Industrial Safety News Yearbook 2017

PPE • ACCESS • CHEMICALS • HEALTH • INJURY • MANAGEMENT • ENVIRONMENT • FOCUS

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FIRST WORD

A time of change and challenge This year will go down in New Zealand history as one in which health and safety regulation took a major step forward Industrial Safety News Editor Geoff Picken

T

he Health and Safety at Work Act 2015 (HSWA) that came into force on 4 April marked a clear sea change in both responsibilities and regulation.

A key plank in the government’s strategy to reduce the workplace toll by 20 per cent by 2020, the HSWA reflected the fact that New Zealand had huge problems when it came to workplace health and safety.

On average, one person was dying at work every week, while a further 15 were succumbing each year to work-related diseases.

The HSWA sought to reduce if not eliminate those abysmal statistics by changing attitudes to ensure that everyone played a role in workplace safety.

It clarified responsibilities, focused on managing risk while allowing flexibility, encouraged worker participation and required those who create the risk to control it.

The introduction of new concepts such as a PCBU (person conducting a business or undertaking) caused more than their fair share of concern, false alarms and downright rumour mongering.

However, the HSWA simply works to focus effort on what matters based on risk, control and size: • it reinforces “proportionality” – what a PCBU needs to do depends on its level of risk and what it can control • it shifts from hazard “spotting” to actively managing critical risks – actions that are intended to reduce workplace harm • it introduces the “reasonably practicable” concept – focusing attention on what’s reasonable for a PCBU to do • it changes the focus from the physical workplace to the conduct of work – what a PCBU actually does and what it can control • it supports more effective worker engagement and participation – promoting flexibility to suit workplace size and situation.

New regulations were and are being developed to apply these theoretical concepts at a practical level to ensure that all sectors are covered equally by the new legislation.

The workplace chemical safety requirements of the previously separate Hazardous Substances and New Organisms (HSNO) Act 1996 are, for example, being incorporated into the HSWA. There have been similarly significant changes to the regulations around working with asbestos in an effort to control New Zealand’s number one killer in the workplace, which claims around 170 people a year.

It’s obviously early days yet, but there are encouraging signs that all sectors of the community are taking the health and safety message to heart.

But increasing health and safety awareness didn’t begin and end with the new legislation – it’s an ongoing process that will take years to embed fully in the collective consciousness.

There is clearly still much to be done, with the injury and fatality rates in both farming and forestry in particular remaining areas of concern.

Forestry is making great strides with the introduction of the Forestry Industry Safety Council (FISC) that brought together all sectors of the industry to slash a death toll that stood as high as 10 men a year in 2013.

This cooperative spirit, willingness and indeed need to tackle tough problems together is the rationale behind the HSWA and is clearly bearing fruit, the forestry death toll dropping to four so far this year (which is still one above 2015).

FISC could serve as the ideal role model for farming, an area of equal concern where experienced farmers carrying out routine jobs with vehicles are suffering unduly.

Quad bikes in particular cause a disproportionate number of the injuries and deaths in an industry that witnessed 19 fatalities in 2015 alone and 14 this year to date.

The HSWA and the joint efforts of all sectors of the farming community will hopefully cut that number but again, like forestry, there will inevitably be accidents and injuries along the way.

Equally importantly, an independent health and safety regulator has been put in place with the establishment of WorkSafe NZ, ably stewarded by departing chief executive and 35-year industry veteran Gordon MacDonald.

A former acting deputy chief executive of the UK’s Health and Safety Executive, MacDonald’s extensive experience and steady guidance has brought New Zealand firmly into line with major overseas jurisdictions.

The right legislative and administrative changes have therefore been made, but the biggest challenge still lies ahead over the coming and subsequent years – to build on that foundation and embed health and safety awareness into every home and workplace each and every minute of each and every day.

It’s a tough task but one that must be done and done quickly if New Zealand is ever going to reduce its appalling injury and death toll and become a beacon for exemplary health and safety standards worldwide.

The HSWA reflected the fact that New Zealand had huge problems when it came to workplace health and safety

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First Quarter 2017

Managing Editor Geoff Picken 0212 507 559 geoff@infrastructurebuild.com Associate Editor Steve Best +64 27 564 7779 Managing Partner Phil Pilbrow 027 564 7778 or 09 489 8663 phil@infrastructurebuild.com

LEAD STORY: Departing Worksafe Chief

Executive looks back on the past two years guiding the organisation through to the Health and Safety at Work Act 8-11

HASANZ CONFERENCE

Risk, crisis and change communication advice for the new era of health and safety awareness Learning from workplace incidents tested on the herd To sit or not to sit – that is the question Changes afoot for Hazardous substances, new organism act and regulations Risks of client initiated violence

FIRST WORD

A momentous year for health and safety

TOOLBOX TIME

Worksafe’s fifth construction roadshow

Environment

Amatil leads the way with zero harm as a core driver 24-25 26-27 28-29 30-31 34-35 3 6

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Events

Safety 360 set for March 2017 2016 Site Safe Construction Health & Safety Awards

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Health

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Improvements to asbestos disease diagnosis

Hazardous Substances

Regulation revamp poses some problems

20 21

Innovation

3M surface protection film reduces slip hazards Warehouse smells safe with modified containers

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Management

One in five employees a victim of workplace bullying Resilience key to enjoying jobs – and life

PPE

H&S systems key to staying in business When your hearing is gone it gone forever Qsi Innovative NZ designer, developer and manufacturer

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TOOLBOX TIME

Construction roadshow nails worker worries More than 4000 workers from around New Zealand took part in WorkSafe’s fifth construction roadshow

P

articipants were treated to an interactive presentation designed to: • expand understanding of the new Health and Safety at Work Act (HSWA) • share the goal of reducing harm from airborne contaminants • and dispel a few myths surrounding WorkSafe inspectors visiting sites.

The roadshow provided very useful feedback about the issues most affecting the construction industry, particularly about overlapping duties.

In construction, it’s common for multiple businesses to all work together to meet their health and safety responsibilities to workers and others and they all have duties under HSWA. Ensuring businesses work together for the health and safety of everyone in the workplace is a fundamental part of HSWA’s design.

When two or more businesses are working together at the same location or through a contracting chain, they must work together to fulfil their duties of care.

Where those duties overlap, they need to consult, cooperate, and coordinate their activities to meet their health and safety responsibilities to workers and others.

Take a new house build for example. There are lots of players involved – the client, maybe an architect, a lead contractor and all the subbies.

In this scenario those businesses just need to have a conversation about how they will collectively manage the risks that they are going to create for one another.

The new law also requires worker involvement and participation in the health and safety process.

They are the frontline eyes and ears, the ones that must get the work done at the sharp end.

The law doesn’t set out what form that engagement should take, but a quick daily chat about safety and hazards on site each day is a good start.

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FIRST QUARTER 2017

Top talk: the fifth WorkSafe construction roadshow clarified workers’ responsibilities under HSWA, both to themselves and others

The presentation also highlighted that while fatalities in construction have reduced, the injury rate remains too high.

In Auckland alone there were 1151 severe injury claims in 2015, resulting in an average of nearly 70 days off work per injury. A total of 80,025 days – and that’s just Auckland!

Air freshener

The roadshows discussed how WorkSafe has expanded the clean air programme to include organic solvents, wood dust and welding fumes.

There is a general assumption that working with wood is safe.

However, wood dust is classified as a Group 1 Carcinogen (carcinogenic to humans) by the International Agency for Research on Cancer (IARC, 1997).

The upper respiratory system can filter out the larger dust particles, but smaller unseen particles can go deep into the lungs causing damage and scarring to the lung tissue.

Each time this happens a small amount of irreversible damage occurs, reducing the lungs’ ability to take in oxygen and over time

making it increasingly difficult to breathe.

The Health and Safety at Work (Asbestos) Regulations 2016 that came into effect on 4 April introduced new requirements for the management and removal of asbestos.

WorkSafe New Zealand has published an Approved Code of Practice on the regulations to support people to keep safe. The code is available on WorkSafe’s website.

A key change for the construction industry is that from 4 April 2016, if more than 10 m2 of non-friable asbestos has to be removed over the whole course of the project for the site, it must be done by a licensed asbestos removalist.

All friable asbestos removal work (where the number of fibres released is likely to be high) must also be carried out by a licensed asbestos removalist. This includes work on asbestos lagging, asbestos insulation and damaged asbestos board.

If you are uncertain whether a material contains asbestos, our advice is to seek help from a competent person. You should also ask them for advice on whether any

asbestos they identify is friable.

Finally, WorkSafe outlined what a business can expect if a WorkSafe inspector turns up on site. Inspectors will be looking for evidence that you understand your workplace health and safety risks and have systems and processes in place to manage them.

The regulator looks at how you plan your site activities and how you involve your workers in identifying risks. Basically, evidence that you have a thorough risk assessment that balances the consequences and likelihood of harm with the suitability, availability and cost of controls.

Health and safety doesn’t have to be difficult. The basics of good risk management haven’t changed with the law. It starts with identifying risks, talking about them with everyone who might be affected, and finding appropriate ways to manage them.

Of course, not all risks can be eliminated – risk is part of life and will always be part of construction work. The key is doing what is ‘reasonably practicable’ to control and minimise risks. Controls should reflect the seriousness of the risk.

New Zealand’s most comprehensive health and safety event

Safety 360 – third year set for March 2017 New Zealand’s most comprehensive health and safety event, returns to Auckland and will be at the Ellerslie Events Centre.

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ith four great summits to choose from, a separately bookable workshop for health and safety representatives, and a free-to-attend expo with seminars – Safety 360 is the place to be for those involved with all OSH matters.

Last year attendees gave positive feedback about the very high calibre of speakers. The event was a great way to bring together the health and safety community in a professional setting.

Safety 360 also offers various attendance options – delegates can register for a one or twoday summit pass which will provide access to any of the sessions belonging to the four summits; there is a one-day H&S

fundamentals workshop pass, or pop in to hear short seminar content whilst viewing the exhibition area.

New for 2017 is a separately bookable workshop titled ‘Stocking your toolkit – the fundamentals for H&S professionals’. This will be run by Dan Davis, a health and safety specialist at Impac. and the workshop will take a practical, hands-on approach to health and safety, upskilling representatives and arming them with the tools required for daily health and safety duties.

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Incorporated is an interactive masterclass, ‘Upskilling your hazardous substances toolbox – strategies for emergency preparedness’, which features a case study of an emergency response scenario from leading transport firm Mainfreight. Presented by Ken Clarke from Responsible Care New Zealand, Ken will also discuss site risk assessment and contingency pre-planning, practical tips for management and staff training that include creating a proactive situational awareness environment and how to best understand the value of safety data sheets.

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Safety 360 is the event for all industries. The Occupational Health one day summit will offer a technical, practical look at reducing work-related injuries and disease, and improving work health and safety performance from a practitioner’s point of view.

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INTERVIEW

The face of workplace health and safety reform bids farewell Departing WorkSafe Chief Executive Gordon MacDonald looks back at the past two years that saw the development of the independent regulator and the introduction of the Health and Safety at Work Act

Hard headed: “Unless we get a lot of businesses doing it for themselves then the country simply won’t deliver on its 25 per cent reduction in serious harms by 2020,” departing WorkSafe Chief Executive Gordon MacDonald warns

What were your initial impressions about New Zealand’s work safety scene and practices after some 35 years in health and safety in the UK?

People asked me lots of questions about their new duties under the new health and safety act. I’d say “that’s not really a new duty – you should have been doing those things for 25 years.”

So I got to gradually realise that a lot of people were waking up to health and safety – probably for the first time. That was a bit of a surprise – that this was felt to be such a new topic to them, that we were starting from a pretty low base of understanding and awareness.

On the other side of the coin, I was soon attending meetings of the Business Leaders Health and Safety Forum and seeing something like 200 chief executives of the top organisations in New Zealand coming together to focus exclusively on health and safety.

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FIRST QUARTER 2017

I could NEVER have got that number of CEs in a room in the UK – the absolute number let alone the comparison of size between the two countries – to devote their time to thinking about health and safety.

So I’ve seen really great examples of huge commitment to the cause, and on the other side of the scale almost total ignorance.

I think the smaller companies were just ignorant of health and safety – I think one of the things that had gone wrong in the past was that while the legislation was there the supporting infrastructure wasn’t.

So the extent of the guidance and the extent to which trade associations and sectors actually owned the problem and communicated with their members about health and safety meant that they were largely blissfully ignorant of it, rather than wilfully going against the law or the right thing to do.

“I think one of the things that had gone wrong in the past was that while the legislation was there the supporting infrastructure wasn’t” So I think there was a big knowledge gap. Now people are much less ignorant about health and safety generally and do recognise that they do need to do something.

The question is capability – do people have the wherewithal to execute good, proportional risk management on a daily basis?

That spans all businesses – without that capability we’re not going to get a reduction in the serious harm that is occurring.

How did the local system work safety compare with the UK in terms of problems, approach and results?

They were superficially similar – there was an inspectorate who

were enforcing a goal-setting piece of legislation, there was a bit of guidance in place. But then in terms of the underlying elements of the system the New Zealand inspectorate wasn’t part of a separate crown agency, which it now is, giving it independence.

I think almost more important is the exclusive focus on health and safety – we’re not part of a bigger ministry that can be pulled in different directions by different portfolios.

We’re exclusively focused on health and safety at work – and that of course was something that the HSE in the UK had been since 1974. HSE was a mature organisation because it had been focusing

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INTERVIEW

solely on health and safety for a long time.

I came over here with a couple of mantras and one of them was “those people who create the risk should be controlling that risk.” I didn’t see as much of the follow through to that mantra here as I did in the UK. For example, in the UK there were programmes like Recipe for Safety, which was the food industry getting together to devise a solution to their particular problems and having the HSE support them but not telling them what to do.

Similarly, the quarry industry had its Hard Targets programme and the offshore industry had Step Change, both self-generating activities to get their houses in order.

I think industry taking responsibility for health and safety and defining their own solutions to their problem while seeking the regulator’s help when they needed it was one of the differentiating features between the two countries.

What were the strengths and weaknesses of both country’s systems?

Locally, we’re starting to see the Forestry Industry Safety Council getting together with the forestry owners, workers, farm forestry organisations, ACC and WorkSafe and agreeing that we are better placed to solve the problem collectively than we are individually.

We’ve got a group of agricultural CEOs who are now meeting to focus exclusively on health and safety in their sector. So we’ve got the start of the transference of the ownership of the problem from the shoulders of the regulator onto the shoulders of the risk creators, which I think is part of the big shifts that we need to see happening.

It is, to a certain extent, emulating the British system – but it is also universal. I cannot see a system working effectively without industries and businesses themselves realising that they have to put health and safety in the same frame as every other issue that affects their business and sort it out themselves.

Simply look at the maths. Compare the number of businesses with the 500-plus staff in WorkSafe – unless we get a lot of businesses doing it for themselves then the country simply won’t deliver on its 25 per cent reduction in serious harms by 2020.

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FIRST QUARTER 2017

What were the immediate challenges when you took up the CE role and how did you prioritise them?

Everything was new. It was a new organisation with new legislation coming and a new mandate to deliver for New Zealand – that felt really fresh and exciting and was one of the things that drew me out from the UK to Wellington.

It was really challenging to be building the organisation in terms of its capabilities, numbers and skills while delivering something new to the outside world. As if that wasn’t enough, we were also pre-

“Good health and safety is good business” paring ourselves internally while still supporting external stakeholders with the new legislation.

In a sense, what was attractive was it was all new and the biggest challenge was that newness. It’s a cliché, but at that stage it very much felt like flying the plane while building the wings.

We wanted to set our stall out to be an organisation that was evidence-based and which targeted risk, but we didn’t have at that stage a really smart operation in terms of intelligence capability within the organisation. So we had to build it to then deliver on that promise.

Then we had to train all our staff to be familiar with the tools and frameworks that we were developing so that they could explain the new legislation to the outside world and be consistent and proportionate against the Health and Safety at Work Act and the Health and Safety Employment Act. All that introduced huge pressures into the system in that we were trying to support external stakeholders whilst supporting ourselves internally to get a consistent understanding of some of the concepts behind the new legislation.

What was the proudest achievement (s) during your term? Why?

It’s not pointing objectively to something in particular, it’s more a mood. When I remember my early months there was a lot of finger wagging from people who didn’t

understand what we were trying to do.

Take farmers, for example. When we turned up at field days there was a lot of quite animated discussion about WorkSafe enforcing this new legislation with all these ridiculous fines. People thought we were going to descending on them and almost lay waste to their business on the altar of disproportionate health and safety.

Now I hear good reports coming out of those field days. For example, we had 180 farmers at Mystery Creek asking for a proactive site visit from a WorkSafe inspector.

They felt it would a constructive useful encounter that would help them do what they needed to do and give them the tools to do it.

So I’m getting these reports where the mood towards health and safety and WorkSafe has moved from one of hostility largely born of ignorance and people fearing a spectre to them moving towards a much more positive space where we are perceived as quite helpful and producing some useful material that they can work with.

It’s that different tenor, mood and mindset shift in just two years which has been really pleasing to see. In fact, I think one of the advantages of New Zealand against the UK is the size factor.

