Jamie Mallinder
Understand the work before trying to change it.
Jamie Mallinder is a health, safety and wellbeing specialist with close to two decades of experience working across high-risk and complex organisations.
His work focuses on a simple question: what actually needs to be true for people to go home safe and well?
That question has taken him from conventional safety management into critical risk and control management, human performance, psychosocial risk, healthy work design and organisational assurance.
NewEra brings those disciplines together.
Not as separate programs, but as different ways of understanding how work is designed, how it is really performed, where people can be harmed, and what organisations can practically do about it.
“What actually needs to be true for people to go home safe and well?”
Built in the field. Strengthened by evidence.
Jamie’s career has spanned mining and resources, energy and utilities, manufacturing, transport, defence, healthcare and other complex operating environments.
He has worked with frontline teams, operational leaders, executives and safety professionals on problems ranging from fatality prevention and critical controls to investigations, management systems, leadership, human performance and psychological health.
That experience has shaped how he approaches consulting.
The answer is rarely another layer of safety activity.
It is usually better understanding.
Understanding the work. The exposure. The controls. The conditions people are working within. The difference between what the system expects and what the job actually demands.
That is where useful change begins.
Practical where it needs to be. Rigorous where it matters.
Jamie combines operational experience with formal study in occupational health and safety and business psychology.
His work draws on established thinking in critical risk management, human and organisational performance, Safety-II, healthy work design, psychosocial risk management, barrier management and management-system assurance.
But the purpose is not to introduce organisations to more terminology.
It is to make difficult problems easier to see, discuss and manage.
That means spending time where work happens. Asking better questions. Looking for evidence. Understanding why systems make sense on paper but become difficult in practice. Separating activity from effectiveness. And designing solutions around the people who will actually have to use them.
Evidence matters. Context matters. Work as done matters.
Connected expertise for complex work.
Critical Risk
Critical risk management, critical control management and verification, bowtie and barrier analysis, control performance and critical risk assurance.
Human Performance
Human and organisational performance, Work as Done, Learning Teams, learning from normal work, field coaching and operational learning.
Health & Wellbeing
Psychosocial risk management and assessment, healthy work design, psychological health and ISO 45003.
Systems & Assurance
WHS and integrated management systems, ISO 45001, ISO 14001 and ISO 9001, auditing and assurance, incident investigation and organisational learning.
Depth behind the advice.
Jamie holds a Master of Occupational Health and Safety and a Bachelor of Science in Health, Safety and Environment, and is undertaking postgraduate study in Business Psychology.
His professional training and credentials include:
- ISO 45001, ISO 14001 and ISO 9001 Lead Auditor
- ICAM Lead Investigator
- HAZOP
- Human and Organisational Performance Fundamentals
- Safety Futures Advanced
- SMART Work Design
- Resilimap® Level 2
- Certificate IV in Training and Assessment
- Mental Health First Aid Master Instructor
His continuing study reflects an important part of the NewEra approach: safety, health and wellbeing cannot be understood only through compliance. They sit at the intersection of work, systems, people and organisational conditions.
Safety should tell us something useful about work.
Too much safety activity measures whether the safety system is busy.
How many inspections were completed. How many observations were entered. How many actions were closed. How many people attended training.
Those things can matter. But they don’t necessarily tell us whether people are better protected from harm.
NewEra takes a different starting point.
- What are people exposed to?
- What has to work?
- What makes that difficult?
- What evidence tells us it is working?
- What can we learn from the work that happens every day?
Those questions shift the conversation from safety activity to the conditions that create safety.
A different kind of safety consultancy.
NewEra was created to bring together areas of practice that are too often treated separately.
Critical controls without understanding work can become another compliance exercise.
Human performance without effective controls can explain work without adequately protecting people.
Psychosocial risk without work design can become a wellbeing program rather than risk management.
Management systems without operational reality can produce excellent documentation and little meaningful change.
The opportunity is in connecting them.
Risk. Work. People. Systems.
That is where NewEra works.
Bring the difficult problem.
You don’t need to arrive with the solution already defined.
You might know that your critical controls aren’t giving you enough confidence. That your safety system has become too complicated. That investigations keep finding the same things. That psychosocial risk is difficult to translate into practical action. Or simply that the way work happens and the way the organisation imagines it happens are drifting apart.
That is enough to start.
We’ll understand the problem first, then decide what is worth changing.
Understand work. Prevent harm.