Jan Hayes is an Associate Member of the National Research Centre for OHS Regulation. Her current activities cover academia, consulting and regulation. She holds an Associate Professor appointment in the Centre for Construction Work Health and Safety Research at RMIT University. She is Program Leader for the social science research activities of the Energy Pipelines Co-operative Research Centre. In addition, she consults part time with a small group of clients on safety performance improvement projects. Dr Hayes is a member of the Advisory Board of the National Offshore Petroleum Safety Authority.
Research interests: Operational decision making, organisational causes of accidents, safety in design, professionalism and the use of standards
Research projects: Jan’s current research projects include:
• Understanding ALARP in practice • Effectiveness of learning from past disasters • Defensive engineering and professional ethics • The impact of short term project priorities on long term safety outcomes • The effect of organisational design on the influence of safety specialists • Industry uptake of safety research results
Jan’s past research projects are reflected in her publications, listed below, and accessible online on her RMIT profile page:
HAYES, J. & HOPKINS, A. 2014. Nightmare pipeline failures: Fantasy planning, black swans and integrity management, Sydney, CCH.
HAYES, J. 2013. Operational Decision-making in High-hazard Organizations: Drawing a Line in the Sand, Farnham, Ashgate.
- HAYES, J. 2013. A New Direction in Offshore Safety Regulation. In: BARAM, M.,
LINDOE, P. & RENN, O. (eds.) Governing Risk in Offshore Oil and Gas Operations. Cambridge: Cambridge University Press.
HAYES, J. 2013. The role of professionals in managing technological hazards: the Montara blowout. In: LOCKIE, S., SONNENFELD, D. A. & FISHER, D. R. (eds.) Routledge International Handbook of Social and Environmental Change. London: Routledge.
BICE, M. & HAYES, J. 2009. Risk Management: From Hazard Logs to Bow Ties. In: HOPKINS, A. (ed.) Learning from High Reliability Organisations. Sydney: CCH.
HAYES, J. 2009. Incident Reporting: A Nuclear Industry Case Study. In: HOPKINS, A. (ed.) Learning from High Reliability Organisations. Sydney: CCH.
HAYES, J. 2009. Operational Decision-making. In: HOPKINS, A. (ed.) Learning from High Reliability Organisations. Sydney: CCH.
Published Journal Articles
HAYES, J. 2015. Investigating design office dynamics that support safe design. Safety Science, 78, 25-34.
HAYES, J. 2015. Taking responsibility for public safety: How engineers seek to minimise disaster incubation in design of hazardous facilities. Safety Science, 77, 48-56.
MASLEN, S. & HAYES, J. 2014. Experts under the microscope: the Wivenhoe Dam case. Environment Systems and Decisions, 34, 183-193.
HAYES, J. & MASLEN, S. 2014. Knowing stories that matter: learning for effective safety decision-making. Journal of Risk Research, DOI: 10.1080/13669877.2014.910690.
HAYES, J. & HOPKINS, A. 2012. Deepwater Horizon – lessons for the pipeline industry Journal of Pipeline Engineering, 9/2012.
HAYES, J. 2012. Use of safety barriers in operational safety decision making. Safety Science, 50, 424–432.
HAYES, J. 2012. Operator competence and capacity – Lessons from the Montara blowout. Safety Science, 50, 563–574.
HAYES, J. 2010. Safety Decision Making - Drawing a Line in the Sand. Journal of Health and Safety Research and Practice, 2, 1-8.