This means that you can get traction pretty early on – when you’ve got a country of 60 million people in the UK with lots of trade associations there’s a lot of inertia in the system. Whereas in New Zealand it’s much smaller you can

But it’s a mistake to assume that a better or greater attitude and awareness automatically leads to changed behaviour. It doesn’t, and that’s the switch that still needs to be flicked in quite a few sectors and quite a few businesses.

For example, we all know that we shouldn’t drink as much as we do, eat as many fats as we do and we should have our five-a-day.

However, it doesn’t automatically mean we cut back on the drink or radically change our diet.

It’s more than awareness that changes behaviour and I think we’re seeing some signs of that behaviour change. I would really love to have been around to see some of those serious harm graphs actually start to take that downward track that we all want and need. I obviously won’t be around to see that – but I will be watching it from afar with great interest.

What outstanding challenges still remain?

This behaviour change is also the outstanding challenge that still remains. It’s a never-ending thing – you just have to keep working at it all the time.

That translation of attitude and awareness into behavioural change so that everyone knows about health and safety, realises they have to be doing something different and do it on a daily basis.

That’s where we really need to go to next.

Businesses also need to be aware that they can contact WorkSafe for help and advice and not

“It was really challenging to be building the organisation in terms of its capabilities, numbers and skills while delivering something new to the outside world” get things done – you can see movement and shifts in attitude and behaviour a lot quicker than you might see it in larger countries.

What was your greatest regret (s)?

My greatest regret is leaving now. I think we’re now seeing a changed attitude and greater awareness towards health and safety amongst the stakeholders.

wait for the inspector to visit when things go wrong.

We need to move the conversation to stakeholders seeing that good health and safety is not about doing it because they need to comply with the law – it’s about good business, good customer reputation, good supplier engagement and all the myriad other things that make a good business.

Good health and safety is good

INTERVIEW

business. If we learn that message, coupled with businesses knowing how to do it and where to access the tools to help them assess their risk and engage with their workforce, then we’ll have gone a long way.

How would you tackle this if you were still in the CE role?

I think there’s an element of keeping on keeping on in that we are less than a year into the new legislation. We’re always ambitious in what we want to achieve, but tempering that with reality means some of these messages haven’t spread far.

Now we’ve got people into a better mindset we have to produce the tools for them to execute successfully.

So you will see an increasing array of things from WorkSafe like apps, making our information and guidance really easy to absorb and act on. Most of health and safety is simple, and if you just do five or six things you’ll have made good progress.

The other side of that is the more we build the breadth and depth of our operational intelligence function the more we can direct our inspectors to the riskier workplaces. That will give us the benefit of letting the low risk community get on with it and use the tools that will be available to help them manage health and safety while we focus our efforts at those at the top end of risk.

If we get them to manage risk more effectively and target how we have those one-to-one encounters then I think that will be utilising the holy trinity of engage, educate and enforce effectively.

That will get us to where we need to be.

Do you have any advice for former Fonterra Director of Health and Safety Nicole Rosie as your successor?

I would tell her to get to know the business, its pressures, its people and its processes and start to mould the organisation in the direction that you want to take it.

Stay true to the cause of being an independent regulator. We’re in the business of satisfying our stakeholders – workers, managers, big business, small business, private sector, public sector, boards and politicians are all interested in what we do.

You can’t actually keep all those people happy all at the same time so you’ve got to stay true to what you think will deliver on the longer term outcomes that we are charged to deliver for New Zealand society.

You’ve also got expect that businesses that are in the business of change aren’t going to feel that change comfortably, so recognise that upfront rather than get too disappointed when people might attack you for some of the things you do.

How does the New Zealand system compare with the UK now?

New Zealand’s system is absolutely in better shape. Even when there was a lot of talk about health and safety gone mad last year, at least people were talking about it – the consciousness has been raised.

Some of the developments in the agricultural and forestry communities, the work we do in the construction industry – the idea of getting industry to own the problem is starting to take shape.

We’re starting to have the capability within WorkSafe to deliver

good educational collateral and good operational intelligence that enables us to identify the right targets for our inspectorate activity.

We’ve also got better legislation.

We’re absolutely comparing better now to the UK. In fact, we’re seeing some educational collaterals that are probably ahead of the game in the UK and it gives me great pleasure to say that.

There is some innovative thinking going on here and I think some of these tools are quite exciting.

Once people see them I think they’ll be quite appreciative that these are the sorts of things that the SME community in particular

“Most of health and safety is simple, and if you just do five or six things you’ll have made good progress” have been looking for – others will start to follow what New Zealand does rather than us casting around to copy what others are doing.

Some of these initiatives are already out there. We have our yappers on our website as a way of light-heartedly introducing some of the legal concepts that people can use, we’ve got some video animations of typical risk sites.

Later we’ll have a series called Around the Block, where you can take a virtual walk down the high street and go into a coffee shop, hairdressers or small roadworks and click on the particular hazards.

That will take you through to a

slightly more detailed explanation of how you can go about mitigating them.

What are your future plans?

I’m definitely not going back to the safety scene in the sense of a permanent full time role. It’s family that’s taking us back and I’ve already had a request to look after the grandkids at least one day a week – though I think it could be one day looking after them and six days recovering from looking after them! And of course, I’ll get to see the mighty Wigan Warriors in person again!

I’ve got a taste for New Zealand’s wonderful craft beer so I’m going to try my hand at brewing a bit. All in all, I’m going to drop the 9-to-5 existence but I will still be a consultant so I will still be providing advice – but not in terms of launching a second career.

Would you like to return to the New Zealand safety scene in future?

I’ve got a real fondness for the country and the organisation – it was great coming into it when it was starting off, the people in it were so committed. I’ll never be able to turn myself off from it – in fact I’m sure I’m going to be a constant pest always emailing my colleagues to check how they’re going!

If there was the opportunity to step back into the scene I would definitely be up for it. We’ll definitely come back to visit anyway.

One of the good things about being here for an indefinite time is that we took every opportunity to see the country, everywhere from Cape Reinga to Stewart Island. We just love the place – so I’ll certainly be back as a tourist if not as a health and safety practitioner.

www.isn.co.nz

11

Once you lose your hearing its gone forever!

Noise is everywhere, and much of it can be harmful to your hearing. Exposure to loud sounds, greater than 85 dBA over a period of 8-hours, can cause permanent hearing loss, as well as tinnitus and other health effects related to noise such as stress, anxiety, hypertension, sleep disturbance and fatigue.

Hearing protection is a must in high-risk noisy work environments, however the use of hearing protectors can at times be compromised due to the need to communicate with co-workers and the need to be aware of your environment with the ability to hear sirens, warning signals, etc. The concern is that when you lift normal earmuffs, or remove ear plugs to talk to someone, it defeats the purpose of using them at all.

Headset communication technology has come a long way in recent years and are ideal for usein a wide variety of industrial applications to improve site safety, facilitate site activities and conserve your hearing.

3M™ Peltor™ ProTac™ III Headset - Hearing protection and situational awareness

The 3M Peltor ProTac III Headset with level-dependent function for ambient listening helps you focus on your work and communicate with colleagues in noisy environments, without removing the hearing protection.

Stereo feedback will allow you to hear and better determine direction of alarms that include warning signals, reversing vehicle beepers and so on.

Technology is on your side in noisy work environments. Sudden loud noises are attenuated practically instantaneously, helping protect your hearing from potentially harmful noise levels.

Whilst constant rumbling and other potentially harmful noises in the work area are ever present, you can still speak normally and make yourself heard without needing to lift the headset. The ambient sound level can be adjusted incrementally in five steps to make sure warning signals, alarms and other sounds in machines and processes can be heard.

In combination with a cell-phone, the new ProTac III Headset can be your connection to the world while you work. Connect to the 3.5 mm jack on the headset to receive phone calls.

Another option is to connect a two-way radio if needed.

Your ProTac III Headset unit has a rugged design with dual shells. The electronic control equipment, mounted in the outer shell is protected from moisture and sweat generated on the inside of the earpad. Smart technology, practical design and user friendly functions will help you weather rough days in the field.

3M™ Peltor™ WorkTunes™ Pro Headset - Hearing protection and entertainment

The new WorkTunes Pro Headset makes it simpler to enjoy your favourite music throughout your working day. If you work in a noisy environment, you have every reason to choose a headset that not only help protects your hearing, but also entertains your ears. All the more reason to value the headset that offers features you can’t wait to use ... hearing protection, all day comfort combined with high audio quality entertainment.

The logic is simple – when you enjoy your work, you can get more done, quicker and efficiently. When you’re listening to your favourite music, it puts you ‘in the zone’ where everyday tasks seem easier and challenges are fun to tackle. The 3M Peltor WorkTunes Pro Headset has a built-in AM/FM radio with easy channel searching, so you don’t have to take off your hearing protection and risk being surprised by loud noises. The built-in antenna, fast digital tuning and ability to store stations makes the hearing protector flexible and easy to work with.

The WorkTunes Pro Headset also lets you connect your mobile phone to the headset with a 3.5 mm jack. Suddenly you have access to all your playlists, podcasts and exciting audiobooks just a key-press away, no matter where you’re working. And of course you have easy access to all incoming calls and signals on your phone. It may be easier to help protect your hearing when listening to your favourite music or radio station.

Your WorkTunes Pro Headset has a rugged design with dual shells. The electronics are protected from moisture and sweat generated on the inside of the earpad. Smart technology, practical design and user friendly functions will help you weather rough days in the field.

The 3M™ Peltor™ Communication Headset range can help solve two critical problems of noisy environments; providing hearing protection and enabling effective communication.

Contact your local 3M representative to find out more.

3M.com/nz/ppesafety | 0800 252 627 © 3M 2016. All rights reserved.

3M, Peltor, WorkTunes and ProTac are trademarks of 3M Company.

Tune out the noise.

Tune into sounds.

With level-dependent noise reduction, Peltor™ ProTac™ III headsets allow ambient sounds to filter through so you can remain aware of your surroundings and still communicate with colleagues. You can also connect your phone or audio device and listen to your favourite songs or audiobook through the built-in speakers.

Peltor™ WorkTunes™ Pro passive headsets allow you to plug in your audio device or tune in to your favourite station using the built-in radio.

Hearing protection never sounded so good.

3M.com/nz/ppesafety | 0800 252 627 © 3M 2016. All rights reserved.

3M, Peltor, WorkTunes and ProTac are trademarks of 3M Company. AV011453881.

3M PELTOR ProTac III ™

™

™

Hearing protection with leveldependent function for ambient listening

External audio input

Available in slim and regular size ear cups

3M PELTOR WorkTunes Pro ™

™

™

Hearing External protection audio input with built-in AM/FM radio

PPE

A breath of fresh air If fresh, clean non-polluted air is the elixir of life, why is it that we have to have laws to make us responsible for the health of those we employ?

R

ecently I was asked to visit a small business that manufactured and installed kitchen bench tops to discuss their future health and safety (H&S) requirements.

No H&S systems were available and the business owner had very few management systems in place.

But he was receiving enquiries from his key clients stating if he wanted to continue to supply them he would have to have H&S systems in place. His insurance broker had also asked him to address the issue.

After getting over the initial introductions and hearing his opinion that H&S was nothing more than common sense and that he had never had an accident, we got down to business.

During my observations, I noticed an employee approach the glue spraying booth, pick up a respirator off the work bench, put it on and proceed to spray adhesive onto the laminate.

When I asked the business owner if that was the normal process he nodded – was anything wrong with the way they did the spraying?

Here’s how my discussion with him went: Q: How often is the spray booth used during the day?

A: Continually by all the staff, including myself.

Q: Where is the extraction system turned on and by whom?

A: We don’t have one as it’s too expensive to install.

Q: Do you carry out annual medical checks for your employees?

A: No, do we have to?

I then proceeded to explain why this had to happen – especially with the exposure that he and his employees had to highly toxic solvent-based glues.

Q: Have you trained your staff in the safe use and application of the glues according to the glue’s material safety data sheet? (MSDS) A: What’s an MSDS? Another explanation followed.

I then picked up the respirator and asked:

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FIRST QUARTER 2017

respirator or change the filters?

A: Never, I have never really thought about it. It sounds like I do have an H&S issue – how do I fix it?

Sound familiar – then here’s a suggested action plan: • Ask your glue supplier to send you the latest copy of the MSDS • Discuss the MSDS information with your employees, especially the use of PPE and emergency procedures • Have an extraction system installed in the spray booth to remove any surplus glue spray in a controlled manner • Consult with a specialist supplier and purchase a respirator for each employee • Ask the supplier to train your employees in the safe use, cleaning and replacement of the filters • Purchase four plastic snap-lock containers, put the employees’ names on them and mount them on the wall near the spray booth.

Discuss the MSDS information with your employees, especially the use of PPE and emergency procedures Q: Do all the employees use this respirator?

A: Yes, what’s the problem – they only use for a few minutes at a time?

I then proceeded to fold back the latex face mask and show him the sweat, spittle, MDF dust, fungus and other nasties trapped inside.

Q: Do you also use this?

A: Not any longer. I see what you mean but the cost of buying a respirator for each employee would be expensive – I can’t afford to do it.

Q: You can’t afford not to.

A: What do you mean?

Q: If one of your employees came to work with the flu or a chest infection or worse, and he and all the other staff used the respirator what could potentially happen?

A: I suppose there would be the risk of all the staff and even myself contracting the flu.

Q: What financial impact would that have your business if all of you were off work for 3-5 days – let alone your clients and your business reputation?

I then reminded him of his legal obligation under the Health and Safety at Work Act to manage and to monitor the health and safety of his employees.

Q: How often do you clean the

When not in use: • clean the respirator after use and or on a weekly basis with sanitising wipes • place it in a zip lock plastic bag • store it in a snap-lock plastic container • read the manufacturer’s instructions as some filters can work 24/7 when exposed to the air • change the filters on a scheduled basis.

Lastly, identify and engage a qualified occupational health nurse to undertake health monitoring assessments for yourself and your employees.

Gordon Anderson is the managing director of Hasmate Ltd, which offers web-based compliance and risk management programmes across New Zealand

The Best of the Best PPE article this year is an extensive review of asbestos removal equipment in the March issue – read the full article on the home page carousel on www.isn.co.nz

Working smarter.

Our experienced team is dedicated to providing expert employment and health and safety legal advice with a strategic and commercial approach. We offer assistance and representation on all health and safety issues, investigations and prosecutions. ...........................................

Sherridan Cook, Partner 09 358 2555 // sherridan.cook@buddlefindlay.com Hamish Kynaston, Partner 04 499 4242 // hamish.kynaston@buddlefindlay.com Peter Chemis, Partner 04 499 4242 // peter.chemis@buddlefindlay.com Susan Rowe, Partner 03 379 5659 // susan.rowe@buddlefindlay.com

MANAGEMENT

Beating the bullies

Sensitive skin: Kiwifruit is like bullying – negative behaviour can impact the bottom line detrimentally in much the same way as one small nick or cut can ruin an entire pallet

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YEARBOOK 2016/2017

MANAGEMENT

Workplace bullying can be considered analogous to kiwifruit, says leading organisational psychology researcher Dr Helena D Cooper-Thomas

K

iwifruit are a major export earner for New Zealand: harvested, sorted, packed onto pallets, and sent off in shipping containers around the world.

If kiwifruit are handled well, they arrive in pristine condition. If kiwifruit are mishandled, for example in trying to work faster to get them packed more quickly, they can become cut and bruised.

One small nick can spoil a whole pallet of kiwifruit. Few customers are happy to buy rotten fruit, and the business suffers.

This analogy is a useful way of thinking about bullying and other negative behaviour in the workplace.

If people are – as is often said – your greatest asset, then invest the time and effort to treat people respectfully.

If you ignore incivility, rude remarks and bad behaviour, then you are allowing those small nicks to occur. Those cuts will fester and they risk spoiling the climate of your workplace.

Here’s some information and ideas on bullying to help you think about how it may be affecting your workplace, and what you could do.

WHAT IS BULLYING?

Bullying is a significant hazard in New Zealand workplaces, characterized by negative acts that may be directed at an individual either in more covert ways (e.g., being humiliated or excluded), or overtly (e.g., being shouted at, threats of violence), or in ways that focus on an individual’s work (e.g., persistent criticism of work or effort, excessive monitoring of work).

HOW FREQUENTLY DOES BULLYING OCCUR?

Using a stringent criterion of experiencing such negative acts over six months or more, approximately one in five New Zealand employees experience bullying.

On a weekly basis, approximately one in ten New Zealand employees witness bullying by others.

These prevalence rates are similar to other countries. For example, in the Australian state of Victoria, they have tracked bullying over time and found rates to be very stable.

In their research, one in five employees experience bullying.

However a higher rate is found for

witnessing bullying: one in three employees.

WHAT ARE THE COSTS OF BULLYING?

Commensurate with these high prevalence rates, bullying has high costs. For those who experience bullying, they experience negative emotions such as anxiety and depression, low self-esteem, they feel they cannot cope and often experience emotional exhaustion at work.

Unsurprisingly given the repeated criticism of the individual themselves and their work that is part of bullying, they report lower performance at work and may quit their job. There are also well-documented cases of suicide from workplace bullying.

Thus the ripple effects are much broader than just the perpetrator and target, affecting friends, family and colleagues.

