accountability – SafetyAtWorkBlog

AFL, CTE and SFAIRP: When “the rough and tumble” becomes a foreseeable harm

The death of 23‑year‑old footballer Nick Lowden should force the Australian Football League (AFL) and every sporting body that claims to care about player welfare to confront the fact that the risks of brain injury in Australian football are no longer mysterious, emerging, or debatable. They are foreseeable, documented, and cumulative. And once a risk is foreseeable, the occupational health and safety (OHS) duty to eliminate or minimise it so far as is reasonably practicable (SFAIRP) applies.

A Four Corners investigation to be broadcast on June 29, 2026, examines Lowden’s death. (This article is based on some preliminary reporting on the issue by the Australian Broadcasting Corporation)

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The HR and OHS divide persists

One of my ongoing frustrations — and this blog is a good example — is that occupational health and safety (OHS) is rarely read or heard outside its own bubble. Yet OHS cannot fix OHS problems on its own. We depend on HR, engineers, accountants, risk managers, IT specialists and others, but we almost never get these disciplines in the same room, hearing the same information, facing the same hazards, and designing solutions together.

A recent HR interview with Dr Kat Page offers a useful example.

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Another corporate scandal — and why this matters for OHS

Another major company, KPMG, has been caught out in unethical behaviour, lies and mismanagement, only a few years after PwC’s scandal and not long after the damning Banking and Finance Royal Commission. These are the very institutions we are told to treat as exemplars of leadership and governance. Their repeated failures should force employers to question the advice they receive from these firms, including on occupational health and safety (OHS), psychosocial risk and organisational culture.

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Beyond Training – Designing Work to Prevent Harm

If the first lesson from IAWBH2026 was that psychological risks must be treated as system hazards, the second is that most organisations remain structurally ill-equipped to manage them. Despite years of policy development and training initiatives, the evidence presented at the recent International Association on Workplace Bullying and Harassment conference in Canberra showed persistent gaps between intention and outcome.

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Breaking the cycle of inquiry and inaction in emergency services reform

This week saw the release of an inquiry into the workplace culture of the New South Wales police force. The findings were damning, but even though all Australian jurisdictions have police forces, the report received little attention beyond NSW, perhaps because we have heard it before. Coincidentally, this report was published one week after Carlo Caponnechia told an international workplace bullying and harassment conference that similar inquiries around the world have found similar cultural faults.

To address contemporary occupational health and safety (OHS) and community expectations, many businesses need to redesign their operations and organisational structures. The emergency services organisations should be given top priority.

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The Conference That Examined Workplace Bullying but Not Why It Happens (Not Yet)

I am not sure that the “Why” was discussed enough at this global conference. The discussions in the sessions I sat in were dominated by people trying to clarify what bullying and harassment are and what variations nor subcultures there are, or what sections of the community are most affected by workplace bullying and harassment. And I am not sure that all the presenters were targeting the workplace, even though the association and conference titles specify this.

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The Real Reasons Workload Harm Persists in Modern Workplaces

This year, the International Labour Organisation (ILO) has released excellent information on psychosocial hazards at work to support the World Day for Safety and Health at Work. (Australian researchers seem to have been instrumental in the report) I read the report, looking for more upstream concerns, such as political and socioeconomic factors that lead employers to create or allow work overload, the most significant contributor to work-related stress. This is what I found.

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