Mark Donnelly said: We may distinguish six kinds
of controls: (1) Elimination; (2) Substitution; (3)
Isolation; (4) Engineering; (5) administration; (6)
Personal Protective Equipment.
2. Elimination of risks in the workplace is of best
practice.
3. With regard to serious hazards of those needed
to be eliminated, action these with timely manner,
and educate your workers of these. Then you will
be proactive in ridding these risks altogether.
4. Risks that cannot be eliminated which still need to
be undertaken, should be done using the others
controls, you must work down the list, PPE being
the last resort.
5. From this mindset, if the hazard is controlled and
made acceptable, the task may continue. But if
the hazard has not controlled and is not made
72

acceptable, and you fail to control the hazard in
any other way, then, events will ensue.
6. When the risk owner is unsure of what hierarchy
of control to use, then the risk owner is unsure of
the worst case consequence.
7. In a position of this sort, even though the hazard
may seem low risk, it will be advisable not to
continue, but rather to step back and rethink, thus
enabling the full consequence to be fully
understood; then, when the hazard is fully
understood, the risk owner can then use the
appropriate control measures to mitigate that risk.
8. With regard to inexperienced workers, if you can
train them on these controls, you will let them be
strongly prepared and you will eliminate the
advent of the event occurring. This then the top
level of control.
9. Should the consequence be serious and prevents
you from conducting the task; do not decide to try
your luck; do not rely on probability or likelihood.
73

10. With regard to naive employees, if the leader is
early with their recognition of these controls, they
should have instilled a proactive safety mindset;
there should be no disregard to the leader’s
commitment to safety.
11. If the naive employee does not respect the leaders
commitment to control risk, do not ignore them,
but re-educate and try to give them better
understanding of the consequences of their
inactions and the controls available to them.
12. If the leader is located away from the task, and the
workforce is not fully trained in these hierarchies
of controls, it will not be easy to prevent event,
and implementing reactive controls will not be
adequate.
13. These six hierarchies of controls are connected
with a successful organisation. The Leader who
has attained a responsible position must be
prepared to study them and know them.
74

14. Now a workforce is always exposed to risks; not
arising just from unknown factors, but from faults
for which the leader is responsible. These faults
are: (1) insensible; (2) noncompliant; (3) neglectful;
(4) uncaring; (5) disorganised; (6) confused.
15. Other conditions being equal, if one hazard is
allowed against untrained employees, the result
will be the insensibility of the employees.
16. When the employees are too negative and their
officers too weak, the result is general
noncompliance. When the officers are too
stringent and the common worker too naive, the
result is failure.
17. When the officers are angry and insubordinate,
and on meeting the naive give battle on their own
account from a feeling of resentment, before the
leader can tell whether or not they are in a
position to resolve, the result is loss. When the
leader is weak and without authority; when their
commitments are not clear and distinct; when there
75

are no fixed controls assigned to tasks, and the
instructions are formed in a careless random
manner, the result is utter disorganisation.
18. When a Leader, unable to estimate the hazard
consequence, allows for inferior mitigation of risk,
or mitigates with a wrong control, and neglects to
place the right person in control, the result must
be failure.
19. These are six ways of courting defeat, which must
be carefully noted by the risk owner who has
attained a responsible position.
20. The correct application of any hierarchy of
control is the leader’s best ally; but a power of
estimating the hazard, of controlling the risk, and
of accurately calculating difficulties, dangers and
efforts, constitutes the test of a great leader.
21. The leader who knows these things, and in
application puts their knowledge into practice, will
succeed. Those who knows them not, nor
practices them, will surely fail.
76

22. If controlling risk is sure to result in victory, then
you must mitigate risk at all costs.
23. The leader who controls risk without wanting
recognition and admits they are wrong without
fearing humiliation, whose only thought is to
protect their people and do good service for their
organisation, is the master leader to which others
should aspire.
24. The leader, who regards their workers as most
valuable, will have full trust amongst their workers;
look upon them as your own beloved ones and
they will stand by you and respect your position.
25. If, however, the leader is generous, unable to make
their authority felt; kind-hearted, but unable to
enforce their commitments; and incapable,
moreover, of controlling risks: then the workers are
subject to failure.
26. If the workers are competent in using hierarchy of
controls, but don’t address observed hazards,
then risk management is not fully conducted.
77