Colleagues are also directly affected by witnessing bullying.

Witnesses to bullying report higher strain, lower well-being, lower performance and higher intentions of leaving.

Again, harking back to the analogy at the outset, allowing negative acts to occur can affect the climate of the workplace more broadly, having pernicious effects.

Identifying bullying can be difficult, especially as it can be subjective – what one person thinks is fun hijinks another may experience as intimidating, whether or not they are the target.

When identifying bullying, assess firstly whether the behaviour is reasonable or not, and secondly whether it is persistent or not.

sistence, depending also on how frequent the bullying behaviour is within that time frame.

HOW CAN WORKPLACES PREVENT OR REDUCE BULLYING?

Turning again to my analogy at the outset of packing kiwifruit, it is critical to have a respectful

“…over six months or more, approximately one in five New Zealand employees experience bullying…”

Taking the first of these, consider whether another person in the same situation would see the behaviour as reasonable or not.

If you decide it is unreasonable, then that is one criterion met.

The second criterion is whether the behaviour is persistent. A one-off incident is not bullying.

While persistence does not give you a specific guideline of time, many academic researchers in this area use a timeline of six months or more.

However, this is a long time to experience bullying, and I suggest a shorter timeline may reveal per-

climate which allows people to be fully engaged and authentic at work.

Employees can do their best work when they feel safe and valued. It no surprise then that I suggest organisational-level strategies as being the most important in preventing or reducing bullying.

An assessment of the organisational climate will provide information on where potential problem areas are, for example specific departments or particular types of work.

While surveys are a common way of doing this, more recent

How to beat workplace bullying Top tips for creating and maintaining a healthy work environment whilst minimising workplace bullying and harassment: • establish a policy or procedure that is visibly supported by senior management and seeks to define workplace bullying • provide a clear statement outlining that such behaviours are unacceptable under any circumstances and will not be tolerated by anyone at any level of the organisation • develop robust job descriptions that clearly show the delineation between work-related tasks and expected organisational behaviours and implement a set of appropriate measures for team and individual performance • be transparent – ensure there is a clear and simple reporting system for incidents of workplace bullying and harassment, with nominated contacts and access to mediation if required • build a positive workplace culture that promotes respect and dignity from a platform of strong organisational values • provide benchmarks for success such as

regular measurement of workplace culture • review policies and processes with staff to ensure they are fit for purpose and support employees to seek a resolution • implement an ongoing system of training around workplace bullying with appropriate levels of support for managers and employees as well as Human Resources personnel • ensure there are sufficient individuals who are trained to deal with workplace bullying and actively adhere to established policies and procedures • promote respect and understanding of difference – educating your employees about workplace diversity and cultural norms is a good platform for building an inclusive working environment • appreciating difference in the workplace will allow for better employee interactions and will encourage a culture where everyone feels respected and valued.

For more information and details about relevant training opportunities visit diversityworksnz.org.nz

www.isn.co.nz

17

MANAGEMENT

brief “pulse” surveys might be suited to this, or else data could be collected through interviews or focus groups.

Think about what will suit your workplace best, and how you can enable employees to be comfortable giving their views.

Leadership is critical in establishing and maintaining a respectful climate. Leaders should role model considerate behaviour towards others.

This does not mean avoiding conversations around performance standards, but rather that such discussions should follow best practice in being constructive conversations.

Leaders also play a critical role in dealing with negative behaviour. If leaders see misbehaviour or hear of it from colleagues, they should take the time to find out what happened and deal with it.

A laissez-faire approach, ignoring events as much as possible, suggests that leaders don’t care, and those with opportunities to bully may do so, safe in the knowledge that there won’t be repercussions.

My research with New Zealand academic colleagues found that bullying happened more in fastpaced and chaotic environments,

People person: Strong leadership nips bullying in the bud and ensures staff are treated respectfully and bullying dealt with promptly, says organisational psychology researcher Dr Helena D Cooper-Thomas

Beyond climate and leadership, organisations should have an anti-bullying policy and make sure this is accessible and implemented

especially where there was weak leadership.

In particular, where employees are reacting on the spot to the demands of customers, clients or patients, the immediate task demands may mean that other employees can get away with negative behaviour towards a target employee or group of employees.

In such environments, an employee on the receiving end of the negative behaviour may prioritise the immediate task demands and not stop to deal with the negative behaviour because doing so would look unprofessional; both as the task would be delayed and also because it would involve an interchange about the negative behaviour in front of others.

Strong leadership that role models intervention in such cases is likely to permeate through the culture, so that employees who

are targets or witnesses to such negative behaviours feel safe to speak up, knowing that they will be supported by their leaders.

Beyond climate and leadership, organisations should have an anti-bullying policy and make sure this is accessible and implemented.

Employees will feel safer knowing that their employer has taken the time to consider how bullying will be dealt with.

For more information, check out the government guidelines available via Work Safe New Zealand at www.business.govt. nz/worksafe/information-guidance/all-guidance-items/bullying-guidelines/01 Dr Helena D Cooper-Thomas is a registered psychologist and associate professor at the University of Auckland

The Best of the Best Management article this year is an overview of the new health and safety regulations in the March issue – read the full article on the home page carousel on www.isn.co.nz

New Zealand businesses vulnerable around workplace bullying Almost half of New Zealand workplaces don’t have a policy in place to deal with workplace bullying and harassment, a recent survey shows.

The latest New Zealand Diversity Survey revealed that only 56 per cent of Kiwi businesses have formalised the process for handling complaints around bullying and harassment.

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FIRST QUARTER 2017

Another 20 per cent have some sort of initiative in place to address this serious issue but, frighteningly, almost a quarter of organisations surveyed (24 per cent) indicated they had no framework set up to deal with workplace bullying.

Initiated in 2013 to create a better understanding of the key diversity challenges facing New Zealand organisations, the survey is carried out twice a year by Diversity Works New Zealand in partnership with the New Zealand Chambers of Commerce.

Diversity Works NZ Chief Executive Bev Cassidy-Mackenzie says conflict at work is inevitable but if it escalates into bullying, harassment or violence, it can have serious impacts.

“Apart from the personal cost for individuals, it also

comes with a huge cost for the business because the fall-out is higher stress levels and lower productivity, and higher absenteeism and turnover.”

Cassidy-Mackenzie says all organisations, even small businesses, have a responsibility to put policies in place to protect managers and staff.

“There are plenty of resources available to help organisations get started – Diversity Works New Zealand offers workshops on this issue and has a bullying and harassment policy template that’s free for members to access.”

Organisations are relying less on HR policies, in general, to address diversity issues, the survey showed.

The number of organisations considering diversity issues in relevant policies dropped from just over half in October 2015 (51 per cent) to 36 per cent in the October 2016 survey.

Innovative QSI produces some of the best safety equipment in the country The design, manufacture and testing of products at its ISO 9001 certified factory in Wanganui gives QSI tight control over quality

M

ore than four decades of experience in manufacturing has earned QSI a reputation for innovative product development.

The company also sources products directly from some of the world’s best manufacturers made to its own exacting standard.

“We like to take a proactive approach when discussing and developing our products with customers,” says General Manager Jason Myburgh.

“We go the extra mile to coordinate, develop and manufacture products tailored to their exact requirements.”

The latest example of that innovation is the Live Wire, a harness for linesman and tower workers.

The unique design helps eliminate suspension trauma when the

user is suspended from the front D ring or side pole strap rings.

“The leg fastening straps do not pass through the groin area which helps relieve pressure and circulation problems in a fall situation,” says Mr Myburgh.

“The adjustable seat and wide back padding provide comfortable support when working under work-position tension for long periods.”

Dielectric buckles are rated to 9kV and allow the advantages of a standard steel fitting without the risk of electrocution.

A cross-over shoulder design helps to eliminate pull down and discomfort in the shoulder area when stretching in difficult situations.

QSI is New Zealand’s first IANZ Accredited Height Safety Labo-

The QSI team put two years of development into the revolutionary safety harness the Live Wire for linesmen and tower workers

ratory; the company can test and certify height safety gear to AS/ NZS 1891.1:2007, AS/NZS 1891.3 and AS/NZS 5532 standards.

Every product QSI manufactures is tested to the strictest standard in our own facility on site.”

“This allows us to take our products to the limit many times

throughout the development process - rather than relying on fewer tests in expensive overseas based labs,” says Mr Myburgh.

The company produces a lot more than top quality height safety equipment with a diverse range of other products.

Apart from a wide range of general medical and safety products QSI offers quality first aid and emergency kits, industrial and specialised fire retardant clothing and a complete range of respiratory products.

QSI have been manufacturing and selling FR garments to resellers in NZ for over 15 years.

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HEALTH & INNOVATION

New research to improve asbestos disease diagnosis Australia’s Asbestos Diseases Research Institute has begun new research that aims to improve diagnosis of one of the most aggressive forms of cancer caused by asbestos exposure

A

ustralia has the world’s highest incidence of malignant pleural mesothelioma (MPM) per capita, with around 600 new cases diagnosed each year due to previous widespread use of the known carcinogen asbestos.

It is estimated that the incidence of malignant mesothelioma will continue to increase over the next two decades.

Researchers at the ADRI are now seeking to combat the threat by analysing molecular markers of patients diagnosed with MPM to try and identify the disease more easily.

Their research is being funded by a $25,000 grant from Slater and Gordon’s Health Projects and Research Fund.

ADRI Senior Research Scientist Dr Ruby Lin says diagnosis of MPM is traditionally quite difficult, especially in cases where biopsies are not available.

“Traditional methods of diagnosis often leave sufferers of malignant pleural mesothelioma with a very poor outlook by the time they

are diagnosed,” Dr Lin explains.

“We’re trying a novel approach for these patients by working to find non-traditional diagnostic and prognostic markers by looking at the molecular structure of their blood.”

A new blood-borne marker would be a significant advance in next generation diagnostic technology and could be developed into a simple, cheap, blood-based test.

“This would allow for the early identification of malignant pleural mesothelioma in people with a known history of asbestos exposure and could even improve their outlook.”

Slater and Gordon asbestos lawyer Joanne Wade says early intervention is key to improving survival rates for sufferers of asbestos disease.

“Hundreds of Australians continue to be diagnosed with mesothelioma, asbestosis, lung cancer and other asbestos-related diseases every year,” she notes.

“The dangers of asbestos should never be underestimated, with

Tread carefully: materials that may contain asbestos should be sampled and analysed to positively confirm whether or not asbestos is present as visual inspection alone is not sufficient

even low levels of exposure able to cause life-threatening illnesses.

“These diseases take, on average, 30 years to develop from first exposure and the prognosis can be dire once people are diagnosed.”

The Asbestos Diseases Research Institute (ADRI) at Sydney’s Concord Hospital was opened in

January 2009 in response to the increasing incidence of malignant mesothelioma in Australia.

The ADRI was established by the Asbestos Diseases Research Foundation (ADRF), a charitable, not-for-profit foundation dedicated to assist and support the research efforts of ADRI into asbestos-related diseases.

The Best of the Best Health article this year is an outline of the extensive services offered by the Red Cross in the September issue – read the full article on the home page carousel on www.isn.co.nz

Stop slip sliding away…

A

new wafer-thin new product reduces the impact of liquid drips, spills, heavy traffic, rolling chairs and other finish-eroding events on floors and surfaces.

3M™ Anti-Slip Surface Protection Film reduces slip hazards and keeps floors safe – even in heavy traffic areas. The thin, almost invisible film that protects surfaces from everyday wear and tear has been certified to a P4 slip rating.

The product comes in a 1.2m x 15m mini roll and a 80mm x 15m roll, which is ideal for staircases.

Reducing the number of stripping and recoating events required, 3M™ Anti-Slip & Surface Protection Film needs no special tools or techniques for installation or removal.

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FIRST QUARTER 2017

It’s ideal for waxed vinyl, sealed concrete, marble, ceramic tile, terrazzo and more, and is compatible with standard floor cleaning procedures and cleaning chemicals.

“The 3M™ Anti-Slip & Surface Protection Film will assist you with meeting a P4 slip rating classification for your problematic floors,” says 3M Product Engineer Ranmalee De Silver.

“In addition to meeting P4 slip resistance, the unique peelable feature of this product avoids the need to use mechanical methods or harsh chemicals to remove and replace coating as needed to maintain slip resistance – unlike competitive products out in the market.”

HAZARDOUS SUBSTANCES

Regulation revamp posing problems This year will be memorable for several reasons, particularly the advent of the much-heralded Health and Safety at Work Act (HSWA) 2015 in July

B

orn from the Pike River mining disaster, the HSWA incorporates the workplace chemical safety requirements of the previously separate and widely ignored Hazardous Substances and New Organisms (HSNO) Act 1996. New hazardous substances regulations will update the 2001 version.

While the HSWA rightly enjoys a high priority in the bid to reduce the workplace toll by 20 per cent by 2020, the revamp of the world’s leading national chemical management regime is regrettably proving more contentious.

A three-day MIBIE-led review of the key issues associated with the ageing HSNO 2001 regulations by industry experts identified the required changes, delivering a consensus on the solutions required to ensure New Zealand’s innovative chemical management regime would be fit for purpose for another 15-20 years.

The plan involves transferring the bulk of existing performance standards, together with remedying non-controversial issues, into the HSWA in Phase I. Major issues requiring a comprehensive debate include rescuing the faltering test certification regime and maintaining New Zealand’s unique melding of the UN Model Regulations for the transport of dangerous goods (UNMRTDG) and the Globally Harmonised System (GHS) of Classification and Labelling of Chemicals; enabling a seamless product transition from the transport phase to use in the workplace would follow in Phase II. Successful regulatory development follows a logical and proven three-step process: • first, regulators engage with key stakeholders to identify the problems and potential solutions • second, the options are discussed and a solution identified • third, the preferred solution is debated, agreed and defended through the regulatory approval process.

Regrettably, this robust process remains tantalisingly beyond our reach.

Peer pressure

The former NZ Chemical Industry Council chaired a panel of experts who reviewed the original draft HSNO regulations.

More than 1,000 errors, omissions and unrealistic performance requirements were identified – many of which were never addressed.

Now cabinet has approved the draft, Responsible Care NZ is seeking a peer review of key changes.

Separately, the EPA launched a public consultation round in September to garner support for a series of EPA Notices – a welcome initiative to streamline the cumbersome and lengthy parliamentary process to amend a regulation.

Regrettably, the EPA Notices amend several key chemical safety performance standards without explanation and not resulting from expert panel recommendations.

The contentious subjects in question weaken the value of safety data sheets (SDS) and product labelling.

SDS have evolved over many years and reflect international chemical safety standards – the SDS is the ‘encyclopaedia of knowledge’ for the product throughout its life cycle.

Primarily for the benefit of emergency responders, the SDS provides the foundation for chemical safety training, compliance and enforcement.

Responsible Care NZ has consistently advocated the manufacturer’s original SDS must be compulsory, available within the 10 minutes specified in HSNO and must also include a 24/7 emergency contact number from which the emergency services can quickly obtain detailed product information. A proposed ‘working hours only’ availability is clearly not fit for purpose.

Labelling requirements are another example of preserving international standards and best practice (UNRTDG/GHS) for quickly advising critical product hazard information, safeguarding everyone in contact with the product. Workers rely on product labels

for immediate hazard warning advice because they will rarely see an SDS. SDS compliance requirements, specified in international standards and industry best practice, HSNO Group Standards, HSNO Approved Codes of Practice and workplace training, must be included in the new regulations.

“The misuse and abuse of chemicals contributes to 600900 workplace deaths and injuries each year” Dangerous dabbling

Tinkering with proven international industry chemical safety standards risks creating ‘orphan’ compliance requirements unacceptable in a trading nation, while undermining worker health and safety and further complicating compliance and enforcement.

Undertaking changes to long-standing, proven performance standards without the endorsement of key industry stakeholders undermines compliance and confuses businesses and their customers.

Examples include deciding the HSNO classification need not be included alongside the appropriate GHS classification in the SDS, widely regarded as a retrograde step. Remember, information is all-important to chemical safety.

Innovation is always welcome.

The efficacy of our chemical safety regime is perhaps best maintained by the proven ‘by reference’ policy adopted for transport regulations.

Referencing compliance obligations to the latest edition of the UNRTDG and the GHS simplifies the educational process, is cost-efficient and quick to implement.

The misuse and abuse of chemicals contributes to 600-900 workplace deaths and injuries each year, which chemical suppliers are committed to preventing through the renowned global chemical industry’s Responsible Care® initiative.

Mutually beneficial collaboration between regulators and the regulated is essential if we are to improve workplace chemical safety.

Improving our enviable and far-sighted but dated national chemical management regime is welcomed by chemical suppliers, who will continue to bear the brunt of enabling compliance and supporting enforcement.

Buy-in by industry is the key to improving regulations and compliance. Chemical suppliers have always played a leading role by contributing our expertise to assessing the effectiveness of downgrading international industry best practice.

We can all do better. The eagerly awaited Phase II debate will determine whether our chemical management regime will be fit for purpose for another 20 years.

Barry Dyer is Chief Executive of Responsible Care NZ, the chemical industry association providing practical products and services to enable compliance with New Zealand’s world-class chemical management regime.

Talk to us today about your compliance requirements.

