Safety And Risk Success

Risk management is often viewed as something that keeps Organisations out of trouble. But what if it could do far more than that? My guest, Graeme Fleming, argues that risk is one of the most powerful tools leaders have for making better decisions, achieving strategic objectives and creating competitive advantage. Drawing on more than 25 years of experience in governance, risk and compliance, Graeme shares why risk should be firmly on every CEO's agenda, how Organisations can move beyond compliance-led thinking, and what separates high-performing risk functions from those that struggle to influence the business. We also explore the importance of storytelling in risk communication, lessons leaders can learn from the Titanic disaster, and why AI presents both significant opportunities and governance challenges. Packed with practical insights and memorable analogies, this conversation offers plenty of food for thought for anyone involved in leadership, safety, risk, compliance or operational performance. Highlights Risk and strategy: Why CEOs need both connected Competitive advantage: Using risk to outperform competitors Better decisions: Turning uncertainty into business insight Storytelling: Making risk relevant to leadership teams Leading indicators: Spotting problems before they escalate Risk controls: Why brakes help businesses move faster AI governance: Balancing innovation with responsible oversight Business performance: Aligning risk with organisational objectives Resources and actions: Sign up for a future Safety Roundtable: https://safetyroundtable.co.uk/ Connect with Graeme on LinkedIn: https://www.linkedin.com/in/graeme-fleming/ Connect with Christian on LinkedIn: https://www.linkedin.com/in/christian-harris-slip-safety/

There's a dangerous assumption still deeply embedded in many workplaces that if people would just follow the rules, incidents wouldn't happen. But what if that thinking is actually making safety worse? My conversation with Jake Mazulewicz challenged a lot of conventional thinking around human error, procedures, investigations and safety leadership. Drawing on experience from firefighting, emergency medicine, military operations and human reliability, Jake shares a practical and refreshingly honest perspective on how people really make decisions under pressure, why experts don't simply follow procedures, and how resilient Organisations learn from mistakes rather than punish them. This was one of those discussions that makes you stop and rethink how safety is approached day to day. Plenty of practical insights throughout that leaders can apply immediately. Highlights from the conversation: Human error: Signals for learning, not failures to punish Safety rules: Why too many procedures can reduce reliability Decision making: The four layers experts use under pressure Resilience: Building systems that tolerate inevitable mistakes Investigations: Looking beyond who touched it last Psychological safety: Encouraging honest reporting and learning Near miss reporting: Making learning simple and non-punitive Work as done: Understanding how work really happens safely Resources and actions: Sign up for a future Safety Roundtable: https://safetyroundtable.co.uk/ Connect with Jake on LinkedIn: https://www.linkedin.com/in/jake-mazulewicz/ Check on Jake Book (Seven Practical Steps: How to Build Reliability, Safety, and Trust in Technical Teams): https://www.amazon.com/dp/B0FPFQ65GX Connect with Christian on LinkedIn: https://www.linkedin.com/in/christian-harris-slip-safety/

The internet was meant to make life easier. Instead, it's created a world where trust is constantly under pressure. That's why this conversation with Jesse Tayler stayed with me long after we finished recording. Jesse was there at the beginning of the digital revolution, creating the world's first digital app store long before platforms and online identities became part of everyday life. What followed was a fascinating exploration of digital trust, fraud, reputation, online safety, and why the future of risk management may depend on rethinking identity itself. From Steve Jobs stories to the unintended consequences of putting our lives online, this is one of those conversations that challenges how you see the modern internet. Highlights The original vision behind the first digital app store: remove physical barriers to software access Why identity could become the internet's final frontier: trust now underpins everything online The hidden risk of digital IDs and verification systems: copied forever once exposed online How fraudsters exploit onboarding systems today: stolen identities bought cheaply online What iTunes taught the world about reducing fraud: convenience beats risky alternatives Why trust and safety teams should rethink barriers: excessive friction harms genuine users The powerful "safety rope" analogy for online identity: trusted anchors reduce exposure to fraud Jesse's remarkable memories of Steve Jobs: seeing possibilities others dismissed completely Resources and actions: Sign up for a future Safety Roundtable: https://safetyroundtable.co.uk/ Connect with Jesse on LinkedIn: https://www.linkedin.com/in/jtayler/ Connect with Christian on LinkedIn: https://www.linkedin.com/in/christian-harris-slip-safety/