27. If the workers know the observed hazards, but are
unaware of what controls to use, then risk
management is not fully promoted.
28. If the workers know the hazard, and also know how
to mitigate the risks through hierarchy of controls,
but are aware of unseen potential hazards, then
risk management is fully promoted.
29. Hence the experienced, competent and safety
consciences worker who knows controls, once
undertaking a task, is never bewildered; once they
have finished the task, they are never at a loss.
30. Hence my saying: “If you know the hazards and
know your controls, you need not fear the result
of event; if you know hazards but not the controls,
for every job gained you will also suffer an event. If
you know neither the hazard nor control, you will
succumb too many events and you will fail”
78

XII. The Use of Safety Champions
1. Mark Donnelly said; the developing of a negative
safety culture, of that of a few, to many workers
and ordering them to do unsafe work entails heavy
loss on the workers and is a drain on the resources
of the organisation. The expenditure to the
organisation will amount exponential losses.
There will be confusion at work and abroad, and
workers will suffer from many injuries. Many
families will be impeded in these losses.
2. Workers in organisation may face many
unacceptable risks for years, though all wanting to
go home as they arrived at work, fit and able. This
being so, to remain unaware of the potential
hazards, simply because the organisation dreads
the outlay of a mature safety system, is the height
of failing to meet their duty of care.
3. The leader who fails in their due diligence is no
leader of an organisation, no controller of their
requirement, no successful leader.
79

4. Thus, what enables a smart leader and the good
officers to help manage safety and succeed, and
achieve a proactive safety culture within, is the
implementation of safety champions.
5. Now the use of safety champions cannot replace
the leader’s obligation, nor relax their
commitments, this level of commitment can only
come from the top.
6. Learning’s and observations can be obtained
from many committed workers
7. Hence the use of safety champions, of which
there are 3 levels; (1) new workers (2) experienced
workers (3) competent workers
8. When these three levels of workers are acting as a
team, this is what I call “synergised onsite safety”.
It is the organisations most valuable tool in
maintaining pure safety.
9. Having safety champions means owning many
safety officers within the organisation.
10. Having new workers as safety champions; are
naive to common workings and test practices.
80

11. Having experienced workers as safety
champions; bestows knowledge to assist naive
workers with answers and direction.
12. Having competent workers as safety
champions; grant the ability to offer practical
solutions and inform the officers of divergent
methods.
13. Hence, it is that these levels combined as a team
in which the leader, officers and all workers can
trust on their health and safety. They should be
respected and acknowledged for their
contributions. The organisation should always
repay their observations with gratitude.
14. Workers can be Safety Champions if they
have great innate safety sagacity.
15. They can be proactive without the leader or
officers influences or directions, and with those
being near.
16. Without this innate safety sagacity, the safety
champion may not fulfil their obligation of
81

protection. A safety champion must be rightfully
chosen.
17. Be respectful, be respectful and use your
safety champions to everyone’s advantage.
18. If any form of information is raised by a safety
champion that is of valid concern, it must be
accepted as important and action must be
forthcoming.
19. Whether it be via documentation or direct
consultation, the leader or officers should thank
the identifier and the team, and advertise the
safety issue to all within the organisation. Safety
champions must be initiated to reduce risk.
20. Any negative workers, who see the positive
acknowledgement of the safety champion, may
wish to forgo their safety negativity and strive to
become the next safety champion. Thus even
without this title, they will be safety conscience at
all times while leading up to their chance.
21. It is through the leaders’ acknowledgement of a
job well done by the once negative worker that
82

those will quickly aid in the guidance and
development of other new future safety
champions.
22. It is owing to the safety champions, that the
hazards and unsafe conditions be removed and
that the organisation has full compliance and
success.
23. Lastly, it is by the proactive actions provided,
that the learnings be used many times over.
24. The ultimate goal of having safety champions at
all levels, is the leader’s total commitment to
protecting their organisation in all its entirety; the
workers, the families, the friends, the future. All
workers knowing this will become safety
champions, with or without the title.
25. The organisation may be old, or maybe young,
it may be solid or it maybe week. But with safety,
your organisation will always be successful.
26. Hence it is the smart leader, the smart officers,
the smart workers and all safety champions, with or
83

without title who will achieve the best result
possible.
27. People are the leaders best asset, safety is the
highest aspiration...this is the art of Safety
84

If safety is, the most important thing we can
own, the most important thing we can
educate, the most important thing we can do,
the most important thing to life itself, then
why do we then not embrace it as the most
valuable mechanism we have at our disposal.
All of us have access to safety, but many
prefer only to have access to it in hindsight.
–
-Mark Donnelly-
85