BHP Mitsubishi Alliance (BMA)
Safety Reporting Project
Turning everyday safety conversations into culture change
Humanology Group partnered with BHP Mitsubishi Alliance to transform safety conversations from aspiration into operational habit, designing and delivering a psychological safety–driven Safety Reporting Program across 25 teams. Despite strong safety systems, post-pandemic fatigue, shifting regulatory expectations, and variable trust meant people were following processes but not always speaking up. The program built safer conversations, stronger learning habits, and more consistent leadership behaviours — resulting in major improvements in both safety outcomes and team engagement across the organisation.
Challenge
Diagnostics across 25 teams and 287 employees revealed safety conversations remained transactional, not developmental. Frontline trust varied widely, and leaders struggled to balance care and accountability. The challenge was evolving from a compliance-based safety culture to a learning-based one — where people felt both safe and responsible to challenge, question, and improve.
Solution
Humanology Group applied its Psychological Safety Framework across 25 teams and 287 employees:
Baseline diagnosis: PSP-T deployed to map trust, voice, and inclusion; "hot spots" identified where silence increased operational risk
Leadership capability: Intensive coaching through 16-week program combining workshops, peer discussion, and feedback loops
Team activation: Co-created Team Safety Contracts and group learning sessions using real incidents
Measurement & reflection: Regular PSP-T pulse checks integrated into safety governance and leadership metrics
Result
The outcomes demonstrated that human safety systems can be as measurable as technical ones:
90% reduction in recordable injury frequency rate (RIFR).
34% increase in employee engagement across targeted teams.
27% uplift in field leadership coaching frequency and quality.
Noticeable rise in trust, accountability, and learning behaviours.
Leaders reported stronger confidence in holding open, forward-looking conversations — shifting from reactive audits to proactive curiosity.
WHY IT WORKED
The program reframed psychological safety as a control — not a “soft” concept, but a measurable factor in operational performance.
By pairing behavioural science with safety data, Humanology and BHP demonstrated that voice is a leading indicator: when people feel safe to speak, safety incidents drop, and engagement rises.