Last year was the 40th anniversary of the Union Carbide Bhopal disaster which caused the deaths of an estimated 16 000 people over the weeks that followed, and injuries to half a million people. Like many major disasters this was the result of many failures, both large and small. As
Connecting our people with purpose is something we talk about a lot in the public service – helping staff to understand the why of what they are doing. I firmly believe that it is intrinsically more motivating to understand the why – it makes more sense and it helps the team solve
Questions of identity and self-perception are important in workplaces as they help to define how we behave and what decisions we take. For many regulatory bodies, it is crucial to have technical experts as part of the regulatory team – veterinarians, engineers, accountants, environmental scientists, chemists, doctors and so on. But
As creators of regulatory policy, we are often concerned that the tail should not wag the dog - that the implementation of regulation should not drive regulatory policy. We believe that the policy should triumph, that the regulatory goals are paramount. As regulatory practitioners, we can often struggle to translate
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