Have you ever made a decision and immediately thought, “Why on earth did I do that?” Whether it’s a misstep at home or a risky choice at work, we’ve all experienced moments where our actions defy logic and our better judgment. In high-risk industries like mining, these lapses can have serious consequences. Despite training and experience, workers and leaders alike can fall into the trap of making unsafe choices. But why does this happen, and more importantly, what can be done about it? This presentation will explore the hidden forces at play that drive unsafe safety behaviours. Our brains, while our greatest tools, don't always make decisions based purely on logic. Tens of thousands of years old and incredibly complex, the brain takes multiple factors into consideration when making decisions. And sometimes, the decision can, while being innocuous enough, result in overriding safety protocols and best practices. This session will not only unpack the cognitive processes, habits and biases that can lead us to take shortcuts and unnecessary risks, but how leaders can work smarter, not harder, to address them. Leaders play a crucial role in shaping safety-focused behaviours by fostering an environment that promotes focus, vigilance and intentional decision-making. By applying psychological insights, leaders can work ‘with’ the brain, instead of against it, helping their teams avoid cognitive traps and develop stronger safety habits. While human error is unavoidable, it can be minimised with the right approach.

Learning Objectives
By the end of this session, participants will walk away with:
• Insight into why people take shortcuts and unnecessary risks, even when they know better.
• An understanding of how cognitive biases, mental shortcuts and workplace pressures influence decision-making.
• Greater awareness of how personal motivations drive safety behaviours.
• Practical leadership strategies to improve focus, vigilance and safe decision-making in the mining industry.

By exploring the neuroscience behind safety behaviours, mining industry leaders can take proactive steps to reduce human error and improve safety outcomes. Through real-world examples and actionable insights, this presentation will challenge conventional thinking and equip attendees with tools to create lasting, positive safety change.

This case study explores the development and implementation of a holistic Mental Wellbeing, Health & Injury Prevention program at BHP’s Prominent Hill mine site in South Australia. Designed to empower and support the workforce, the program focuses on improving performance through tailored initiatives addressing mental health, physical health, and fatigue risk.
In Australian workforces, there is a critical need for a preventative approach to managing mental wellbeing, psychosocial risk, physical health, and injury prevention. The Australian mining industry is facing a growing frequency of worker’s compensation claims, with a rate of 6.5 per million hours worked. Musculoskeletal injuries account for over 50% of all worker compensation claims. Alarmingly, mental health conditions result in five times more lost days compared to physical injuries.
The program targets key areas affecting workplace performance: mental health, physical health, and fatigue risk. By targeting these factors, the program aims to reduce injury frequency and severity through measurable outcomes. A healthy workforce has been shown to be more motivated, productive, and take less sick leave. This initiative not only seeks to improve staff health and wellbeing but also enhances workplace safety, reduces presenteeism, increases productivity, and lowers attrition rates.
As one of the world’s leading mining companies, BHP embeds health and wellbeing into its operational strategy and culture. Programs like this also help maintain a company’s social licence to operate—an increasingly important factor as communities and stakeholders demand stronger commitments to employee welfare. By prioritising wellbeing, BHP strengthens trust, reduces conflict, and secures greater community support.
The case study demonstrates that integrating comprehensive health and wellbeing strategies into mining operations is essential. These programs support employee health, improve efficiency, and help navigate complex social expectations. As the industry evolves, companies that invest in workforce wellbeing will be better positioned to meet operational and societal demands.
This paper contributes to the growing conversation on health and safety in underground mining and offers a framework for developing effective, measurable wellbeing programs tailored to site-specific needs.