2nd Annual Total Safety Culture

About

Whilst Zero Harm can be achieved by addressing human factors in health and safety, sustainability of total safety in your practices can only be achieved by ensuring employees go beyond merely complying with, to completely participating in an organisation’s safety initiatives.

Total Safety Culture is now widely accepted as the only way to improve safety performance in organisations. From successful safety leadership, to achieving 100% buy-in by employees, implementation of a total safety culture brings about various challenges to organisations of all types.

This conference provides very practical guidance for a total safety culture, with tools and techniques you can use to motivate your staff, communicate your message, and ensure total participation at all levels.

Packed with crucial case studies presented by organisations known for their safety practices, this is the ultimate opportunity for updating your knowledge, whilst networking with your peers at a highly targeted, informative event.

A line-up of valuable case studies from organisations including:
New Zealand Aluminium Smelters | Fulton Hogan | Downer | Super Air | Zurich | Transpacific Industries Group | Orica | RNZAF | Auckland Regional Council | NZAAE

Agenda

Agenda: Day 1

8.20

Registration and coffee

8.50

Opening remarks from the Chair

Dr Kyle McWilliams, Director, McWilliams Consulting

9:00

Case Study: A culture shift from ‘planning to manage accidents’ in a high-risk industry to ‘total safety’! (Case Study)

Super Air Zurich has transformed as an organisation and obtained a leadership role in its health & safety practices moving from merely ‘planning for accidents’ in a high-risk industry, to successfully adopting a ‘total safety culture’. Graeme will talk about how Super Air has brought about a behavioural change in its people to successfully buy-in and wholly contribute to this culture. This case study will highlight programmes that have been put in place to obtain constant improvements in ensuring Total Safety practices.

Graeme Martin, General Manager, Super Air

9.45

Stock-take of the ACC Work Account and implications for health and safety

The Government will release a stock take report on the state of ACC in July 2010. The stock take was requested by the Government in an attempt to assess how ACC could deliver more value for money to taxpayers. This session will explore the report, findings and recommendations, and comment on how these might impact health & safety and injury management practices in New Zealand workplaces. Will the report recommendation assist safety performance and injury management outcomes? What will the impact be for employers and those considering self insurance?

John Gifford, Risk Manager, Recovery Assist Ltd

10.30

The Self-Insurance Model – IBANZ & the merits of self-insurance – Employers’ Perspective

New Zealand introduced a limited self insurance model in 2000 for workplace injuries. This model introduced a significant change to how employers approached both injury prevention and management solutions. What has been the experience of accredited employers over the past 10 years? What has worked well and what could be improved? This session will explore the New Zealand experience and consider other self insurance models from an employer’s perspective to consider options for the future of self insurance in New Zealand.

Julian Hughes, National Manager Health & Safety, New Zealand Fire Service
Andrew Inder, Manager Group Safety & Wellbeing, New Zealand Post

11.05

Morning tea

11.15

Case Study: A journey in productivity and profitability alongside ‘total safety’ (Case Study)

NZAS recognises that excellence in managing health, safety and environmental responsibilities of 750 full-time staff and 120 contractors is essential to its long term success. They have undertaken a number of safety improvement initiatives that have seen a dramatic drop in injury rates over the last 20 years. NZAS is considered the benchmark in performance for similar smelting technologies and was awarded the NZBEF Gold Award for business excellence in 2007. This case study describes the journey NZAS has undertaken in achieving its current performance and outlines its future direction.
• ‘Our goal is zero’ – all injuries and incidents are preventable
• Improving productivity, profitability and environmental performance
• Following the mandate - ‘If it’s not safe, don’t do it that way”!

Rob Peterson, Manager Technology and Sustainability
New Zealand Aluminium Smelters Ltd

12:00

Successful strategies for effective leadership in safety

Dr McWilliams will argue that safety must be led at the executive level of an organisation and that it can be championed from the executive to the supervisory level in an efficient and effective way. He will challenge levels of commitment, and will show that managers and supervisors who focus their attention on reducing Lost Time Injuries are doomed to fail. Kyle will share practical and effective strategies on how to increase engagement and safety performance at all levels within an organisation, and the benefits of these, not just for safety, but throughout the organisation.

