Human Resources - Autumn 2021 (Vol 25: No 3) - Maintaining a positive culture in a disrupted world!

Page 34

HEALTH AND SAFETY SUSAN ROWE

Managing health and

safety in the post-COVID workplace At the time of writing, we are seeing clusters of COVID-19, following a three-month hiatus on the original community transmission. It is important to avoid complacency; overall, global cases are still rising, and New Zealand continues to detect new cases. With a vaccine potentially years away, the risk will remain of a further widespread outbreak of COVID-19 in New Zealand and a return to restrictive alert levels nationwide. Hannah Meikle and Susan Rowe, Partner at Buddle Findlay, outline what we need to do to ensure we are meeting our health and safety obligations.

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nder the Health and Safety at Work Act 2015 an employer is a person conducting a business or undertaking (PCBU) who has a primary duty of care to ensure, so far as is reasonably practicable, the health and safety of workers and others in the workplace or affected by its work. PCBUs must take ‘reasonably practicable’ steps to protect workers and others from infectious diseases that may spread 32

HUMAN RESOURCES

SPRING 2020

in the workplace or while workers are carrying out their duties. We suggest taking the following general steps to update your health and safety practices. • Keep up to date with official guidance: Official guidance can change frequently. It is vital that you review your policies and control measures in light of updated guidance from the government. The WorkSafe website is a particularly useful source of information. • Review operations: Assess how you operated at alert levels 2 to 4 from a health and safety perspective. Seek input from various sources. Consider what

worked well and what didn’t, and identify any specific issues. Consider how any problems may be addressed in the future. • Identify your vulnerable workers: Identify and keep a register of your high risk and/or vulnerable workers. Consider whether they should, for example, work from home more frequently than other staff or at certain alert levels. You may be able to offer increased support, such as parking space, to make it easier for them to avoid using public transport. • Review and implement changes to policies: Consider implementing amendments to


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Am I managing: Culture for breakfast

3min
page 52

Student Perspective: Shaping the future - Cecilia Zhang

2min
page 51

Get Chartered!

1min
page 27

HRNZ Member Profile: Kate Rengey

3min
page 15

Ready, steady, GO!

3min
pages 8-9

From the editor

1min
page 5

Top of mind...

3min
page 4

Managing a career through change

5min
pages 46-48

Research Update: What we know about workplace wellbeing

4min
pages 49-50

PD Spotlight: Immunity to change: why, what and how?

8min
pages 42-45

Leadership: What's the best response to COVID?

7min
pages 38-41

Managing health and safety in the post-COVID workplace

5min
pages 34-36

Insights: What's it like around here?

5min
pages 32-33

Immigration Law: New essential skills work visa policy and the border exception process

4min
pages 30-31

Organisational Culture: You can't recruit your way to a new culture

4min
pages 28-29

Charity profile: Corporate volunteering builds strong teams

2min
page 26

L&D: Making a start

5min
pages 24-25

Leadership: What exactly is strategic leadership?

10min
pages 16-19

Employee Experience: Maintaining a positive corporate culture

5min
pages 20-21

Employment Law: Workplace Investigations

4min
pages 22-23

Coaching: Understanding my emotional response

3min
page 13

HRNZ Member Profile: John Baillie

3min
page 14

News Roundup

4min
pages 6-7
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