18/09/2026
Discussion: Is zero harm a genuine target — or an aspirational statement that we use because we can't say anything less ambitious?
This question has real stakes in safety management. Where you land on it affects how organisations set targets, how they respond to incidents, how they talk to their workforce about what's achievable, and whether the zero they're chasing is a performance goal or a compliance signal.
The case for zero harm as a genuine target: from a systems perspective, every incident has causation. If every cause can be identified and eliminated or controlled, the theoretical incident rate is zero. Companies like Alcoa (under Paul O'Neill) demonstrated that dramatic reductions in injury rates are possible when safety becomes a genuine management priority. ""Zero"" as a goal produces different cultures than ""reduce by 20%.""
The case against zero harm as a genuine target: at the margin of zero, the effort required to prevent the next incident grows exponentially. Statistical fluctuation produces incidents even in well-managed systems. Punishing organisations (and workers) for incidents that occur in genuinely safe systems creates perverse incentives — under-reporting, risk-aversion in incident classification, and a culture where disclosing near misses feels professionally dangerous.
The question isn't just philosophical. How does your organisation use zero harm — and what does the gap between the stated target and the actual culture look like in practice?
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