82 2. Quantify the full commercial impact of the current situation (direct and indirect cost, productivity drag, reliability losses, and disruption exposure) and build an investment case for the re-set. 3. Renew strategic commitment to fatality elimination and develop options for genuine breakthrough improvements. 4. Lift the mandate and capability of the safety function to operate as a strategic partner, enabling joint problem-solving with operations rather than compliance assurance alone. 5. Evaluate solution pathways, including simplification and reconstitution of existing systems, or a zero-based redesign for next-generation controls. 6. Co-design a lean safety system portfolio with operational teams and workforce change agents; retire dated or non-core artefacts; and optimise for belief, usability, and full adoption of the modernised suite. 7. Integrate contracting partners as a central design requirement so contractor work realities, language needs, and risk profiles are built into the approach. 8. Adopt bottom-up transition management, building ownership and understanding at the shopfloor; use the transition to refine systems, rebuild relationships, and re-establish a credible safe-work culture. A reset is not a call for “more safety.” It is a call for better safety: simpler, clearer, workforcefit controls that strengthen risk management, rebuild trust, and improve operational reliability— so that sustained fatality-free performance becomes normal and scalable again.
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