Tel: +644 499 4311 Email: info@responsiblecarenz.com Visit: www.responsiblecarenz.com

The Best of the Best Hazardous Substances article this year is a comprehensive look at HSNO audit procedures in the May issue – read the full article on the home page carousel on www.isn.co.nz

www.isn.co.nz

21

ENVIRONMENT

Aiming for zero harm Coca-Cola Amatil’s latest manufacturing facility is equipped with leading technology and processes to continue its award-winning health and safety policy

H

ealth and safety is obviously important at Coca-Cola Amatil’s (CCA’s) new Keri juice plant in Mangere, south Auckland, which can produce up to 800,000 bottles a day.

The $30 million plant on the 12,000-square-metre site near Auckland International Airport that opened in September will produce nine Coca-Cola-owned juices, flavoured waters, cordials and sports drinks.

Combining four sites into one and doubling production, it features new technology such as nitro hot-fill, a New Zealand first for use in bottle production, and sustainable packaging that cuts plastic waste by reducing bottle weight by 29 per cent.

The new plant will continue CCA’s proven six-year approach to ensuring ‘Zero-Harm’ is a core driver of its health and safety policy because the company appreciated that people are at the core of its business, says National Health & Safety Manager Susan Lahood.

“Chris Litchfield (MD of CCA NZ) is focused on the importance of caring about our people; what we do along with our health and safety initiatives stem from this belief”.

The company is working hard toward achieving the government’s 2020 target of a 25 per cent reduction in workplace injury, and is on the right path with no reported loss-time injuries during the new juice plant’s 14-month construction.

The project team responsible for the development of the state-ofthe-art juice plant had a health and safety focus from the onset of the project and was supported by a safety advisor who was on site daily.

“At the initial concept stage of the project’s development, it was important to bring the health and safety team on board to develop their programmes,” Lahood explains. “Being involved from the start ensured all health and safety considerations were taken into account very early on.”

Once the plant was in operation all staff went through several

22

YEARBOOK 2016/2017

Power plant: the $30 million facility at Mangere can produce up to 800,000 bottles a day using new technology such as nitro hot-fill

Automated action: the highly mechanised production line helps Coca-Cola Amatil maintain its proven six-year Zero Harm approach to health and safety

weeks of training before their actual start date.

“We held sessions around behaviour, about manual handling and we put everyone through their forklift licences again, in addition to being trained on the new machinery,” Lahood adds.

The company went above and beyond compliance and instead focused on what was best for its people, putting the emphasis on staff and how to keep them safe rather than simply following requirements.

CCA “personalises safety”, Lahood says. “This stems from the insight that we all have our reasons for going home safe, whether it be for our friends, partner, children or family,” she explains. “By personalising safety,

our people organically become more aware of its importance within the workplace.”

One of the workshops run by the CCA health & safety team involved staff putting pictures of their families or friends onto a board to highlight what’s important to them and why they wanted to go home safe and sound at the end of the working day.

The company culture of focusing on its people has made CCA one of the leading FMCG companies in the country for health and safety,

and one of only 14 companies across New Zealand and Australia to receive the prestigious AON Hewitt Best Employer accreditation for 2016.

Overall, the company just wants to continue to do what’s right, Lahood says, adding that health and safety is non-negotiable.

“It’s certainly seen as one of our company’s values, it’s all about doing right by our people,” she says.

“As a result, we have a highly engaged work force which translates positively to our bottom line.”

The Best of the Best Environment article this year is a detailed look at fire safety evacuation procedures in the May issue – read the full article on the home page carousel on www.isn.co.nz

INNOVATION

Keeping dangerous and toxic goods at bay

L

eading New Zealand retailer The Warehouse is using specially modified shipping containers to ensure thousands of bottles of perfume and nail polish are stored safely and securely.

The Warehouse Group Ltd is one of many companies using Royal Wolf’s dangerous goods containers to meet its hazardous goods storage requirements in order to meet new health and safety laws that demand tighter controls for dangerous substances.

Warehouse Group Wholesale Inbound & Inventory Manager Jasmine Taylor says the containers provide additional storage for products such as perfume and nail polish when its onsite dangerous goods bunker in Albany is at capacity.

“While nail polish and perfume are beauty accessories, in large quantities they are a high-risk product – when they are stored together they produce a hazardous atmospheric mixture,” she says.

“So it’s about reducing the risk

of a massive fire or explosion, and our specially designated dangerous goods bunker is the safest way to store these sorts of products.”

The containers, which are approved to hold 2,000 litres of product each, are required to be at least three metres away from buildings or other dangerous goods units.

Royal Wolf’s Executive General Manager New Zealand Paul Creighton says the containers are used across a wide range of industries – everything from paint

Safety record reflects focus on operational excellence

M

cLeod Cranes’ unmatched regional safety record is reason enough to be the first choice for the majority of industrial, building and construction companies in the Bay of Plenty.

Adding to that reputation is a specialist knowledge in rig logistics for the geothermal drilling industry in the Taupo region.

“It’s about unremitting customer focus and dedicated investment in customer service,” says Scott McLeod.

McLeod Cranes won the MSA Safety Leadership at the 2013 Site Safe Construction Health and Safety Awards.

Earlier in the same year the company was a finalist in the New Zealand Health and Safety Awards – the year before that they won it.

“We’re proud to enter these awards, as they represent rigorous, independent evaluations of our operational systems,” says Mr McLeod.

“For those we work for daily, it’s a key demonstration of our unswerving focus on operational excellence. Truth is, we bring the same focus to every single thing we do.”

Environmental responsibility is an important, and growing, area of attention. “It’s certainly an area of importance to us. Put simply, McLeod Cranes is committed to minimising the impact of our key activities on the environment. It’s another aspect of leadership which has resulted in the award of an Enviro-mark Bronze certificate.

“The team have now started to work towards the next levels, silver and gold,” says Mr McLeod.

storage at panel beaters through to the horticulture and agriculture sectors for storage of hazardous chemicals and sprays.

Creighton adds that many businesses and workplaces use dangerous substances on a daily basis and because people are dealing with them so often it can be easy to take it for granted. “But with WorkSafe NZ estimating between 500-800 New Zealanders die from occupational illness every year, many of which are caused by exposure to

dangerous substances, it’s an issue that needs to be taken seriously.”

WorkSafe NZ defines hazardous substances as “substances that are explosive, flammable, oxidising, corrosive or toxic to the environment. They can be a single chemical or a mixture of both hazardous and non-hazardous chemicals.

Most products used in workplaces are a mixture of chemicals.”

Royal Wolf dangerous goods containers: • are approved under Worksafe NZ’s Hazardous Substances and New Organisms legislation • (HNSO) • are available in 8-foot mini cube, a 10-foot pallet wide container and traditional 20-foot container sizes • are modified to include an internal emergency door release, and vents top and bottom • offer side door access in the 20-foot unit • can contain optional shelving solutions if required • are painted a distinctive bright yellow.

FOCUS: HASANZ CONFERENCE

Removing the risk from change management communication Three definitions are important when it comes to managing change communication in the new workplace health and safety environment, keynote speaker Dr Vincent Covello told the HASANZ Conference

The three definitions are: • risk communication – the exchange of information about risks • crisis communication – the exchange of information during, before, or after a crisis • change communication – the exchange of information about change.

All three share the same interconnected goals, namely to inform and educate, to build or repair trust, or to gain agreement,

The seven cardinal rules of change and risk management 1. Accept and involve the stakeholder as a legitimate partner 2. Plan carefully and evaluate performance 3. Listen to your stakeholder audience 4. Be honest, frank and open 5. Coordinate and collaborate with other credible sources 6. Meet the needs of stakeholders and don’t wait to be solicited for information 7. Speak clearly and with compassion.

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FIRST QUARTER 2017

persuade, or convince.

However, based on research, there have been definite and distinct alterations in the landscape when it comes to change communication.

Dictating change has given way to dialogue; from the one-way approach to a two-way, interactive approach, from the DAD model – (D)ecide, (A)nnounce, (D)efend – to a dialogue and participatory conversation based on listening, caring, empathy, authenticity, and transparency.

This is perhaps best observed with the marital communication example, which describes seven major topics of marital and family argument or dispute driven by change where communication skills are important.

These are: 1. Money 2. Children 3. Work versus gamily 4. In-laws 5. Division of labour at home 6. Intimacy/Sex 7. Communication.

A key takeaway message from this exercise and other change or high-concern situations is the rules for effective communication change in high-concern situations.

Change is a special type of high-concern situation. Highconcern situations produce stress and place special demands on the brain. Change and other high-concern situations require a different and more complex communication toolbox.

stress, and neuroscience can perhaps best be summarized by the SCARF model:

Common goals: risk, crisis and change communication all seek to inform and educate; build or repair trust; or gain agreement, persuade, or convince, Dr Covello explains

When people are stressed, concerned, or worried, they typically: • want to know that you care before they care what you know • have difficulty hearing, understanding, and remembering information • focus more on negative information than on positive information • focus more on what they hear first and last.

The key determinants that make up 50 per cent of trust, namely listening, caring, empathy and compassion, are assessed in the first nine to 30 seconds; followed by competence/expertise and honesty/openness and all other factors.

This intimate connection between change management,

Perceived Change

Source of Stress

(S)tatus

Reduced importance to others

(C)ertainty

Inability to meet expectations

(A)utonomy

Reduced control over work and events

Threat to (R)elatedness established group relations (F)airness

Inequitable distribution of costs/benefits

There are various risk/crisis/ change communication tools and templates that can help overcome these challenges. The first and perhaps most important of these is the CCO template. The CCO template calls for messages to be delivered with Compassion, Conviction and Optimism.

There is also: • the Rule of Three template, that consists of offering no more three messages at a time, repeated three times, with at least three proofs for each message • the Primacy/Recency template, that involves ranking and delivering the most important messages first and last

FOCUS

Assessed in first 9-30 seconds

Determinants of Trust in High Concern Situations Listening/Caring/Empathy/Compassion 50% Competence/Expertise 15-20% Honesty/ Openness 15-20% All Other Factors 15-20% Copyright, Dr. V Covello, Center for Change/Risk Communication

• the 1N = 3P template, where one negative is equaled or outweighed by three positives.

Perception or fear factors can also be summarised within a TBC template, comprising: • (T) Trust – determine by perceptions of listening/caring, competence/expertise and honesty/ transparency • (B) Benefits/Fairness – evaluated at the societal, community and personal level • (C) Control/Voluntariness – determined by choice, voice and knowledge.

One of the best and most efficient forums for implementing and benefitting from these templates is an open house, forum or information exchange platform that offers all stakeholders the chance to participate and air their concerns and suggestions.

Similarly, one of the most effective methods of implementing change management is the APP Strategic Tool: • Anticipate – Issues, Stakeholders, Questions and Concerns • Prepare – 3 Ms: (M)essages, (M) essengers, (M)eans of Communication • Practice – Practice, Practice, Practice.

This is essentially a seven-step process: • identify potential risk, crisis, or change communication scenarios • identify key stakeholders (audiences)

“The key is relentless preparation. Most of the concerns and questions of upset or concerned people can be predicted in advance.”

• identify stakeholder questions and concerns • develop key messages • develop supporting information • coordinate and test messages

with stakeholders and partners • plan for delivery.

As former New York Mayor Rudolf Giuliani noted in 1995: “The key is relentless preparation. Most of the concerns and questions of upset or concerned people can be predicted in advance.”

Message maps

One extremely effective method of clarifying major areas of concern and developing positive communications is a message map that identifies the solution and is reinforced by several supporting messages.

Take, for example, a question such as: What can people do to protect themselves from the new danger of mosquitoes carrying the Zika virus?

The key message is Remove

Three key objectives of health and safety risk communication Effective health and safety risk communication has three objectives: • communicate what is known about an occupational hazard and necessary controls • ensure workers understand what is being communicated • ensure workers have an opportunity to participate in the process.

The key words in effective communication are interaction and exchange, which require: • two-way communication • interactive communication • engagement, dialogue, and participation.

Standing Water, and the three subsequent messages indicate where standing water is found: puddles, flower pots/bird baths and old tyres, and even a cup or bottle cap of water.

The second key message, Wear Protective Clothing, is followed by advice to wear long sleeves/long pants at dusk/dawn, and, with the Zika mosquito, even during daylight hours.

The third key message, Use Insect Repellent, is followed by medical advice to use an insect repellent with DEET at 23 per cent concentration and to follow the directions on the label.

However, it should always be remembered that non-verbal communication such as body language: • provides up to 75 per cent of the message • overrides verbal content • is intensely and quickly noticed • and often interpreted negatively.

Ultimately, therefore, nothing ensures successful change, risk or high-concern communication like preparation and practice.

As Abraham Lincoln noted many years ago, “If I had all day to cut a large tree, I would spend most of the day sharpening my axe.”

Director of the Center for Risk Communication New York City, Dr Vincent Covello has more than 35 years’ experience advising organisations on handling communications in a wide range of change and crisis situations around the world. www.isn.co.nz

25

FOCUS: HASANZ CONFERENCE

Improving learning from workplace incidents The injury-prone dairy farming industry was the ideal sector in which to test the learning from incidents process, Massey University researchers Justine Croft & Dr Kirsten Bendix Olsen explained

T

he dairy sector has one of the highest injuries rates of any New Zealand industry – 2.5 times higher per 1000 full-time equivalents than the average of all industries combined.

The latest Accident Compensation Corporation statistics show there were 334 years lost time due to injury each year between 2008 and 2013 – yet there is a paucity of research into the ‘learning from incidents’ process within this industry.

The aims of the study were threefold: • identify the ‘learning from incident’ process in a dairy farming

26

YEARBOOK 2016/2017

organisation and compare this process with the theoretical step-wise, learning-from-incidents model developed from the chemical and manufacturing industry by researcher Dr Linda Drupsteen’s research team in the Netherlands • test Drupsteen and Hasle’s method for identifying barriers to learning from incidents in a dairy farming organisation • identify the barriers in this dairy farming group and what could be changed to improve learning from incidents. See Figure 1.

The study was based on the eight steps for successful change

Dr Kirsten Bendix Olsen

management outlined by leading change specialist J.P. Kotter in the Harvard Business Review in 2007:

• establish a sense of urgency • form a power-guiding coalition • create a vision • communication – “walk the talk” • empower others and remove barriers • short-term wins • consolidate the improvements by constant reassessment • institutionalise the new approach.

The case study involved a company that owned and operated nine dairy farms and employed 65 people, including three operational managers each supervising 3-4 farms, and supporting farm managers.

FOCUS

Figure 1. Process for learning from incidents, Drupsteen, Groeneweg & Zwetsloot, 2013

Figure 2.

It began with an interview with the firm’s H&S manager to identify: • the learning from incident process • participants for focus group interviews • two incidents – one with successful learning and one without.

Deep discussions

Two separate focus group interview were then conducted with health and safety representatives and farm managers, including supervising managers, to identify general learning and learning related to the two incidents.

These were followed by thematic analysis of interviews to identify: • the learning process (and different understandings of it) • the barriers to learning • how the learning process could be improved.

The focus groups first identified: • the ‘learning from incident’ process as they understood it • what in the ‘learning from incident process’ worked well and what didn’t • why steps in the learning process didn’t work well (i.e. barriers) • improvements which could reduce these barriers.

The results were interesting as no one individual or group fully identified the process for learning from incidents within this company, and each group showed little awareness of the process outside of their own involvement.

Barriers identified included a reluctance to report incidents, which were seen as a low priority in terms of the daily workload – although the largest farm said it

was “too busy not to”.

Other problems included a fear of blame, or perception of stupidity, embarrassment; the incident not being perceived as serious enough to report; and a ‘kiwi bloke’ attitude; as well as a reluctance to have to retrain.

Additional hindrances included (See Figure 2.): a lack of investigative skills cancellation or postponement of weekly team meetings issues not shared amongst staff from other farms within the group the summary of incidents was too brief, lacking in detail and “disinfected” by the categorisation process a poor follow-up process to ensure recommended actions were implemented • and a policy manual too large to be effectively read and understood.

Subsequent focus groups discussed the two specific incidents selected by the H&S manager and whether the participants believed there had been a successful learning outcome, why they thought it had been successful or not, what had changed and why had it changed or not.

“The difference was simply managers ‘walking the talk’ and enforcing the desired routine behaviour by establishing and encouraging a “powerful guiding coalition” to champion the change” Justine Croft

Differing views

The H&S manager thought the first incident resulting in leptospirosis had a “successful learning outcome”, writing a new policy and delivering PPE and the policy document to every cowshed.

However, the focus groups saw it as an “unsuccessful learning outcome”, recognizing that staff and managers had ignored both the PPE and the policy and no practice had changed as a result.

Interestingly, the second incident involving detritus in the paddock was viewed by the H&S manager as having an unsuccessful learning outcome because the problem continued to occur.

Conversely, the focus groups saw it as having a successful learning

outcome, a Paddock Warrant of Fitness (WoF) having been reinforced on all but one farm that was seen as an “outlier” that needed to be brought into line.

Tellingly, all supervisors and managers placed a strong emphasis on the WoF, which is now seen as part of the DNA of the company and part of the daily work routine.

The difference was simply managers ‘walking the talk’ and enforcing the desired routine behaviour by establishing and encouraging a “powerful guiding coalition” to champion the change.