What if the biggest lever for improving safety isn't your systems, processes, or even your safety team but your supervisors? That's exactly where this conversation goes. Speaking with Kevin Burns really challenged some deeply held assumptions about how safety actually works in organisations. We often focus on frameworks, metrics, and compliance, yet overlook the single most influential relationship on any worksite, the one between supervisor and frontline worker. If that relationship is weak, no amount of process will fix it. If it's strong, everything else becomes easier. There's a lot here that made me stop and rethink, particularly around how we build buy-in, how we support new supervisors, and why safety culture can't sit in a silo. If you're serious about improving performance, not just talking about it, this is one to reflect on. Highlights: Safety is a people issue: not a process problem Supervisors drive culture: more than safety departments Buy-in matters most: awareness alone changes nothing Leadership gaps: new supervisors lack proper training Relationships over rules: connection builds safer behaviour Explain the why: not just the how The supervisor tax: poor leadership costs organisations Careful supervision: care for work, safety, and people Resources and actions: Sign up for a future Safety Roundtable: https://safetyroundtable.co.uk/ Connect with Kevin on LinkedIn: https://www.linkedin.com/in/kevburns-peoplework/ PeopleWork Website: https://peoplework.app/ Connect with Christian on LinkedIn: https://www.linkedin.com/in/christian-harris-slip-safety/

Most organisations think they're doing enough on safety until they realise they're only seeing half the picture. I sat down with David Picton, SVP, Safety & Sustainability at EcoOnline, to explore what happens when you stop looking backwards and start using data to actually shape what happens next. What came through loud and clear is this shift from simply meeting requirements to uncovering insights that drive better decisions, stronger performance, and ultimately safer outcomes. There's a real opportunity here not just to protect people, but to elevate safety into something that genuinely influences business success. Highlights: Moving beyond compliance: Unlocking hidden value in safety data Data visibility: Turning information into actionable insight Leading vs lagging indicators: Driving forward looking decisions AI in safety: Supporting insight, not replacing human judgement Connecting data sources: Training, incidents, and operational factors Predictive safety: Preventing incidents before they occur Business impact: Linking safety performance to productivity and ROI Executive influence: Elevating safety to strategic decision making Resources and actions: Sign up for a future Safety Roundtable: https://safetyroundtable.co.uk/ Connect with David on LinkedIn: https://www.linkedin.com/in/davidpicton/ EcoOnline website: https://www.ecoonline.com/ Connect with EcoOnline LinkedIn: https://www.linkedin.com/company/ecoonline-global/ Connect with Christian on LinkedIn: https://www.linkedin.com/in/christian-harris-slip-safety/

There's a question that sits right at the heart of safety performance, and it's one that frustrates a lot of us. Why do well-designed, technically sound safety systems still fail to change behaviour in the real world? I sat down with Eduardo Blanco-Muñoz to unpack this properly, and what followed was a fascinating exploration into perception, bias, culture, and the uncomfortable truth that people don't behave the way our systems expect them to. This is a conversation that challenges the traditional, rule-based mindset and opens the door to a more human, more realistic way of thinking about safety. Highlights: Why systems fail: Humans don't behave as rational models expect Perception limits: We miss more risk than we realise Overconfidence bias: People overestimate their ability to stay safe Culture link: Values and beliefs drive behaviour at every level Leadership impact: Behaviour matters more than policies or posters Measurement traps: Focusing on KPIs can distort real safety progress From control to influence: Move beyond command and control approaches Practical tools: Turning theory into actionable safety strategies Resources and actions: Sign up for a future Safety Roundtable: https://safetyroundtable.co.uk/ Connect with Eduardo on LinkedIn: https://www.linkedin.com/in/eduardoblanco/ Connect with Christian on LinkedIn: https://www.linkedin.com/in/christian-harris-slip-safety/