Dr Kyle McWilliams, Director, McWilliams Consulting

12.45

Lunch

1.45

Psychology factors for increased engagement in Total Safety Culture

How can you aid employees to feel responsible for their own safety and that of their peers? What can you do to ensure your organisational culture supports them in acting responsibly? A supportive safety culture is totally based on behavioural science and people-based psychology. Craig Lewis will address the ‘how to’ of encouraging responsibility and the dynamics of interpersonal interactions to promote total safety.

Craig Lewis, Managing Director, Lead to Succeed

2.30

The NZCTU view point on total safety Culture

• The challenges in maintaining total safety
• Contemporary developments in the industry
• Getting top-down buy-in for improved safety going forward
• The role of employees and representatives
• Flexibility for ensuring maximum safety

Peter Conway, Secretary, NZCTU

3.10

Afternoon tea

3.30

Case Study: The shrinking divide between drugged actions of employees and repercussions for the organisation (Case Study)

Companies tend to think they can distance themselves from the actions of their employees, particularly when employees in a drugged or drunk state cause accidents. While many companies feel that they keep themselves safe and protected by way of employment contracts, this has not been their true position for many years. Don’t miss this crucial session where Kevin will discuss three court cases that will paint a company’s legal position and what they should do as best practice, to mitigate or even eliminate their exposure, of which D&A management plays a major role!

Kevin Paxton, General Manager, Zurich

Speaker has declined permission for his material to be online
If you wish to view his material please contact Kevin directly on kevin.paxton@zurichauto.co.nz

4.15

Is your drug & alcohol testing compliant with AS/NZS4308:2008?

Nick Mcleay from the NZ Drug Detection Agency will speak on the importance of testing compliantly to the standard AS/NZS4308:2008 and what this means for your organisation. Highlighting the dangers companies expose themselves to by the testing not being done compliantly, this session will elaborate on issues you need to be aware of.

Nick Mcleay, Director of Communications, NZDDA

4.45

Case Study: Introducing random drug testing policy and consulting with unions (Case Study)

D&A testing has already become a crucial matter for many organisations and safety professionals are dealing with a host of issues around the ‘how to’ of introducing and managing drug testing policies to ensure it is done ‘right’.

Case Study 1: Carolyn Marriott will discuss the issues Orica faced when introducing a random testing policy, the importance of the consultation process and how these were managed successfully.


Case Study 2: Greg Dearsly will talk about the running of a random policy, and the issues he has had to deal with over the last two years since Transpacific Industries introduced random drug testing.

Case Study 1: Carolyn Marriott, Human Resources Manager, Orica New Zealand Ltd.
Case Study 2: Greg Dearsly, OHS & E Manager, Transpacific Industries Group (NZ) Ltd

Greg Dearsly has declined permission to have his presentation online

5.30

End of day one & networking drinks

Agenda: Day 2

9.00

Opening remarks from the Chair

9.10

Communication strategies to bridge the gap between ‘peoples’ values’ (should do) and ‘actual behaviours’ (do)

Often employees are reluctant to warn co-workers when they observe risky behaviour – especially considering that accidents and injuries have a behavioural component. How can you encourage your employees to provide effective corrective feedback on noticing at-risk behaviours? How can you ensure feedback maintains focus on behaviour without making it personal?
• Why employees ignore safety messages even though they are there to protect them
• Finding ‘What’s In It For Them’ and using this as a base for employee and team communication
• Practical examples of safety behaviour change in action

Tim Corbett, Director, Thinkspace

10.00

Case Study: ‘Zero Harm’: from compliance to participation for total safety (Case Study)

‘Zero Harm’ – is an ideal concept and what everyone would hope to aim for! However, translating this to practical application requires an absolute commitment to eliminating and lowering injuries, incidents and property and vehicle damage.
• Management resources and appropriate attention
• The change from ‘lag’ to ‘positive performance’ indicators
• Understanding and motivating your workforce
• The steps to building a sustainable total safety culture
• Affects on incident rates, loss control and the bottom line

John Beattie, Executive General Manager Zero Harm Sustainability & Insurance, Downer NZ

10.50

Morning tea

11.10

Mini Workshop: Dealing with the psychological impact of critical incidents (Mini Workshop)