The process also illustrated a lack of understanding of both ‘organisational learning’ and ‘change management’ processes, and the necessity to follow-up to ensure efficient implementation of actions and long-term learning.

Clearly the methodology for learning from incidents transposed well to the dairy industry from the chemical and manufacturing industries in the Netherlands, and worked well in identifying both the process and barriers to learning from incidents.

These barriers were particularly related to lack of commitment by the managers, especially relative to their commitment to the rest of the business such as milk production, and related well to John Kotter’s organisational learning barriers.

This, admittedly, was a small piece of research involving a small case study, but it’s clear that it’s important to have an outside person managing the research process, which should be repeated to see if it replicates before developing the methodology on other farms and other industries.

www.isn.co.nz

27

FOCUS: HASANZ CONFERENCE

To sit, or not to sit - that is the question Shakespeare doesn’t often feature at health and safety conferences but Massey University Professor of Ergonomics Stephen Legg and research student and physiotherapist Jane Pierce chose to paraphrase Hamlet in their presentation on adjustable height desks in the office

W

hether ‘tis nobler in the mind to stand or to suffer the slings and arrows of outrageous posture, or to arise and take arms against a sea of convention, and by opposing, end it …

To sit – to stand? To sit – perchance to move: ay, there’s the rub! For in that sitting of death what dreams may come when we have shuffled off this mortal coil, must give us pause to sit alone…

For who would bear the whips and scorns of sitting time, th’ oppressor’s seat, the proud man’s executive chair, the pangs of despis’d sitting, the insolence of the sitting office, and the spurns that patients of th’ unworthy makes, when he himself might both sit and stand with an electronic height-adjustable desk?…

Who would these fixed seats bear, to grunt and sweat under a weary life, with musculoskeletal discomfort dread, or even death – the undiscover’d country, from whose bourn no constant sitter returns…

It puzzles the will that we rather bear those ills we have, than fly to others that we know not of?

Thus sitting conscience does make standing cowards of us all…

Soft you now! The fair sitter – nymph-like – should also stand and in thy motion sitting pains will be only sins rememb’red.

Prolonged sitting is very prevalent: more than half of the working population’s 15 hours waking day is sedentary – work, leisure, travel.

It has been linked to serious health effects – diabetes, cardiovascular disease, possible cancer and obesity to name but a few.

This in turn has led to various scaremongering headlines over the years including: • Prolonged bouts of sitting are a killer, not just lack of exercise alone – British Journal of Sports Medicine, 19 January 2010 • Is Sitting a Lethal Activity – New York Times, 14 April 2011 • The Dangers of Sitting at Work – and Standing – Time Magazine, 13 April 2011 • Sitting all day is deadly – Bizshift 2013 • Do you have Sitting Disease?

Take a Stand! –www.computing-

28

FIRST QUARTER 2017

comfort.org, 16 May 2013 • Sitting will kill you, even if you exercise – CNN, 2015 These headlines beg the question – are there benefits in standing?

It’s an extremely pertinent query given that one study found that 50 per cent of the UK workforce is vulnerable to health problems related to prolonged standing.

This isn’t surprising, since prolonged standing is associated with low back pain, varicose veins, pregnancy issues, lower limb discomfort, plantar fasciitis and cramping.

Stand and deliver

Standing desks are proposed as a healthy alternative to sitting all day but the current evidence in support of their use is mixed to say the least: • productivity – increasing evidence on improved cognition and output • increased performance – mainly subjective

• weight loss – poor evidence, high inference • leg swelling – minimal • health – growing evidence, high inference • compliance and discomfort – inconclusive • increased standing – of course yes.

Misconceptions about standing desks include “they’re just a fad, “you have to stand all day”, “they only provide short-term results and people end up sitting most of the day anyway”, “they’re not private” and “they’re expensive”.

Yet even as long ago as the 17th century Italian physician Bernadino Ramazzini recommended that “prolonged static postures must be interrupted by movement”.

More recently, a 2001 study by Waterloo University Professors Jack Callaghan and Stuart McGill found that “standing appears to be a good rest from sitting given the reduction in passive tissue forces.

“However, the constant loading

with little dynamic movement which characterizes both standing and sitting would provide little rest/ change for muscular activation levels or low back loading.”

Increasing evidence such as this has led to numerous national and regional campaigns urging workers to get up and move regularly, including the Heart Foundation – Stand up for your health; the US – Take a Stand; Australia – Stand up Australia and Australia – Stand up, sit less, move more; and the UK – Sit less, Get Active.

Perhaps the best and most sensible common-sense recommendations are the Dutch ergonomic guidelines, which define the daily ‘safe zone’ as prolonged standing of less than one hour and a total day stand of less than four hours.

Various ideas have been put forward to mitigate the effects of prolonged standing including mats, compression stockings, shoe inserts and activity workstations, but it’s fair to say none have completely

Step counts Average

Standard Deviation

Control group

3988

3042

Intervention group

4287

3279

Activity levels Intervention Male

Intervention Female

Control Male

Control Female

Weeks 1-2#

26%

27%

15%

20%

Weeks 3-8

35%

28%

14%

19%

Weeks 1-2#

14%

5%

8%

7%

Weeks 3-8

15%

28%

6%

3%

Weeks 1-2#

1%

1%

0

2%

Weeks 3-8

33%

15%

<1%

<1%

Weeks 1-2#

60%

67%

77%

72%

Weeks 3-8

17%

30%

80%

77%

Walk >1.5m

Walk<1.5m

Stand

Sit

FOCUS

• communication about the purpose and evidence for the intervention to employees • champions to support the intervention messages.

Proactive interventions such as these can reduce office sitting exposure by over an hour each workday – although more research is needed on other sedentary occupations such as drivers.

Ultimately, however, the biggest barrier to change is management concern about productivity.

Local look

Stand tall: Professor of Ergonomics Stephen Legg demonstrates the benefits of an adjustable height desk, which can help mitigate the serious health effects of prolonged sitting

solved the problem.

Recent evidence-based recommendations include: • two hours of predominantly deskbased occupations increasing to four hours a day of standing and light activity during working hours (prorated to part-time hours) • regularly breaking seated work with standing work • using adjustable-height desks (AHDs) • taking standing or walking breaks.

Standing, walking and desk-based cycling have also been suggested but the long-term feasibility and extent to which these alternatives can be used is yet to be determined.

Plus, this type of ‘active’ sitting provides little cardio-metabolic benefit – though it may provide some musculoskeletal benefit.

Another way is active commuting, ‘being active’ during non-productive breaks at work, and substitution of work and non-work sitting tasks with standing and moving tasks throughout the day.

“Yet even as long ago as the 17th century Italian physician Bernadino Ramazzini recommended that ‘prolonged static postures must be interrupted by movement’” Time tasks

Whatever the choice, postures should be changed regularly and current evidence-based guidelines suggest that sedentary task bouts should be no longer than 20-30 minutes to obtain musculoskeletal and metabolic benefits.

Managers and workers should also use task variation to interrupt prolonged sitting by substituting

sitting with a non-sedentary task or a brief non-sedentary activity, For example: • using a standing or walking workstation for computer work • standing to read a document • holding meetings standing • walking with friends at lunchtime • standing for some of the public transport work commute • standing to talk on the phone • walking to deliver a message to a colleague rather than emailing • walking to get a drink or visit the bathroom.

Good job design can use substitution and interruption to minimise the harm from excessive occupational sitting.

Studies have found interventions targeting multiple aspects of the office work system are likely to be more effective than those targeting just a single aspect.

Successful and sustainable interventions include: • participative approaches that engage workers • creating social and physical environments to support/facilitate less sitting

An MPhil (Sci) (Ergonomics) thesis by physiotherapist Jane Pierce entitled “The effects of introducing adjustable height desks in an office setting on workplace and leisure physical activity levels – a randomised control field trial” examined the efficacy of AHDs. The 16-week study from July to November 2013 encompassed a medium-sized company in Hawkes Bay and involved 23 participants ranging in age from 22-58 years; 12 female and 11 male office workers employed 80 per cent full-time or more. Participants were randomly allocated into two groups.

The 11-strong control group of five women and six men used their own fixed-height desks, while the intervention group of seven women and five men were allocated electronic AHDs. Both groups used pedometers to measure their steps and compiled fortnightly diaries summarising physical activity of sitting, standing or moving less than 1.5 metres or moving more than 1.5 metres from their desks.

They were also tasked with filling in pre and post questionnaires that asked qualitative questions about their physical activity.

The study produced some interesting results (see tables).

Light physical activity clearly increased with AHDs, although reasons for gender differences in pattern of movement were inconclusive.

The intervention group reported increases of leisure activity alongside an increase in workplace activity, while there was no increase in subjective tiredness with increased activity at work.

The conclusion therefore is clear: To sit – to stand? To sit – perchance to move: ay, there’s the rub!

The fair sitter – nymph-like – should also stand and in thy motion, sitting pains will be only sins rememb’red! www.isn.co.nz

29

FOCUS: HASANZ CONFERENCE

A new era in managing hazardous substances New Zealand’s system for managing hazardous substances is changing to reflect the government’s health and safety reform, Environmental Protection Authority Senior Policy Advisor Tania van Maanen advised

T

he rules around managing risks to workers using hazardous substances will be transferred from the Hazardous Substances and New Organisms Act (HSNO) and regulations implemented by the Environmental Protection Authority (EPA) to the Health and Safety at Work Act (HSW) and regulations implemented by WorkSafe New Zealand.

“The changes are part of the government’s wider effort to improve workplace health and safety in response to the Pike River Mine tragedy,” van Maanen explains.

“We’re working closely with the Ministry for the Environment, the Ministry of Business Innovation and Employment and WorkSafe to implement changes that will help to improve health and safety at work in New Zealand”.

Combining the workplace health and safety aspects of the hazardous substance rules into the new Health and Safety at Work Act managed by one organisation, WorkSafe, was a recommendation made by the Independent Taskforce on Workplace Health and Safety.

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FIRST QUARTER 2017

This change will reduce the complexity of the rules and uncertainty for those businesses that use hazardous substances in their workplace, making it easier for businesses to comply and work towards fewer workplace injuries and illnesses.

The new hazardous substance regulations (not expected to come into effect until 2017) are the next in a suite of HSW regulations introduced earlier this year.

“Some elements will remain largely the same but there will be changes to some requirements,” van Maanen adds.

EPA changes

After the changes come into force, the EPA will continue to receive applications for hazardous substances, assess their risks and decide whether they should be approved for use in New Zealand.

The EPA will also continue to be responsible for setting the rules for classification, labelling, safety data sheets (SDS) and packaging, as well as for protecting the environment and public health.

One notable change of the reform

is that most of the hazardous substance rules the EPA remains responsible for will be set in EPA notices rather than by regulation.

“EPA notices are approved by the EPA Board rather than having to go through Cabinet like regulations do.

“This will allow us to update the rules quickly in response to changes in technology or international best practice,” says van Maanen.

Despite the EPA Board being able to approve notices there is still a requirement that the EPA consult with the people and industry affected by the proposed changes and take their feedback into account.

They must also take into account international best practice and have regard to the costs and benefits any changes to the rules will make.

Most of these EPA notices will come into force in 2017 when most hazardous substance regulations under HSNO will be revoked.

However, two notices are already in operation – the Hazardous Substances (Importers and Manufacturers Information) Notice 2015 and the Hazardous Substances (Enforcement Officer Qualifications) Notice 2015.

The former contains a new requirement for businesses that make or import hazardous substances to provide basic contact information to the EPA. The latter sets competency requirements for warranted hazardous substance enforcement officers based on knowledge and experience and no longer requires a set time to work under the guidance of a HSNOwarranted officer.

Close consultation

Several other notice proposals have been released for public consultation and the EPA is currently analysing the submissions on these.

These include proposals for the classification, labelling, safety data sheets, packaging and disposal of hazardous substances.

Currently open for consultation are proposals for a Hazardous Property Controls Notice, which covers two main areas.

One relates to setting requirements on environmentally hazardous substances, particularly around the safe use and management of agrichemicals.

FOCUS

The second relates to setting requirements on the access, use and storage of hazardous substances by the general public.

“All in all, we are confident that the development of EPA notices is a robust process that will allow for the consolidation of rules currently spread across many different regulations, approvals and transfer notices. This will simplify the rules and make it easier for people to understand their obligations.”

Enforcing the rules

In addition to the ability to develop EPA notices, the HSNO Amendment Act passed in September 2015 provides the EPA with a new enforcement role regarding approvals, labels, safety data sheets, packaging and the rules around product contents.

“The EPA’s enforcement role will make sure that the rules at the top of the supply chain are complied with. If these rules are followed, it means that labels and SDS will have the right safety information on them.

“This will mean everyone – workers in the workplace and people in

“…the development of EPA notices is a robust process that will allow for the consolidation of rules currently spread across many different regulations, approvals and transfer notices – this will simplify the rules and make it easier for people to understand their obligations…”

the home, will have access to the right safety information so they know what they are dealing with and how to keep themselves safe.”

WorkSafe will continue to enforce requirements around the use of hazardous substances in the workplace (under the new HSW Act).

They can also enforce workplace environmental and disposal controls under HSNO. The police will have a new responsibility under HSNO to enforce restrictions on age and the period of sale of retail fireworks.

The scope of transport agencies’ enforcement responsibilities will be reduced due to the split of controls that will see vehicles, including tank wagons and ships, fall under HSWA. There will be no significant change to the areas of responsibilities of enforcement agencies such as the Ministry of Health and local authorities.

trols will no longer apply – instead people will need to comply with the new HSWA Hazardous Substances Regulations. In many cases these regulations will contain elements previously contained under HSNO provisions.

The EPA website controls database will display the relevant HSNO and HSWA controls, and the EPA remains committed to providing a comparable level of information on controls as at present.

Finally, a new set of group standards will be reissued for “Day 1” that will reflect the movement of workplace controls to HSWA Hazardous Substance Regulations and the movement of other controls to EPA Notices.

Prior to these changes coming into effect the EPA and WorkSafe will be issuing guidance and information to help businesses understand their obligations under the new hazardous substances regime.

Following the rules

More information about this work can be found on the EPA website: www.epa.govt.nz/hazardoussubstances/hsno-reform/Pages/ default.aspx

Substances that are currently approved will still be approved post-commencement. However, the current HSNO workplace con-

www.isn.co.nz

31

ACCESS

Climbing successfully with ropes and ladders It sometimes surprises people to have to think of ropes and ladders as tools, Doug Carson observes

Required reading: The Best practice guidelines for working at height in New Zealand provide easy-to-use guidance for working with ladders and safety plans to minimise or eliminate risks

O

ften without any serious consideration to our own safety, we elevate ourselves to whatever height is required with unfit or damaged tools simply because they were on hand.

Everyone knows how to use a ladder right? Yet ladders and rooftop falls contribute to 70 per cent of all workplace injuries when working at height – most of which are less than three metres.

These figures suggest not all of us do know how to use a ladder in a safe manner. In fact, we are often unknowingly using ladders that are too short for the job and in positions that increase the likelihood of serious injury or death.

Preventing falls from height is often avoided by simply treating

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ladders and ropes as important pieces of Personal Protective Equipment (PPE) coupled with basic training, regular inspection and documentation.

Harnesses and ancillary gadgetry used for fall protection also require the same level of inspection and documentation.

Everyone has a responsibility to take reasonable practicable steps to ensure conformance, competence and compliance.

Ladder logic

Ladders are principally a means of access which are not designed as work platforms.

However, they offer quick options for short duration work, difficult access and jobs where space is limited.

“Ladders and rooftop falls contribute to 70 per cent of all workplace injuries when working at height – most of which are less than three metres” In construction and engineering, many jobs require the use of a ladder if only to support the need for close-up inspections.

Where common or repetitive tasks require ladder access then real consideration should be given to more permanent solutions like stairs and walkways.

While there is a requirement that all ladders used within a workplace ‘shall comply’ (mandatory requirement) with the New Zea-

land standard AS/NZS 1892, there is also a requirement for them to be ‘fit for purpose’.

Given the large range of shapes and sizes of ladders available, thought should be given to choosing the right one for the job. There may be a need for more than one type of ladder.

Modern workplaces provide health and safety processes to ensure the fitness of tools for the job.

This process requires analysing

ACCESS

the work prior to starting and to determine the overall scope of works, along with the hazards and the risks and mitigations possible.

Being self-employed or part of a small business does not make you exempt from taking these steps.

The Health and Safety at Work Act 2015 clearly tells us that we all have a role to play in keeping each other safe and the Best practice guidelines for working at height in New Zealand is the most relevant tool to help us achieve this.

By using these guidelines, we can ascertain whether ladders represent the safest method of access in the first place (including to perform work functions) or if other methods have better outcomes such as an Elevated Work Platform (EWP) or a scaffold.

Pre-planning pays

Considerations, such as the correct length, to ensure that ladders reach past the roof edge or platform by at least one metre mean that the worker will not need to stand on the top steps of the stepladder or work at the top of it opened out.

Pre-planning will show how the ladder can be secured or footed or otherwise stabilised.

Accidents regularly happen through an accumulation of events and faulty equipment is often a contributing factor. Regular (documented) inspections of the ladder with regard to bending, cracking or other damage, which can only be seen when examined closely, will help minimise the risk. You should register or log each item.