Trust with data is becoming one of the defining challenges for modern leadership. We hand over personal information every day, often without a second thought, yet expectations around how that data is handled have never been higher. My conversation with James Robson explores what happens when data protection, AI, politics and public confidence all collide. James brings a rare perspective from working across research, governance and political environments, and shares why trust is no longer just a compliance issue but something that directly shapes reputation, decision making and long-term business resilience. We also get into where many Organisations are getting caught out with AI adoption, why transparency matters more than ever, and how leaders can avoid creating unnecessary risk while still making progress. Highlights: Trust in data starts with public confidence: people need clarity before they share information Political data use relies on legal frameworks: public interest often overrides standard consent routes Privacy notices still matter: transparency must be understandable, not buried in jargon AI can deepen echo chambers: algorithms increasingly shape opinion and behaviour Shadow AI creates hidden exposure: staff may introduce tools without oversight AI impact assessments are becoming essential: risks need reviewing before deployment Data protection officers are evolving fast: technical AI knowledge is now increasingly valuable External expertise can reduce risk: trusted specialists help Organisations move safely Resources and actions: Sign up for a future Safety Roundtable: https://safetyroundtable.co.uk/ Connect with James on LinkedIn: https://www.linkedin.com/in/-james-robson/ Connect with Christian on LinkedIn: https://www.linkedin.com/in/christian-harris-slip-safety/

A teenager in a hoodie hacking systems in a dark bedroom has become the cultural stereotype. But what if that picture is completely wrong? What if the world's next generation of cybersecurity defenders are actually sitting in front of Roblox, Minecraft or Call of Duty right now, developing the exact skills governments and organisations desperately need. My guest Fergus Hay, co-founder and CEO of The Hacking Games, believes we are witnessing a massive shift in how cyber talent is discovered and developed. Millions of young gamers are building problem solving, pattern recognition and creative thinking skills every day. The challenge is not whether this talent exists, but whether we guide it towards protecting society rather than exploiting it. We talk about the real risks young people face online, how criminal networks actively recruit talented teenage hackers, and why parents, educators and employers need to rethink how they view gaming, neurodiversity and talent. Fergus also shares how The Hacking Games is identifying young ethical hackers and connecting them with opportunities in cybersecurity, defence and technology. Highlights: Ethical hacking explained: using creativity to break systems and improve them Gaming and cyber skills: puzzle solving, pattern spotting and teamwork The scale of gaming: 3.3 billion gamers globally, 93 percent of Gen Z play Recruitment risk: cybercriminals targeting talented teenagers online Parenting in the digital world: engage with children in their gaming environments Neurodiversity advantage: pattern recognition and creative thinking in cyber roles Alternative career paths: cybersecurity apprenticeships beyond traditional university routes The Hacking Games mission: identifying and directing young talent into ethical cybersecurity careers. Resources and actions: Sign up for a future Safety Roundtable: https://safetyroundtable.co.uk/ Connect with Fergus on LinkedIn: https://www.linkedin.com/in/fergus-hay-013a41/ Connect with Christian on LinkedIn: https://www.linkedin.com/in/christian-harris-slip-safety/

What if the real risk in safety isn't what you see, but what you assume is already under control? This conversation challenged some deeply held beliefs about leadership, risk and effectiveness. John Barclay joined me to unpack why activity doesn't always equal impact, why experienced organisations still face serious incidents, and why a little healthy discomfort might be exactly what keeps people safe. From exposure thinking to trust, curiosity and making the safest way the easiest way, there's plenty here to reflect on if you genuinely want to move beyond surface-level safety and focus on what truly prevents harm. Highlights Chronic unease: absence of harm doesn't mean presence of safety Exposure focus: manage risk sources, not just injury numbers Control effectiveness: present, understood, effective, followed Workforce involvement: design safety with people doing the work Leadership curiosity: ask what makes processes difficult Trust and honesty: high trust drives safer decision making Safety investment: reduce waste and reinvest in engineering controls Make safety easier: safest way must be simplest way to work Resources and actions: Sign up for a future Safety Roundtable: https://safetyroundtable.co.uk/ Connect with John on LinkedIn: https://www.linkedin.com/in/john-barclay-13359b1a/ Connect with Christian on LinkedIn: https://www.linkedin.com/in/christian-harris-slip-safety/