Do you know the difference between ‘stress’ &’critical incident’ stress? In the health & safety world today, to effectively deal with ‘Critical Incident Stress Management’ recognition of - and policy & procedures are key components of risk management. This mini workshop will look at differences between daily stressors and the potential/real impact of stress from an incident.
• The components of a crisis management programme
• Vicarious trauma
• CISM Models – when & why each is used
• Types of incidents
• Stress reactions after an incident
• ‘Building Resilience’ in individuals & an organisation

Sandra Johnston, National Trauma Services Manager and Client Relationships Manager, Seed

12.15

Lunch

1.15

Case Study: Self organised leadership as the motivation for total safety & total productivity – the challenge ahead! (Case Study)

‘Zero Harm’ is our safety target and it is a journey of one step at a time – how can ‘self controlled safety’ contribute meaningfully to workers and management alike.
• What values are ‘safety eyes‘ in the business
• What role does the ‘system check’ play in self organised leadership
• What predictors to anticipate from safety metrics
• What really matters when the target is “Zero Harm’
• What does it take to go from ‘we are productive, how do we keep safe’, to ‘we are safe, how do we keep productive’!

Carl Stent, National Manager Safety & Wellbeing, Fulton Hogan

2.05

Workplace wellness – considerations to plan for success

One cannot separate health & safety performance and related measures from productivity and cost. This session will highlight some key considerations for implementing workplace wellness initiatives successfully.
• Making a business case for workplace wellness
• Considerations for Workplace Health Promotion (WHP)
• Principles of change management - application to WHP programme implementation
• Management, and successful teamwork
• Policy development, and sustaining momentum
• Evaluation and monitoring, baseline measures, data management, ongoing measurement

Nina Russell, Director, Russell Research Aotearoa Ltd
Nina has undertaken human resource research projects for a number of public sector clients – including the Ministry of Health, SPARC, and the State Services Commission. Nina is an experienced quantitative and qualitative researcher and alongside undertaking primary research

2.45

Afternoon tea

3.00

Case Study: Climbing out of silos – Transforming existing safety culture for a more resilient organisation (Case Study)

Integration of operational risk management across portfolios includes identification and reduction of risk, preparing for risks that can’t be reduced, responding to incidents and recovering quickly. Integration is the future of risk management. Integrating risk management across business activities will create more resilient organisations and transform the existing safety culture within our businesses. Ben will discuss how this works with reference to case studies of organisations that are leading the way nationally and internationally.

Ben Stallworthy, Executive Manager Auckland Region Emergency Management Office, Auckland Regional Council

3.45

Investigation models for preventive outcomes and a ‘no blame’ safety culture

Peter Newsome advocates that as the causes of injury and near misses are multi-dimensional, a successful investigation model must also be multi dimensional in order to arrive at meaningful and sustainable preventative outcomes. The term ‘investigation’, carries with it a negative connotation in the minds of some, and the process is often seen as a negative one. Defining safe behaviours and linking those to leadership and H&S systems will provide more enduring preventative outcomes supporting a no blame culture. In his presentation, Peter covers how this can be achieved, and how executive and site leadership can be given the tools and skills to take a lead role.

Peter Newsome, Director, Ironclad Safety

4.30

Case Study: Bringing it all together! Integrating safety and health for total safety (Case Study)

This cases study describes how RNZAF utilises an integrated safety and health model that recognises the nature of military aviation, adapts to the environments in which it operates, and promotes performance over compliance. Don’t miss this crucial presentation that covers the organisational integration of CLM and HF, and outlines ‘Alcohol’ and ‘Noise’ developments.
• Command, leadership and management work together
• Human factors in aircrew, maintenance and support – the individual is the common denominator
• Alcohol in the RNZAF – the good, the bad and the unknown
• ‘Noise’ in the RNZAF – a multi-faceted, multi-functional and integrated case study

SqnLd Anthony Collins, Safety Assessment & Education Officer, RNZAF Base - Auckland

5.15

Closing remarks from the Chair and end of conference

Sponsors

Interested in sponsorship?

There are some exclusive opportunities to promote your company, and its products and services, at this leading event. Contact the sponsorship team below to request a prospectus or discuss the options, or view more about event sponsorship.