This story is based on real business owners in Alberta. Some details have been changed to protect confidentiality.
We Were Focused on Getting the Work Done
We were busy. Like most growing businesses, there was constant pressure—deadlines, crews, coordination, and clients all competing for attention. The priority was keeping work moving.
At the time, safety felt separate from operations. It was important, but not always practical. FLHAs were rushed—sometimes reused from similar work because it felt “close enough.” The paperwork was getting done, but not always accurately.
Toolbox talks were still happening, but they focused more on timelines and coordination than on what had changed or where the risks were. It didn’t feel like we were cutting corners—it felt like we were being efficient.
Nothing Was Getting Reported—and I Took That as a Good Sign
On paper, everything looked good. No hazard reports, no near misses, no incidents. I took that as a sign everything was working.
We even introduced a small incentive tied to having no incidents. Reporting dropped, and the record stayed clean.
What I didn’t realize was that it wasn’t improving safety—it was discouraging reporting. When small issues came up, they were handled in the moment and never written down because it felt like they had already been dealt with.
Nothing was forcing us to look deeper, which made it easy to assume everything was fine.
Looking back, we weren’t seeing fewer issues—we were just hearing about fewer of them.
We weren’t managing risk—it wasn’t being recorded.
Then Something Changed—and We Didn’t See It Coming
We introduced new equipment into the job—something that made sense operationally. But we didn’t fully account for how that changed the work.
The setup was different. The space was tighter. The positioning created conditions that weren’t part of our usual process.
We had an FLHA, but it had been carried forward from similar work. It was signed—but not updated to reflect what was actually different.
At the time, that didn’t stand out. But the conditions weren’t the same—and neither were the hazards. The difference wasn’t obvious until the work was already underway.
Without reporting or visibility, the gap went unnoticed.
A serious incident occurred, and that’s where things got messy.
Where the Time Actually Went
Work stopped.
What followed was everything that comes with it—reporting, investigation, documentation, and corrective actions. Each step had to be completed before work could continue.
An OHS officer became involved, and we had to show what was in place—and where it had fallen short. The disruption carried into the days that followed, pulling supervisors, management, and crews into dealing with what happened.
What I thought was the efficient way to run the work turned out to be the most disruptive.
What I Didn’t See
I believed we had a safety system. On paper, everything looked right.
But what we had was activity—not visibility. The information we relied on wasn’t reflecting what was actually happening in the field.
I didn’t realize that I was putting my people and the company at risk.
Nothing failed all at once.
Small gaps were missed and not addressed. Over time, they became normal. What should have been corrected became something we worked around.
An FLHA gets reused because it’s “close enough.” A minor issue gets handled but never reported. Each decision makes sense in the moment.
But over time, those decisions shape how the work actually gets done.
The risk didn’t suddenly appear—it built over time through hazards and near misses that weren’t being identified or reported.
What Changed for Me
After that, I stopped looking at safety as something separate from the work.
It became how I understood what was actually happening in the operation. Reporting wasn’t extra work—it was how we protected our people and business.
The shift didn’t happen because someone told me safety mattered.
It happened when I understood the cost of not doing it properly.
The Questions I Should Have Asked Sooner
If nothing is being reported, does that actually mean nothing is there?
If something changes, does the system we have manage those changes?
Are we managing risk… or just hoping nothing happens so we can be efficient?
That’s when I realized we weren’t managing this proactively- My original goal of the incident reduction incentive was to reduce the incidents, but I realized it actually had the opposite effect and increased my risk because reporting had decreased.
Taking a Closer Look at What’s Actually in Place
That experience forced me to step back and look at what we actually had—not what we thought we had.
If there’s uncertainty in how your system would perform under pressure, it’s worth understanding where the gaps are before something forces that clarity.
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