Working harder on safety but still seeing the same incidents? That sinking feeling when you've rolled out the training, refreshed the policies, launched the campaigns and nothing really shifts? I see this pattern constantly across Organisations. The problem isn't effort, motivation, or people not caring. It's a fundamental misunderstanding of how safety actually works. There's a simple formula that explains why so many safety initiatives stall and once you see it, you can't unsee it. Highlights: The real formula for safety: Environment × Culture Why culture alone cannot overcome poor design The multiplication effect that most Organisations miss How environments quietly shape daily behaviour Why safety culture follows change, not the other way around Real slip case study and the maths behind it Making the safe choice the easy choice Where most safety investment is going wrong Resources and actions: Sign up for a future Safety Roundtable: https://safetyroundtable.co.uk/ Connect with Christian on LinkedIn: https://www.linkedin.com/in/christian-harris-slip-safety/

For too long, insurance has been treated as a grudge purchase rather than a strategic advantage. Recording live at Risk Europe in London, this panel conversation challenged that mindset head on. What unfolded was a refreshingly honest discussion with leaders from risk, insurance, broking and law, all aligned on one thing the future belongs to those who collaborate, share insight and use evidence to actively reduce risk rather than simply transfer it. If you care about safety performance, resilience and making better commercial decisions, this conversation will change how you think about insurance. Highlights From price to value: why premium alone tells the wrong story Proof matters: using data to earn trust with insurers Partnerships over transactions: better outcomes for everyone Claims intelligence: turning lessons into prevention Risk maturity: what underwriters really look for Evidence in action: culture, behaviour and real controls Boardroom impact: using data to unlock investment Practical steps: engaging brokers and insurers earlier Resources and actions: Sign up for a future Safety Roundtable: https://safetyroundtable.co.uk/ Connect with Christian on LinkedIn: https://www.linkedin.com/in/christian-harris-slip-safety/ Please note that this episode's audio quality is not at the same level as our usual recordings. We apologise for this and really appreciate your understanding.

There is a risk hiding in plain sight inside many organisations. It is not cyber, financial, or regulatory. It is the quiet damage caused when people do not feel safe to speak, when stress becomes normalised, and when well-being is treated as optional rather than essential. The evidence is now overwhelming. Silence has a cost, burnout is systemic, and culture is either protecting performance or quietly eroding it. This conversation from Risk Europe goes right to the heart of that challenge, exploring why psychological safety is no longer a nice to have, but a core business and safety risk that leaders can no longer afford to ignore. Highlights The economic cost of silence: Billions lost through burnout and presenteeism Psychological safety and risk: When people stay quiet, hazards multiply Manager capability gap: Line managers as first responders, often unprepared Culture over perks: Fruit bowls do not fix toxic systems Workplace design matters: Space, flexibility and trust shape behaviour Speaking up saves lives: Psychological safety and physical safety are linked Leadership responsibility: Change starts in the C-suite, not HR From awareness to action: Small human changes drive real performance gains Resources and actions: Sign up for a future Safety Roundtable: https://safetyroundtable.co.uk/ Connect with Christian on LinkedIn: https://www.linkedin.com/in/christian-harris-slip-safety/

Ergonomics has quietly moved from being about chairs and screens to something far bigger and far more important. In this conversation, I'm joined by Guy Osmond, who has spent over three decades at the sharp end of workplace ergonomics and human factors. What starts with back pain quickly opens into culture, mental health, neurodiversity, hybrid work, presenteeism, and why so many people are struggling in silence. This is one of those discussions that challenges how we think about work, wellbeing, and performance, and why getting the basics right is no longer optional. Highlights Ergonomics has evolved: From furniture to human factors and wellbeing Physical pain tells a story: Stress, anxiety, and work design collide Presenteeism explained: The hidden productivity drain organisations miss Hybrid work risks: Why home workers are quietly struggling Neurodiversity at work: One size never fits all Culture over compliance: Why good intentions often fall short Engaging the C suite: Turning discomfort into investment thinking The future of work: Designing work around humans, not averages Resources and actions: Sign up for a future Safety Roundtable: https://safetyroundtable.co.uk/ Connect with Guy on LinkedIn: https://www.linkedin.com/in/guyosmond/ Connect with Christian on LinkedIn: https://www.linkedin.com/in/christian-harris-slip-safety/