New Zealand Standards state ‘the manufacturer’s guidelines shall (mandatory requirement) be followed and the safe handling and transportation requirements with regard to manual handling and staff injury’.

If our tools are fit for purpose, does that mean you are competent to use them? Competency is defined in the New Zealand standards as having a mix of knowledge, training and experience, and like any tool staff are required to be trained in the safe use of ladders and supervised until competent.

There are no specific unit standards for training on the use of ladders (given the range of possible uses), but often their use is incorporated into other safe-workat-height courses.

Specific training courses can always be arranged with a training

provider or use an internal training programme that is organised to meet the needs of workers.

Staff need instruction on all the requirements, including safe work practice, selection and inspection, as well as safe lifting, handling and usage procedures.

The Best practice guidelines for working at height in New Zealand provide easy-to-use guidance for working with ladders and safety plans to minimise or eliminate risks.

To most of us, there are some obvious dos and don’ts such as overloading or over-reaching, but there are other factors you may never have considered.

For example, for the best anchorage while climbing a ladder always maintain three points of contact and consider a safety line in the event of a slip.

Roping risk

Like ladders, ropes are also tools.

The use of ropes for work is as old as time itself but it is important to take a modern approach.

If you have made the decision to use rope on the job, then you are most likely in a position of high risk – knowing how to manage that risk is crucial.

Relying on a line to help prevent serious injury (or death) requires a comprehensive understanding of how we use it to minimise or eliminate risks.

A rope with a job is often called a line – such as a handline, a haul line or a safety line.

They are flexible by design and can be used for a range of tasks from fall protection systems, including creating restraint-like situations, through to work positioning with the worker hands-free, or as fall arrest systems such as for those on ladders. They can be used for hauling of equipment and attaching as tag lines.

Ropes for PPE purposes, such as part of a fall arrest kit or a work positioning system, should always be kept separate from other types of ropes and slings.

If you put your trust in a length of rope to prevent a fall, do you really want to use a line that you’re unsure of its condition?

Ropes used for life support purposes should meet AS/NZS 1891 - Static Lifelines or other international standards such as EN 1496.

Like any tool they need to be regularly inspected to ensure they are compatible with the items they are combined with.

Head for heights: Staff need instruction on all height safety requirements, including safe work practice, selection and inspection, safe lifting, handling and usage procedures says PBI Height Safety Technical Consultant Doug Carson

Ensure all staff are trained for using rope for both working at height and rescue.

Identify any risks or the likelihood of a hazard and the degree of harm that might result from working at height Organise a log and inspection regime and check rescue kits are pre-assembled ready for use.

Rope requirements

Using various gadgets for positioning on lines often requires specific types of rope and sizes to function adequately. Ensure you buy the right rope for job.

Commonly in New Zealand, ropes of a Kernmantle construction of 11mm in diameter give very good handling and performance in a range of situations.

They generally have a breaking strain of around 3000 kg, and can have sewn eyes or be knotted to length.

Ropes should be tagged, which is often a sleeve shrink-wrapped on with the relevant details for the user.

They need to know its age and serial number for inspection and

most importantly its length.

Where multiple pieces of rope with a variety of uses are circulating in a business, it will be more important to maintain good logs to make sure that individual ropes are correctly identified for inspection and use.

All rope comes with the manufacturer’s guidelines to follow and require a level of competence to use.

Ensure all staff are trained for using rope for both working at height and rescue. Identify any risks or the likelihood of a hazard and the degree of harm that might result from working at height.

Factor any other PPE that will support you, including the use of a height safety helmet. The use of a height safety helmet can drastically reduce serious harm during falls where the helmet is retained on the head.

There are specific EN (European Norms) standards that relate specifically to work at height and carry multi-impact test requirements.

The AS/NZS 1801 Standard has been around for the past 20 year and only relates to persons working on the ground and are only designed to reduce injury in the case of dropped objects.

There are number of specfic places to obtain the latest information. Worksafe NZ offers information and guidance on its website (www.worksafe.govt.nz), which covers good practice for both the use ladders and other tools.

There are also guides for working on roofs, Work at Height (in general) and a best practice guide to Industrial Rope Access in New Zealand, which is very comprehensive in the general requirements.

Doug Carson is a technical consultant at leading height safety specialist PBI Height Safety

The Best of the Best Access article this year is an in-depth study of safety nets in the March issue – read the full article on the home page carousel on www.isn.co.nz

www.isn.co.nz

33

COMMENT>>LAW

Dangerous days: international studies have identified service industry employees who work in hotels and restaurants, health, education and social care, and public administration as more likely to be exposed to client-initiated violence

Assessing the risk of client-initiated violence in your work place Wearing a balaclava and armed with a loaded shotgun, Russel John Tully entered the Ashburton Work and Income New Zealand (WINZ) office on 1 September 2014 and shot four staff members, killing two

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FIRST QUARTER 2017

COMMENT>>LAW

T

ully set upon a plan to kill the employees who had dealt with him, after they had declined a number of his requests for assistance. Found guilty of murder, he was sentenced to imprisonment by the High Court.

The Ministry of Social Development (MSD) was charged under the old Health and Safety in Employment Act 1992 (HSEA) for failing to take practicable steps to protect its staff against the threat of client-initiated violence.

WorkSafe’s prosecution of the MSD is a signal to all organisations that deal with the public that they need to consider the risk of client-initiated violence. For organisations who have workers who are more likely to be exposed to client-initiated violence, this judgment is a timely reminder to review your risk management procedures in light of the District Court’s findings.

However, before traversing the District Court judgment and what principles can be taken away, we review the basic concept of client-initiated violence and how it could apply to your workplace.

What is clientinitiated violence?

Client-initiated violence is violence committed by an individual who has, or has had a service relationship with the victim or the victim’s organisation.

An incident may involve: • a one-off physical act of violence that results in a fatal or non-fatal injury or no obvious injury • some form of threat or verbal abuse.

Client-initiated violence can range in nature from abuse, covert threats, overt intimidation and physical assaults with or without weapons. While client-initiated violence is most commonly communicated face to face, it can also be conveyed by phone, email or letters. Verbal abuse and threats are the most common form of client-initiated violence.

Is your workplace at risk?

International studies have identified service industry employees who work in hotels and restaurants, health, education and social care, and public administration as more likely to be exposed to client-initiated violence.

In particular, high risk jobs and workplaces usually involve a lot of face-to-face contact with clients

and workers who: • handle money or valuables i.e. banks, retail stores, off-licence premises, bars • carry drugs or have access to them i.e. pharmacists, doctors, nurses • provide care and services to people who are distressed, fearful, ill or incarcerated i.e. healthcare workers, community workers • are relating to people who have a great deal of anger, resentment and feelings of failure, or who have unreasonable expectations of what the organisation and the worker can provide i.e. fire service, public administration occupations such as social workers, community workers • carry out inspection or enforcement procedures i.e. police, prison workers, probation officers, property managers • work alone i.e. taxi drivers, bus drivers, workers who visit client homes, service station attendants.

Research has identified that the two most common types of perpetrators who commit client-initiated violence are: • clients with a violent history who can be expected to be aggressive • clients who are “situationally” violent – for example, when they are frustrated by delays in service or refusal of benefits.

The harm caused

Client-initiated violence can have considerable impact on the victims, the workforce generally and the employer. Low level client-initiated violence can leave workers with high levels of anxiety, depression and stress-related illness. The Ashburton WINZ case is an example of the extreme level of harm that can result from client-initiated violence, with Tully’s actions leaving two employees dead and two seriously injured.

Learning from WorkSafe’s prosecution of MSD

Following the Ashburton shooting, MSD was charged under the previous HSEA. However, the principles applied by the court remain relevant under the current Health and Safety at Work Act 2015 when determining what reasonably practicable steps should be taken in the context of client-initiated violence.

In the Ashburton WINZ case, the court was required to assess whether the hazard of client-ini-

tiated violence at the Ashburton WINZ office was reasonably predictable, and if so whether MSD took all practicable steps to address the hazard, given the knowledge available to MSD prior to the incident.

a PCBU is required to take all reasonably practicable steps to address the hazard. This applies, even where the harm resulting from a hazard cannot be predicted as occurring at a particular time or place. An important part

“PCBUs, particularly those in the service industry, should look at implementing a formal process to identify whether client-initiated violence is predictable in their workplaces…”

The court determined that: • it was reasonably predictable that client-initiated violence involving manual assaults and assaults with weapons (other than firearms) existed at the Ashburton WINZ office. When making this finding the court reviewed not only incidents at the Ashburton office, but it also looked at MSD’s nationwide experiences and international trends in client-initiated violence.

• the implementation of a zoning model office design system, which used the zones to separate staff from clients and provided staff with a separate safe zone, was a reasonably practicable step in minimising the harm posed to the workers.

What we can learn from the Ashburton tragedy

When considering the risk of client-initiated violence in your workplace, learnings a ‘person conducting a business or undertaking’ (PCBU) can take away from the tragedy that occurred at Ashburton include: • a PCBU must now consider the risk of client-initiated violence in their workplace. PCBUs, particularly those in the service industry, should look at implementing a formal process to identify whether client-initiated violence is predictable in their workplaces and an assessment of what measures are in place to reduce the nature and extent of any such violence. Regular risk assessments should take place to objectively identify whether risk measures are adequate.

• where client-initiated violence is identified as a reasonably predictable hazard in the workplace,

of any PCBU’s risk planning is to prepare for the moment where a general risk may manifest as a specific violent event.

• if a PCBU carries out a large number of interactions with clients and only a relatively small proportion of these are violent, that will not bring the hazard below the scope of reasonable predictability.

In these cases, even if only a small proportion of interactions carry a risk of violence this may give rise to significant harm.

• in assessing the predictability of a hazard and the level of risk, it is important to take a macro approach. This requires an assessment of all circumstances, including domestic and international trends. In the case of national organisations, it will include a risk assessment of any underlying risk faced across all workplaces. This nationwide underlying risk may then be considered together with local temporal variations.

The Ashburton shooting has put a spotlight on the significant harm that can result from client-initiated violence in New Zealand. It is now more important than ever for a PCBU to consider the risk of client-initiated violence in its workplace.

This article was written by Sherridan Cook (partner) and Mere King (senior associate) at Buddle Findlay, one of New Zealand’s leading commercial law and public law firms with offices in Auckland, Wellington and Christchurch. Sherridan and Mere specialise in health and safety, and employment law www.isn.co.nz

35

AWARDS

Celebrating health and safety success Businesses and individuals leading the way in health and safety were rightly recognised at the Site Safe Evening of Celebration held at Alexandra Park in early November

T

he annual event attracted more than 270 guests and announced the winners of the 2016 Site Safe Construction Health and Safety Awards, as well as hosting the Site Safe Certificate in Construction Site Safety graduation ceremony.

The evening kicked off with a speech from the Minister of Workplace Relations and Safety, Michael Woodhouse, which was followed by the graduation ceremony, during which more than 70 graduates crossed the stage.

The event also recognised Site Safe’s newest Life Member, Bill Donaldson, who was presented

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FIRST QUARTER 2017

with a special trophy celebrating his life-long contribution to health in safety.

Site Safe Chief Executive Alison Molloy said Donaldson had been a “huge advocate” for health and safety in the Southland building industry.

“He has always fostered innovation and sought better ways of doing things,” Molloy said.

“He encourages subcontractors to bring their health and safety up-to-speed, and has facilitated meetings with the region’s major contractors to promote better health and safety.

“Colleagues say he has attracted

a team of loyal and dedicated staff, and has a reputation for putting the safety of his workers first.”

Guests were treated to a standup performance from 7 Days comedian Ben Hurley, which was followed by the highly-anticipated announcement of the 2016 Construction Health and Safety Award winners.

SAFETY INNOVATION

AGL Scaffolding and Rigging scooped the Unitec Safety Innovation Award for small to medium organisations for their scaffold awareness sessions.

The Christchurch-based busi-

ness initiated several of these awareness events, which highlighted what a safe scaffold should look like.

As part of the sessions, AGL invited participants to compare non-compliant and compliant scaffolds and encouraged other businesses to engage with best practice guidelines for working platforms and scaffolding.

The judges commented that it was “exciting” to see such a small business demonstrating such strong leadership and commended AGL for reaching out to other businesses by tackling a challenging issue head-on.

AWARDS

Big win: Jo Prigmore and Neill Kydd from Fulton Hogan Marlborough with WorkSafe Chief Executive Gordon MacDonald (centre) after receiving the WorkSafe Safety Contribution Award for an individual or small team

AGL’s Health and Safety Officer Kanei Johnson congratulated the other finalists, saying health and safety was not always an easy job.

“It’s not always an easy journey, but it’s great to be able to share a night together to acknowledge all the hard work that goes into health and safety.”

Swan song: Kensington Swan partner Grant Nicholson (left) with the Hunua Project Manager Tony Mills and Construction Manager Clem Gherardi, winners of the Kensington Swan Safety Leadership Award.

Farra Engineering won the Vertical Horizonz Safety Innovation Award for large organisations with its innovative modular lift hoarding system.

The system, which was designed and build by the Dunedin-based firm, allows natural light, equipment storage and ventilation into lift shafts, as well as providing a safe exit in case of emergency.

The hoarding system shows great potential for use in a wide range of other applications.

The judges said they were impressed by how well-researched, innovative and practical the system was.

Farra’s Health and Safety Manager Logan Miller said it was fantastic to see that health and safety was being recognised.

“It’s really good to see these kinds of events going on, especially in this industry, to recognise the really great things that are going on.”

The hoarding system had been designed by the workers themselves, Miller said. “This award is for them, more than it is for Farra.”

Willing workers: Farra Engineering’s Health and Safety Manager Logan Miller thanks the company’s workers in his acceptance speech for the Vertical Horizonz Safety Innovation Award for large companies

JUDGES’ SPECIAL MENTION

The judges made a special mention of NETcon in the leadership category.

The business was the first in New Zealand to implement “Mates in Construction”, a workplace suicide prevention programme heightening awareness of mental health issues by reinforcing the idea that suicide prevention is everyone’s responsibility.

The judges said tackling this difficult but important subject was a “courageous and proactive” move

by NETcon.

NETcon’s General Manager of Strategy, Operational Compliance and Security, Dave Armstrong, said suicide rates were high amongst middle-aged men, and it was an issue that must be addressed. “It’s all about guys looking after their mates and saying ‘hey, something is not right’.”

SAFETY LEADERSHIP

The Fulton Hogan/John Holland joint venture was awarded the Kensington Swan Safety Leadership Award for their dedication to creating a strong safety culture on the Hunua water main project.

The venture has fostered a zero-harm culture through several initiatives, including individual start cards, a spotter competency programme and the establishment of “Golden Rules”.

The judges said: “The joint venture deserves to be recognised for its array of initiatives that improve the safety culture on site.

“The venture’s approach shows how important it is to engage with workers and subcontractors from the very beginning of the process.”

Hunua’s Project Manager, Tony Mills, said that he and his team had taken up the challenge to drive a better health and safety culture on the long-term project.

“And I’m immensely proud to be a part of that process.”

SAFETY CONTRIBUTION

Jo Prigmore and Neill Kydd from Fulton Hogan Marlborough took out the WorkSafe Safety Contribution Award for an individual or small team for leading a step change in quarry management practices.

The judges were particularly impressed by the pair’s “guarding wheel” tool, which allows workers to calculate the safe distance for guarding machinery.

The Fulton Hogan duo were also congratulated on creating better access to safety information by developing a quarry management

plan, handbook and audit tool.

The judges commented that it was “fantastic to see people taking a collaborative approach on safety”. They felt the guarding wheel was a practical yet engaging innovation which had the potential to go a “long way” towards improving quarry safety.

Safety Manager Jo Prigmore said keeping things practical had been a big part of making their guarding wheel a success.

“If you can make safety practical, people will join in with you – it’s not impossible to get people to change their ways.”

RECORD GRADUATES

This year Site Safe had a record 219 graduates, many of whom attended the official graduation ceremony at Alexandra Park.

By participating in a range of Site Safe courses, students earn NZQA credits towards the Certificate in Construction Site Safety qualification, which leads to lifelong learning and the development of leadership skills in health and safety.

Site Safe offers a scholarship programme for this certificate-level course and this year announced eight scholarships will be awarded. www.isn.co.nz

37

MANAGEMENT

Resilience key to enjoying jobs – and life A quarter of all employees view their jobs as the number one stressor in their lives, making it more important than ever to develop resilience

R

esilience is not about avoiding stress or being free from the impact of highly challenging events. Resilience is the ability of individuals to positively adjust to adversity, and to recover when life has thrown a curve ball at them.

Research has shown that resilience can be increased by building personal strengths in five key areas: • fostering positive and nurturing professional relationships and networks • becoming more reflective • developing a growth mindset • getting to know your emotions • achieving life balance and spirituality.

A PwC study demonstrated that initiatives and programmes fostering a resilient and mentally healthy workplace returned US$2.30 for every dollar spent — the return coming in higher productivity, lower absenteeism and decreased turnover.

