BSA Ltd were reliant on lag indicators, struggled to prevent high-potential incidents (HIPOs) and were seeking innovative methods embed leadership behaviours to drive safety excellence across a dispersed workforce. Despite having established systems, BSA Ltd needed a credible, data-driven approach to benchmark performance and deliver meaningful change across diverse teams.

Key operational outcomes included:

– New Critical Controls: An average of 9 per high-risk activity.
– Simplification: Document size reduced from 21 pages to 4 pages.
– Conformance: Improved from 17.5% to 100% compliance with Federal Safety Commissioner (FSC) requirements
– Index (HSI): Climate survey improvements from 75 (Capable) to 83 (Strong) over a three-year period.

The initial internal investigation determined an objective weight over 120kg fell from a height of approximately 4.5m.

Key findings included:
– Worker failed to identify the hazard
– Worker absent spatial awareness
– Regular toolbox talks

Within the span of 10 days, a deeper analysis determined several contributing factors to the incident, rather than focusing purely on the worker. These factors included the pallet, operator, forklift selection, assessment of risk, procurement and forklift standards.

The main contributing factor was the incomplete assessment of risk for using a specific type of plant to ensure compatibility with the racking system and pallets.

Recommendations included site actions, as well as broader human and organisations factors, e.g.
1. Critical controls​
2. Risk ​management
3. Procurement of plant & equipment ​
4. Incident investigations ​
5. Implementation, e.g. Job demands, job resources, expectation setting, accountability, team effectiveness,
6. Assurance.

Effective investigations provide an opportunity to reflect, learn and improve systematic organisational factors to have a meaningful impact.

• Team design did not align with stakeholders, activity & locations
• Job design not aligned to work
• Accountability, trust and morale was low

• WHS Function Overall Performance up 39%
• Greater operational presence up 50%
• Team Engagement & Motivation up 37%
• Team members willingness to call out unproductive behaviour up 36%
• Team role clarity up 27%

The organisation was facing concerns regarding workplace interactions, particularly;

• Councillors and workers; and
• Councillors and other key stakeholders

There was a need for a structured, evidence-based approach to assess an address psychosocial risks.

FEFO Consulting shared findings from the Psychosocial risk review to enable the organisation to:

• Eliminate or minimise the risks identified
• Develop a targeted strategy to improve workplace interactions and behaviours.

By leveraging the insights from the Psychosocial Dx and the evidence gathered through interviews, FEFO Consulting provided a data-driven assessment of workplace interactions and risks.

This comprehensive approach allowed the organisation to understand the risks associated and contributing factors leading to psychosocial risks and the impacts to their workforce, e.g.
• Cognitive and Task Demand (51) / Praise & Recognition (53) were the lowest scoring Dimensions
• As a result, Engagement (33) and Burnout (47) were the lowest scoring Worker Outcomes.

Data driven insights not only supported legal compliance, but also clear strategies for action and methods to effectively verify effectiveness of controls.

A leading Australian engineering supply company was struggling with injury management and workers’ compensation, with claim performance lagging 89% behind industry benchmarks.

While claim costs remained stable, the organisation needed to enhance safety measures and claims management strategies to reduce risks, prevent high-cost claims, and improve financial sustainability.

With FEFO Consulting’s support, the engineering supply company achieved:

• A 59% improvement in claim performance since FY 2022-23, significantly reducing risk.
• Stable claim costs despite significant business growth, demonstrating effective risk management.
• No open premium-impacting claims, highlighting the success of proactive claims management.
• A trajectory to outperform industry benchmarks by FY 2025-26, further strengthening financial stability.

The renewable energy company specialising in EPC solutions for high-voltage and renewable energy projects, faced the challenge of achieving FSC accreditation in less than six months. Often achieving FSC accreditation takes years, not months! This required aligning client systems with FSC strict requirements across all levels of their organisation and end-to-end project stages.

The Office of the Federal Safety Commissioner granted accreditation, enabling this client to bid for Commonwealth-funded construction projects valued over $4 million and secure an existing project to realise an immediate Return on Investment (ROI).

This accreditation not only created a strong foundation for health and safety practice but also provided a commercial competitive advantage to secure future federally funded construction contracts.

– Decentralised approach to manage risk
– Material risks across the Group unknown
– Expectations on critical controls unclear
– Limited visibility of critical control effectiveness.

A clear set of material risks were provided with supporting critical controls and performance criteria to assist with future verification activity and assurance. As a result, the following improvements were generated:
– 41 new critical controls identified
– 16 critical controls changed to ensure they are verifiable
– On average 4 new critical controls identified / material risk.

Boral operated multiple business lines across Australia with high levels of variation between procurement categories of both goods and services.

FEFO Consulting developed a clear set of safety requirements for Source to Contract (S2C) and Procure to Pay (P2P). This helped standardise Boral processes, systems and technology solutions, while also enabling effective business and site level risk controls.