“Safety is not a priority. Safety is a value. Values don’t change, but priorities do.”
It’s another hectic shift at the rock phosphate mine on Christmas Island when one of the Actualise team catches up with General Manager of Operations Jim
Cooper. It is satisfying working with Jim, as we share a transformational approach
to safety. We discuss the recent changes in safety language, which represent a
significant paradigm shift.
“Safety is not a priority!” Jim states firmly. “People often take a step back when I
say that, but it’s because priorities can change. Safety isn’t a priority—it’s a value.
And values don’t change.” He continues, “I care about you. I want to make sure
you go home to your families. That’s why safety is a value today, tomorrow, and
every day after that.
This mindset has brought a cultural shift at PRL Group, where safety and
productivity are no longer viewed as competing goals. “It’s okay to talk about
safety and production in the same sentence,” Jim explains. “People ask me, ‘Do
you want safety or production?’ My answer is simple: we want both. We aim for
safe production.”
Working with Jim on-site as part of the PRL’s leadership program, it’s been
fascinating to be part of this journey. By his own admission, in previous plants, his
approach to safety was heavily guided by policies, processes, and systems. But
something was missing—the engagement he was looking for just wasn’t there.
Something had to change.
“What I tried to do from that point,” Jim shares, “was translate all the processes and
systems into the language of the operation. But then we asked ourselves, what
language do we actually use when we talk to our people? Because a lot of the
language in the health and safety world, or the risk world, was completely different
from what operators, maintainers, and frontline leaders use.
“That was the disconnect,” he continues. “I wasn’t the one at risk. My managers
weren’t the ones at risk. It was the frontline leaders and the people doing the work
who were at risk” He adds, “I want to be the best. I want us to want our operation
to be the best. So, I also look to external people, like Gavin, to show us what the
leading practice in safety is now, as it’s always evolving.”
Asking for Help
Having run large operations, Jim understood that unofficial leaders exist at all
levels—frontline leaders, operators, and maintainers. “They’re the ones who stop
and talk in the crib room, and people listen to them,” he explains. “They have
respect when doing a job. They might not say much, but when they do, people
pay attention.”
Part of Jim’s multifactorial safety strategy was to engage with these key individuals.
And he wasn’t afraid to ask for help. “I said, ‘I need help! I need you to translate
this language from the health and safety world into something operational,
something people can connect with.’”
Living a Day in the Safety Boots
To make this happen, Jim encouraged leaders to immerse themselves in the
realities of the front line. “Today, you’re not logging onto the computer,” he told
them. “You’re going to shadow someone—stand beside an operator or
maintainer, understand their job, listen to their language, and build credibility. Let
them know you’re here to learn.”
This hands-on approach has reshaped the culture. Jim’s focus on connecting with
teams on a human level—not just enforcing policies—has driven engagement and
trust. The results speak for themselves. The Total Recordable Injury Frequency Rate
(TRIFR) has dropped significantly below industry average, which pleases regulators
and shareholders. But for Jim and his team, it’s not about the numbers. “When we
see a TRIFR number, the reaction isn’t, ‘Oh, the rate went up.’ It’s, ‘We hurt
someone? Who was it? Where did it happen?’”
At the end of the day, nothing matters more than everyone getting home safe.
That’s got to be both a value and a promise.
For a safety strategy that delivers at every level, contact us today.