Fostering positive and nurturing professional relationships and networks

Everyone needs to be nurtured sometimes, and it is important to foster these relationships. That means actively seeking mutually beneficial, supportive relationships at work, such as mentors or buddies. For some it may mean a combination of social media and ‘coffee meetings’ to proactively network. For others it may mean to spend quality time with that person who has your back when things get a bit frantic.

Becoming more reflective

Reflection is a way of developing insights and understanding of what is going on. Reflection helps us to develop knowledge and learn from past mistakes as well as from successes. Reflection often serves as a catalyst for thinking and growing.

Writing about an experience is 38

FIRST QUARTER 2017

Having insight into the emotional needs of others can help spawn ideas for different ways of working with each other to reduce adversity.

Achieving life balance and spirituality

known to be a useful reflection tool – be it project notes, post-incident analyses, formal reports or informal personal journals.

Talking through an experience with a trusted friend, partner, coach or mentor who encourages reflection through enquiring questions is another approach to gaining insights and understanding.

Developing a growth mindset

People with a growth mindset see challenges as something that they can overcome with effort, new strategies, learning, help from others and patience.

Developing a growth mindset can be learned by: • acknowledging and embracing imperfections – hiding from your weaknesses means never overcoming them • trying different learning and problem solving tactics – there is no one-size-fits-all model for learning and what works for one person may not work for you • stopping to assume that ‘room for improvement’ feedback translates into ‘failure’ • no longer trying to save face all the time and admitting to having goofed up now and then – it’ll make it easier to

“Resilience is the ability of individuals to positively adjust to adversity, and to recover when life has thrown a curve ball at them” take risks in the future • learning fast isn’t the same as learning well, and learning well sometimes requires allowing time for mistakes.

Getting to know your emotions

Resilient people are able to see positive aspects and potential benefits of a situation, rather than being continually negative or cynical. Positive emotions and laughter have benefits most of us are familiar with.

Becoming more reflective will increase the ability to understand one’s own emotional needs and reactions and those of others.

The ability to positively adjust to adversity and recover from life’s curve balls is strong in people who have a sense of connectedness, achieve life balance and have an ‘anchoring force’ in their life.

Spirituality may enhance health and well-being by enabling people to access beliefs and practices designed to bring comfort and strength in midst of stressful events. Similarly, a sense of meaning and purpose can actually be critical for surviving and thriving in the face of stress and adversity.

Regardless of spiritual beliefs, it is important to strive for life balance by participating in a range of healthy activities outside professional life: • physical activities – move your body differently than you may do at work • making sure that one regularly does something that nourishes emotionally and spiritually.

It pays to remember: • things will go wrong • life will not always be a bed of roses • mistakes will be made • people will annoy people • stuff happens.

Embracing the ‘warm and fuzzy’ side of working and living with people is likely to be more effective than wishing things would be different, or ignoring the fact that people may need active support to improve their resilience.

Dr Andrea Polzer-Debruyne is senior consultant at PeopleCentric, a group of psychologists that work with organisations in a variety of industries towards increasing individual and organisational capabilities and well-being

Suppliers & Services Directory 2017

www.isn.co.nz

39

ACCESS & HEIGHT SAFETY ANCHORS & HOOKS NZ Safety Blackwoods

PBI Height Safety

PBI Height Safety

Paramount Safety

DESCENT & RESCUE NZ Safety Blackwoods

Qsi Safety

0800 660 660 nzsafetyblackwoods.co.nz

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

0800 660 660 nzsafetyblackwoods.co.nz

EDGE PROTECTION Edge Protection NZ Ltd

0800EDGPRO (0800 334 776) info@edge-protection.co.nz www.edge-protection.co.nz

Intaks

Contact: Joel Warren, General Manager 07 577 6469, 027 560 0247 info@intaks.co.nz

FALL ARREST NZ Safety Blackwoods

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com Contact: Matt Grinsted Tel 09 525 8090 nz@paramountsafety.co.nz www.prosafetygear.com.au 06 348 9522 Contact: Jason Myburgh, General Manager jason@qualitysafety.co.nz www.qsisafety.com

HARNESS NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

Paramount Safety

Contact: Matt Grinsted Tel 09 525 8090 nz@paramountsafety.co.nz www.prosafetygear.com.au

PBI Height Safety

0800 660 660 nzsafetyblackwoods.co.nz

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

PBI Height Safety

Qsi Safety

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

FALL PROTECTION Intaks

Contact: Joel Warren, General Manager 07 577 6469, 027 560 0247 info@intaks.co.nz

06 348 9522 Contact: Jason Myburgh, General Manager jason@qualitysafety.co.nz www.qsisafety.com

LADDERS NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

Edge Protection NZ Ltd Temporary roof edge protection systems direct to the trades.

Our systems are the simplest and most cost effective on the market and cater for all applications throughout the construction sector.

Each of our systems is capable of using timber or scaffold tube for the guardrails and can increase site efficiency and ensure working at heights compliance without the need for scaffolding.

0800EDGPRO (0800 334 776) info@edge-protection.co.nz www.edge-protection.co.nz 40

INTAKS NZ Ltd INTAKS is the award-winning scaffolding and roof-edge protection system that delivers efficiency on site, reduces costs, and improves safety.

A lightweight, multiconfigurable system that boasts a growing range of combinations to provide solutions for working at height on residential and commercial sites.

The simple yet sophisticated design allows for ease of installation, adaptability, lower transport costs and labour efficiency.

07 577 6469 0275 600 247 info@intaks.co.nz

FIRST QUARTER 2017 DIRECTORY OF SUPPLIERS & SERVICES

PBI Height Safety

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

SAFETY KNIVES & BLADES MARTOR Australia +61 3 5940 4476 info@martoraustralia.com.au www.martoraustralia.com.au Contact: Monica Cobban

Paramount Safety

Contact: Matt Grinsted Tel 09 525 8090 nz@paramountsafety.co.nz www.prosafetygear.com.au

SCAFFOLDING Intaks

Contact: Joel Warren, General Manager 07 577 6469, 027 560 0247 info@intaks.co.nz

PBI Height Safety New Zealandâ&#x20AC;&#x2122;s only specialist provider of engineered proprietary safety systems, anchors, fall protection, abseil systems and confined space equipment backed by an experienced company which is proudly 100% New Zealand owned and operated.

Our services include consultancy, risk assessment, providing height safety solutions for fall arrest/fall restraint/abseil/confined space work.

For peace of mind contact PBI today 0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

NZ Safety Blackwoods As New Zealandâ&#x20AC;&#x2122;s leading supplier of safety equipment, engineering supplies, uniforms and packaging, nothing is more important to us than helping you get the job done.

Our extensive product range, portfolio of specialist services, and network of 33 Trade Centres around the country, means we can assess and fully understand your unique requirements, providing you with the right solution at the right price. nzsafetyblackwoods.co.nz 0800 660 660

PERSONAL PROTECTIVE EQUIPMENT EYE & FACE PROTECTION Dalton International Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

Paramount Safety

PROTECTIVE CLOTHING Dalton International

PBI Height Safety

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

FOOT PROTECTION NZ Safety Blackwoods

Paramount Safety

HAND PROTECTION Dalton International

Qsi Safety

0800 660 660 nzsafetyblackwoods.co.nz

Dalton International

PBI Height Safety

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

Contact: Matt Grinsted Tel 09 525 8090 nz@paramountsafety.co.nz www.prosafetygear.com.au

0800 660 660 nzsafetyblackwoods.co.nz

Contact: Matt Grinsted Tel 09 525 8090 nz@paramountsafety.co.nz www.prosafetygear.com.au

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

BREATHING APPARATUS NZ Safety Blackwoods

Paramount Safety

Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

MARTOR Australia

+61 3 5940 4476 info@martoraustralia.com.au www.martoraustralia.com.au Contact: Monica Cobban

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

HEARING PROTECTION NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

Contact: Matt Grinsted Tel 09 525 8090 nz@paramountsafety.co.nz www.prosafetygear.com.au 06 348 9522 Contact: Jason Myburgh, General Manager jason@qualitysafety.co.nz www.qsisafety.com

RESPIRATORY EQUIPMENT Dalton International Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

+61 3 5940 4476 info@martoraustralia.com.au www.martoraustralia.com.au Contact: Monica Cobban

TOOLS & EQUIPMENT MARTOR Australia

+61 3 5940 4476 info@martoraustralia.com.au www.martoraustralia.com.au Contact: Monica Cobban

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

PBI Height Safety

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

Segno Safety NZ Ltd

0800 473 466, 07 846 6146 Contact: Ken Frazer, Business Manager 027 477 4579 ken@segno.co.nz www.segno.co.nz

WORKWEAR NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

PBI Height Safety

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

Qsi Safety

06 348 9522 Contact: Jason Myburgh, General Manager jason@qualitysafety.co.nz www.qsisafety.com

Paramount Safety

Contact: Matt Grinsted Tel 09 525 8090 nz@paramountsafety.co.nz www.prosafetygear.com.au

TriEX New Zealand’s most comprehensive Workplace Health, Safety, Wellness & First Aid provider. TriEx health services include PreEmployment Assessments, Health Monitoring, Drug & Alcohol Testing, and Flu Vaccinations. Occupational Hygiene services include Environmental Monitoring and Asbestos Sampling & Training.

We also offer Workplace Safety Advice and First Aid Training courses.

03 343 2997 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

SAFETY KNIVES & BLADES MARTOR Australia

Paramount Safety MARTOR Australia Experience proven quality with MARTOR, your leading supplier of safety knives in New Zealand. Our extensive range of products are equipped with reliable, tested and innovative safety technologies.

Suitable for many types of materials and cutting tasks such as cardboard, paper, plastic strapping, tape, bagged goods, rope, and shrink film. +61 3 5940 4476 info@martoraustralia.com.au www.martoraustralia.com.au Contact: Monica Cobban

Qsi Safety Qsi import and manufacture quality safety products including medical, first aid, survival and emergency kits, spill and absorbent products and height safety and rescue equipment. PPE products include flame retardant clothing.

Pacific Park, Wanganui 06 348 9522 jason@qualitysafety.co.nz www.qsisafety.com Contact General manager, Jason Myburgh

The wholesale company behind strong brands such as Pro Choice PPE, LinQ Height Safety, Thorzt Hydration, SignVIS Safety Signs and Pratt Safety Systems for Dangerous Goods Cabinets and Emergency Showers and Eyewash Stations.

If you need Certified Safety Products, then call the experts.

Q/63 Hugo Johnston Drive Penrose, Auckland 09 525-8090 NZ@paramountsafety.co.nz www.prosafetygear.com.au Matt Grinsted, General Manager Matt@paramountsafety.co.nz www.isn.co.nz

41

TRAINING & MANAGEMENT ASBESTOS CONTROL Asbestos Environmental Consultants

Contact: Samantha Martinez – Business Manager 09 424 5767 or 0210 845 0002 sam@asbestosnz.com www.asbestosnz.com

CHEMICAL SAFETY & LABELLING FETS 0800 338748 contactfets@fets.co.nz www.fets.co.nz

Worksafe Training

0800 967 572 worksafe@nzsafetyblackwoods. co.nz

Technical Compliance Consultants (NZ) Ltd

Contact: Geoffrey Meikle, Managing Director g.meikle@techcomp.co.nz Tel: +64 9 475 5240, 021 113 4326 www.techcomp.co.nz

COMPLIANCE, HSNO & LEGAL Buddle Findlay

Auckland 09 358 2555 Wellington 04 499 4242 Christchurch 03 379 1747 bfmail@buddlefindlay.com ww.buddle Findlay.com

PBI Height Safety

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

Technical Compliance Consultants (NZ) Ltd

Contact: Geoffrey Meikle, Managing Director g.meikle@techcomp.co.nz Tel: +64 9 475 5240, 021 113 4326 www.techcomp.co.nz

Vertical Horizonz

1/828 Chadwick Rd Gate Pa, Tauranga 3112 0800 72 33 848 info@verticalhorizonz.co.nz www.verticalhorizonz.co.nz

Worksafe Training

0800 967 572 worksafe@nzsafetyblackwoods. co.nz

CONFINED SPACE & EMERGENCY RESPONSE FETS 0800 338748 contactfets@fets.co.nz www.fets.co.nz

PBI Height Safety

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

Worksafe Training

0800 967 572 worksafe@nzsafetyblackwoods. co.nz

EMERGENCY RESPONSE AND PREPAREDNESS FETS 0800 338748 contactfets@fets.co.nz www.fets.co.nz

People Centric Associates

ENVIRONMENTAL TRAINING Worksafe Training 0800 967 572 worksafe@nzsafetyblackwoods. co.nz

FIRE SAFETY TRAINING FETS 0800 338748 contactfets@fets.co.nz www.fets.co.nz

Vertical Horizonz

1/828 Chadwick Rd Gate Pa, Tauranga 3112 0800 72 33 848 info@verticalhorizonz.co.nz www.verticalhorizonz.co.nz

Worksafe Training

0800 967 572 worksafe@nzsafetyblackwoods. co.nz

Pilz New Zealand +64 9 634 5350 office@pilz.co.nz www.pilz.com

FIRST AID TRAINING New Zealand Red Cross National Education & Training Centre 0800 RED CROSS firstaid@redcross.org.nz www.redcross.org.nz

TriEx

03 343 2997 Freephone: 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

Vertical Horizonz

09 963 5020 libby@peoplecentric.co.nz www.peoplecentric.co.nz

1/828 Chadwick Rd Gate Pa, Tauranga 3112 0800 72 33 848 info@verticalhorizonz.co.nz www.verticalhorizonz.co.nz

Responsible Care NZ

04 499 4311 Contact: Barry Dyer, Chief Executive info@responsiblecarenz.com www.responsiblecarenz.com

Buddle Findlay Buddle Findlay is one of New Zealand’s leading commercial and public law firms, with offices in Auckland, Wellington and Christchurch. Our national team of health and safety specialists provide strategic advice across a wide range of industries.

Auckland: 09 358 2555 Wellington: 04 499 4242 Christchurch: 03 379 1747 www.buddlefindlay.com bfmail@buddlefindlay.com 42

FIRST QUARTER 2017 DIRECTORY OF SUPPLIERS & SERVICES

0800 967 572 worksafe@nzsafetyblackwoods. co.nz

FORKLIFT & EWP TRAINING Vertical Horizonz 1/828 Chadwick Rd Gate Pa, Tauranga 3112 0800 72 33 848 info@verticalhorizonz.co.nz www.verticalhorizonz.co.nz

Worksafe Training

0800 967 572 worksafe@nzsafetyblackwoods. co.nz

HEIGHT TRAINING Edge Protection NZ Ltd

0800EDGPRO (0800 334 776) info@edge-protection.co.nz www.edge-protection.co.nz

FETS

0800 338748 contactfets@fets.co.nz www.fets.co.nz

PBI Height Safety

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

Qsi Safety

06 348 9522 Contact: Jason Myburgh, General Manager jason@qualitysafety.co.nz www.qsisafety.com

Vertical Horizonz

1/828 Chadwick Rd Gate Pa, Tauranga 3112 0800 72 33 848 info@verticalhorizonz.co.nz www.verticalhorizonz.co.nz

Worksafe Training

0800 967 572 worksafe@nzsafetyblackwoods. co.nz

Worksafe Training

Connexis The Industry Training Organisation for New Zealand’s Infrastructure Industry. One of the ways we build skills is through nationally-recognised qualifications. These are mainly achieved on the job and provide structured career pathways for people in our industry. We work in industry sectors including Civil Construction, Water (water treatment, wastewater treatment and water reticulation), Electricity Supply and Telecommunications.

0800 486 626 Wellington 0800 437 486 Hamilton askus@connexis.org.nz www.connexis.org.nz

Worksafe Training

FETS We go beyond minimum training requirements ensuring participants have a complete understanding of the hazards involved in working at height, in a confined space, completing hot work or isolating equipment. We teach them to recognise hazards and what preventable measures to take. This knowledge gives greater safety awareness thus enabling better decision making, teamwork and problem solving.

0800 338748 contactfets@fets.co.nz www.fets.co.nz

NZ Safety Blackwoods Worksafe Training has been operating as a specialised training organisation, with a philosophy focused on the areas of Health, Safety and the Environment since the introduction of health and safety legislation. We have range of cost effective courses suitable for all employees, and will work with you to identify your specific training requirements.

For more information, contact our training co-ordinator: 0800 967 572 worksafe@ nzsafetyblackwoods.co.nz

HR & RECUITMENT Buddle Findlay

Auckland 09 358 2555 Wellington 04 499 4242 Christchurch 03 379 1747 bfmail@buddlefindlay.com www.buddle Findlay.com

Hard Hat Recruits

Tel: 09 282 3156 Email: info@hardhatrecruits.co.nz

edenfx

Contact: managing director Alison Gill - CMIOSH, MRCSA, MInstD 09 424 8367 info@edenfx.co.nz www.edenfx.co.nz

LEADERSHIP TRAINING Connexis 0800 486 626 Wellington 0800 437 486 Hamilton askus@connexis.org.nz www.connexis.org.nz Legal Obligations Literacy training

OCCUPATIONAL HEALTH & SAFETY Worksafe Training

0800 967 572 worksafe@nzsafetyblackwoods. co.nz

People Centric Associates (NZ) 09 963 5020 libby@peoplecentric.co.nz www.peoplecentric.co.nz

MACHINERY SAFETY TRAINING Pilz New Zealand

ON SITE TRAINING Asbestos Environmental Consultants

Contact: Samantha Martinez – Business Manager 09 424 5767 or 0210 845 0002 sam@asbestosnz.com www.asbestosnz.com

Intaks

Contact: Joel Warren, General Manager 07 577 6469, 027 560 0247 info@intaks.co.nz

New Zealand Red Cross National Education & Training Centre 0800 RED CROSS firstaid@redcross.org.nz www.redcross.org.nz

PBI Height Safety

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

People Centric Associates (NZ)

Vertical Horizonz

Buddle Findlay

Worksafe Training

Qsi Safety

1/828 Chadwick Rd Gate Pa, Tauranga 3112 0800 72 33 848 info@verticalhorizonz.co.nz www.verticalhorizonz.co.nz 0800 967 572 worksafe@nzsafetyblackwoods. co.nz

PCBU AND HSR TRAINING TriEx 03 343 2997 Freephone: 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

Worksafe Training

0800 967 572 worksafe@nzsafetyblackwoods. co.nz

SAFETY DATA SHEETS Technical Compliance Consultants (NZ) Ltd

Safety ‘n Action

Contact: Geoffrey Meikle, Managing Director g.meikle@techcomp.co.nz +64 9 475 5240, 021 113 4326 www.techcomp.co.nz

TriEx

SAFETY TRAINING Asbestos Environmental Consultants

09 963 5020 libby@peoplecentric.co.nz www.peoplecentric.co.nz

0800 222 388; admin@safetynaction.co.nz www.safetynaction.co.nz 03 343 2997 Freephone: 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

Technical Compliance Consultants (NZ) Ltd

Contact: Geoffrey Meikle, Managing Director g.meikle@techcomp.co.nz +64 9 475 5240, 021 113 4326 www.techcomp.co.nz

Worksafe Training

0800 967 572 worksafe@nzsafetyblackwoods. co.nz

TRAINING MODULES & REFRESHER COURSES Pilz New Zealand +64 9 634 5350 office@pilz.co.nz www.pilz.com

Worksafe Training

0800 967 572 worksafe@nzsafetyblackwoods. co.nz

Contact: Samantha Martinez – Business Manager 09 424 5767 or 0210 845 0002 sam@asbestosnz.com www.asbestosnz.com

0800 RED CROSS firstaid@redcross.org.nz www.redcross.org.nz

Pilz New Zealand

Safety ‘n Action

We are a team of industrial and organisational psychologists who help employers deal with workplace stress to increase productivity through a healthy workplace culture.

We work with organisations to maximise employee potential and promote the value of psychology in driving business performance.

Ponsonby, Auckland 09 963 5020 libby@peoplecentric.co.nz

06 348 9522 Contact: Jason Myburgh, General Manager jason@qualitysafety.co.nz www.qsisafety.com

New Zealand Red Cross National Education & Training Centre

+64 9 634 5350 office@pilz.co.nz www.pilz.com

People Centric Associates (NZ)

Auckland 09 358 2555 Wellington 04 499 4242 Christchurch 03 379 1747 bfmail@buddlefindlay.com ww.buddle Findlay.com

Get practical, and get hands on. Safety ‘n Action’s nationwide NZQA accredited training is designed on the philosophy of being relevant, practical and fun. Whether you are accessing a job at height, entering a confined space, evaluating the hazards of a work task, investigating an accident or extinguishing a fire, Safety ‘n Actions training involves real work environments, actual safety equipment and the use of relevant safety documentation.

Contact us to make a booking, request consultancy, or a meeting.

0800 222 388; admin@safetynaction.co.nz www.safetynaction.co.nz

+64 9 634 5350 office@pilz.co.nz www.pilz.com

Safety ‘n Action

0800 222 388 admin@safetynaction.co.nz www.safetynaction.co.nz

TriEx

03 343 2997 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

STANDARDS AND REGULATIONS Asbestos Environmental Consultants

Samantha Martinez – Business Manager 09 424 5767 or 0210 845 0002 sam@asbestosnz.com www.asbestosnz.com

Vertical Horizonz New Zealand Specialists in practical workplace safety training customised to suit client needs.

We are a one-stop-shop for training within these core business groups: • Health & Safety • First Aid • Height & Access • Confined Space • Transport & Licensing • Crane • Fire & Emergency Response • Rural • Adult Education & Youth Training We deliver real training that saves lives.

1/828 Chadwick Road, Gate Pa, Tauranga 3112 0800 72 33 848 info@verticalhorizonz.co.nz www.verticalhorizonz.co.nz www.isn.co.nz

43

ENVIRONMENT CABLE COVERS Dalton International

HR & RECRUITMENT edenfx

NZ Safety Blackwoods

Hard Hat Recruits

CATCH PIT PROTECTION Dalton International

LOCKOUT SYSTEMS NZ Safety Blackwoods

Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

0800 660 660 nzsafetyblackwoods.co.nz

Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

DE-WATERING BAGS Dalton International Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

FIRE EXTINGUISHERS NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

HAZARDOUS STORAGE NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

Contact: managing director Alison Gill - CMIOSH, MRCSA, MInstD 09 424 8367 Email info@edenfx.co.nz www.edenfx.co.nz Tel: 09 282 3156 Email: info@hardhatrecruits.co.nz

0800 660 660 nzsafetyblackwoods.co.nz

MACHINE GUARDS & BARRIERS NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

SPILL RESPONSE & CONTAINMENT NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

SAFETY GATES & RAILINGS Edge Protection NZ Ltd

0800EDGPRO (0800 334 776) info@edge-protection.co.nz www.edge-protection.co.nz

Intaks

Contact: Joel Warren, General Manager 07 577 6469, 027 560 0247 info@intaks.co.nz

SAFETY SIGNS Dalton International

Asbestos Environmental Consultants Our Asbestos Risk Management experience covers all industries with solutions delivered to PCBUs in the Mining, Construction, Oil & Gas, Healthcare, Asset Management and Local Government sectors, NZ Wide.

Key service offerings include; Asbestos Consultancy, Surveys, Air Monitoring and Management Plans. Also, our experienced consultants can provide bespoke training and awareness sessions for your staff.

Creating Safer Spaces 09 424 5767 or 0210 845 0002 Contact: Samantha Martinez – Business Manager sam@asbestosnz.com www.asbestosnz.com 44

TESTING, TAGGING & MONITORING Asbestos Environmental Consultants

Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

Dalton International We’re New Zealand’s leading provider of safety solutions for business working with hazardous substances. If your business uses hazardous substances and needs to safely store, handle or be prepared to respond in an emergency, then you need to speak to us.

2800 323 223 sales@dilnz.co.nz www.dilnz.co.nz Contac: Dalton Burn, managing director

FIRST QUARTER 2017 DIRECTORY OF SUPPLIERS & SERVICES

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

Qsi Safety

06 348 9522 Contact: Jason Myburgh, General Manager jason@qualitysafety.co.nz www.qsisafety.com

Segno Safety NZ Ltd

0800 473 466, 07 846 6146 Contact: Ken Frazer, Business Manager 027 477 4579 ken@segno.co.nz www.segno.co.nz

Contact: Samantha Martinez – Business Manager 09 424 5767 or 0210 845 0002 sam@asbestosnz.com www.asbestosnz.com

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

Pilz New Zealand +64 9 634 5350 office@pilz.co.nz www.pilz.com

TriEx

03 343 2997 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

Pilz New Zealand

Hard Hat Recruits

Pilz is a complete automation technology supplier operating internationally. We supply components, systems training and services for safe automation including risk assessment, safety concept, design and validation, CE marking, compliance, plant inspection and assessment and lock tag systems. +64 9 6345350 office@pilz.co.nz www.pilz.com

Our Recruitment Team are specialised in all areas of energy/utilities, engineering and construction, so please give us a call to discuss your requirements further.

09 282 3156 info@hardhatrecruits.co.nz

The hard hat people business; from recruiting the best construction people through to bringing you highly sought after engineering professionals and specialist consultants.

CHEMICAL SAFETY & HAZARDOUS SUBSTANCES ASBESTOS CONTROL Asbestos Environmental Consultants

Contact: Samantha Martinez – Business Manager 09 424 5767 or 0210 845 0002 sam@asbestosnz.com www.asbestosnz.com

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

TriEx

03 343 2997 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

CHEMICAL PROTECTION,SUITS, EYEWASH Dalton International Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

CHEMICAL SAFETY NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

Responsible Care NZ

04 499 4311 Contact: Barry Dyer, Chief Executive info@responsiblecarenz.com www.responsiblecarenz.com

CONTAINMENT Dalton International Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

DANGEROUS GOODS Dalton International Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

Paramount Safety

Contact: Matt Grinsted Tel 09 525 8090 nz@paramountsafety.co.nz www.prosafetygear.com.au

Qsi Safety

06 348 9522 Contact: Jason Myburgh, General Manager jason@qualitysafety.co.nz www.qsisafety.com

ELECTRICAL SAFETY NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

EMERGENCY RESPONSE Asbestos Environmental Consultants

Contact: Samantha Martinez – Business Manager 09 424 5767 or 0210 845 0002 sam@asbestosnz.com www.asbestosnz.com

Dalton International Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

Responsible Care NZ

04 499 4311 Contact: Barry Dyer, Chief Executive info@responsiblecarenz.com www.responsiblecarenz.com

HAZARDOUS SUBSTANCES NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

Technical Compliance Consultants (NZ) Ltd

Contact: Geoffrey Meikle, Managing Director g.meikle@techcomp.co.nz +64 9 475 5240, 021 113 4326 www.techcomp.co.nz

Responsible Care NZ

04 499 4311 Contact: Barry Dyer, Chief Executive info@responsiblecarenz.com www.responsiblecarenz.com

Technical Compliance Consultants (NZ) Ltd

Contact: Geoffrey Meikle, Managing Director g.meikle@techcomp.co.nz +64 9 475 5240, 021 113 4326 www.techcomp.co.nz

ON SITE HAZARD REGISTERS, DOCUMENTATION NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

Technical Compliance Consultants (NZ) Ltd

Contact: Geoffrey Meikle, Managing Director g.meikle@techcomp.co.nz +64 9 475 5240, 021 113 4326 www.techcomp.co.nz

TriEx

03 343 2997 Freephone: 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

Contact: Samantha Martinez – Business Manager 09 424 5767 or 0210 845 0002 sam@asbestosnz.com www.asbestosnz.com

Contact: Geoffrey Meikle, Managing Director g.meikle@techcomp.co.nz +64 9 475 5240, 021 113 4326 www.techcomp.co.nz

NZ Safety Blackwoods

Responsible Care NZ The global chemical industry’s commitment to safeguarding people and the environment from harm resulting from the use of its products and services.

New Zealand’s leader in safety signs and labels for construction, roading, transport and health and safety applications 0800 473 466, 07 846 6146 Contact: Ken Frazer, Business Manager 027 477 4579 ken@segno.co.nz www.segno.co.nz

0800 660 660 nzsafetyblackwoods.co.nz

SAMPLING AND ANALYSIS Asbestos Environmental Consultants

Technical Compliance Consultants (NZ) Ltd

Segno Safety NZ Ltd

HSNO COMPLIANCE NZ Safety Blackwoods

Free compliance advice, including briefings to management supplemented by training courses, PRINCE® site assessment, CHEMCALL® 24/7 Emergency Response Advisory Service, CHEMSAFE® HSNO compliance software and Approved Codes of Practice.

04 499 4311 Info@responsiblecarenz.com www.responsiblecarenz.com Barry Dyer, Chief Executive

Technical Compliance Consultants (NZ) Ltd We provide for our clients through chemical handling courses, consultancy services, and regulatory advice.

There is a large focus on documentation currently, such as labels, Safety Data Sheets or handling procedures and we can review these for you.

We also assist companies looking to register their products, whether they’re agricultural compounds, industrial chemicals, or retail products.

Contact: Geoffrey Meikle, Managing Director g.meikle@techcomp.co.nz +64 9 475 5240, 021 113 4326 www.techcomp.co.nz

0800 660 660 nzsafetyblackwoods.co.nz

TriEx

03 343 2997 Freephone: 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

WORKPLACE SAFETY NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

Responsible Care NZ

04 499 4311 Contact: Barry Dyer, Chief Executive info@responsiblecarenz.com www.responsiblecarenz.com

TriEx

03 343 2997 Freephone: 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

www.isn.co.nz

45

HEALTH SAFETY & INJURY DEFRIBULATORS New Zealand Red Cross National Education & Training Centre 0800 RED CROSS firstaid@redcross.org.nz www.redcross.org.nz

DRUG TESTING Buddle Findlay

Auckland 09 358 2555 Wellington 04 499 4242 Christchurch 03 379 1747 bfmail@buddlefindlay.com ww.buddle Findlay.com

TriEx

03 343 2997 Freephone: 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

FIRST AID SUPPLIES Dalton International Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

New Zealand Red Cross National Education & Training Centre 0800 RED CROSS firstaid@redcross.org.nz www.redcross.org.nz

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

Qsi Safety

06 348 9522 Contact: Jason Myburgh, General Manager jason@qualitysafety.co.nz www.qsisafety.com

HEALTH & SAFETY ASSESSMENTS Asbestos Environmental Consultants

Contact: Samantha Martinez – Business Manager 09 424 5767 or 0210 845 0002 sam@asbestosnz.com www.asbestosnz.com

Responsible Care NZ

04 499 4311 Contact: Barry Dyer, Chief Executive info@responsiblecarenz.com www.responsiblecarenz.com

TriEx

03 343 2997 Freephone: 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

HR & RECRUITMENT edenfx

Contact: managing director Alison Gill - CMIOSH, MRCSA, MInstD 09 424 8367 info@edenfx.co.nz www.edenfx.co.nz

Hard Hat Recruits

Tel: 09 282 3156 Email: info@hardhatrecruits.co.nz

HYDRATION Dalton International Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

LIFTING & BACK PROBLEMS Dalton International Contact: Dalton Burn, Managing Director Tel 0800 323 223 sales@dilnz.co.nz www.dilnz.co.nz

RESUSCITATION New Zealand Red Cross National Education & Training Centre 0800 RED CROSS firstaid@redcross.org.nz www.redcross.org.nz

SAFETY AUDITS New Zealand Red Cross National Education & Training Centre 0800 RED CROSS firstaid@redcross.org.nz www.redcross.org.nz

edenfx

New Zealand Red Cross New Zealand Red Cross is a leader in quality first aid training and is rated as a category one training provider

by NZQA being double highly confident in educational performance and in capability in self-assessment. With training venues throughout New Zealand we offer training at your place or at ours.

National Education and Training Management Centre New Zealand Red Cross, PO Box 217, Christchurch 8140 0800 RED CROSS (0800 733-276) (All locations) redcross.org.nz firstaid@redcross.org.nz 46

New Zealand’s leading health and environmental safety recruitment specialist. edenfx Health, Safety and Environmental (HSE) recruitment source world-class HSE professionals globally, and provide cost-effective flexible solutions to assist in the long-term sustainability of workplace health and safety.

Our team of qualified HSE professionals are at the heart of edenfx, presenting a nononsense, results-orientated approach to recruitment.

Please ring to discuss your risk management recruitment needs.

Contact: managing director Alison Gill - CMIOSH, MRCSA, MInstD Tel: 09 424 8367 Email info@edenfx.co.nz www.edenfx.co.nz

FIRST QUARTER 2017 DIRECTORY OF SUPPLIERS & SERVICES

NZ Safety Blackwoods

SMART APPS NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

New Zealand Red Cross National Education & Training Centre 0800 RED CROSS firstaid@redcross.org.nz www.redcross.org.nz

WORKPLACE SAFETY MARTOR Australia

+61 3 5940 4476 info@martoraustralia.com.au www.martoraustralia.com.au Contact: Monica Cobban

NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

TriEx

03 343 2997 Freephone: 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

WORKPLACE SCREENING NZ Safety Blackwoods 0800 660 660 nzsafetyblackwoods.co.nz

PBI Height Safety

New Zealand Red Cross National Education & Training Centre

TriEx

TriEx

03 343 2997 Freephone: 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

03 343 2997 Freephone: 0800 487 439 enquiries@triex.co.nz www.triex.co.nz www.facebook.com/triex.nz

SAFETY KNIVES & BLADES MARTOR Australia

WORKPLACE CHEMICAL MANAGEMENT Responsible Care NZ

0800 660 660 nzsafetyblackwoods.co.nz

0800 357 003 anthony@pbiheightsafety.com www.pbiheightsafety.com

+61 3 5940 4476 info@martoraustralia.com.au www.martoraustralia.com.au Contact: Monica Cobban

Qsi Safety

06 348 9522 Contact: Jason Myburgh, General Manager jason@qualitysafety.co.nz www.qsisafety.com Contact: Samantha Martinez – Business Manager

Tel: 0800 RED CROSS firstaid@redcross.org.nz www.redcross.org.nz

04 499 4311 Contact: Barry Dyer, Chief Executive info@responsiblecarenz.com www.responsiblecarenz.com

Asbestos Environmental Consultants

Contact: Samantha Martinez – Business Manager 09 424 5767 or 0210 845 0002 sam@asbestosnz.com www.asbestosnz.com