• Offloading steel deliveries at construction sites means slinging and lifting, often requiring people to work at height on trailers at risk of falls and being struck by loads.
• Designed and built a steel lifting frame with the capacity to lift a full load of steel safely to the ground.
• The factory load plan calculates the centre of gravity for each layer and the whole load so at the site it can be safely picked apart piece by piece.
• The lifting frame design process was highly collaborative, involving the crane, transport, logistics and transport teams. All site stakeholders are consulted before delivery. More than 50 lifts have been completed without anyone having to climb up onto a trailer.

• A seismic strengthening project in an eleven-storey carpark required 8000 holes to be drilled in concrete, totalling some 4.8km of drilling.
• This would have exposed four workers to severe hand-arm vibration syndrome, silica dust, noise and repetitive strain injuries for as much as 40 weeks.
• Instead, they developed a custom drilling rig whereby a worker sitting in an excavator can drill two holes at once with no or minimal exposure to these health risks
• As well as vastly reducing the health risk exposure, the solution also eliminated the risk of falls from height. One person can safely drill 30 holes a day, twice the expected rate. The solution could be used in similar seismic strengthening operations in other buildings.

• As essential Covid workers, by the end of 2021 EAP use had doubled – to 8.8% of 21,500 staff – typically for anxiety, depression, stress, and relationship issues.
• Focused on training more people in the “I Am Here” peer assistance programme, building to 30% of staff overall, including 1800 as trained mental health ambassadors.
• Trained more than 500 staff as mental health first-aiders, so that every store has at least one, including almost all store managers.
• The company has created its own network of clinical psychologists to give severe cases 24-hour, 24/7 support. Feedback suggests this support for staff suffering work or non-work trauma has prevented suicides. Psychosocial risk is now recognised not only as a key health & safety critical risk, but as the number one organisational

• Interviews with some of the 300 health & safety reps found a wide level of engagement, from super-engaged to confused to just starting out to disengaged.
• A volunteer group of 16 HSRs formed a leadership group and defined a vision: to raise the profile of HSRs and to get them to where decisions are made.
• One HSR now sits on the ELT’s health & safety committee, and reps have designed their own reporting tool and comms channel.
• Reps surveyed 1500 people leaders to help clarify how leaders viewed the role of rep. the role of health & safety rep has been clarified and an induction pack for new reps has been created. An inaugural one-day conference for all HSRs at Eden Park was hugely successful, with the agenda determined by reps, for reps.

• With the rise of commercial drones – which can weigh up to 100kg – there is increased risk of mid-air collision during low level helicopter, aircraft or drone operations in uncontrolled airspace.
• Created Flight Adviser, a free, web-based, crowd-sourced system to identify strike hazards in real time and reduce airspace conflicts by identifying multiple intended flight paths in the same area.
• 800 users outside the NZDF registered to use the service in the first 12 months.
• Forty previously unknown aeronautical hazards were reported in the first 12 months of Flight Advisor. It has been taken up by most commercial drone operators and all helicopter rescue organisations, with more than 800 users outside the NZDF. Flight Adviser was used extensively during the Cyclone Gabrielle response, and organisations abroad have expressed interest in adapting it for their own use.

• When incidents occurred and procedures were found not to have been followed, its old ‘Just Culture’ approach found people to be the problem.
• Ran pilot learning teams to build engagement and trust. People volunteered the reasons they didn’t always follow procedures: lack of resources, goal conflicts, too time-pressured.
• Deeper team discussions have produced more robust outcomes and lead indicators based around the number of worker insights and the number of learning teams run.
• The company found it intimidating yet liberating to let go its traditional approach to safety and embrace Safety-II. Management relinquished the power to make safety rules and listened closely to workers, who have helped design improvements to avoid gas service strikes, identifying underground services, edge protection and use of tunnel boring machines.

• A death at the port in April 2022 prompted the realisation that there was no accepted set of stevedoring practices at New Zealand ports
• POAL, with stevedoring companies C3 Limited and Wallace Investments, and the Maritime Union of New Zealand, worked to formulate agreed port-wide safety rules.
• They also took an Australian code of practice for stevedoring and adapted it for Ports of Auckland.
• The Australian document prompted wide debate between the four parties, who ended up with more than 200 points for discussion and eventual agreement. The Auckland Code of Practice for Stevedoring covers minimum standards, best practices, and guidelines on managing the risks of loading, unloading, stacking and storage. It provides a benchmark for other ports to follow.

• Created an annual three-day Ora Runanga which brings together health & safety reps from each site to spend time with the board, executive and key operational managers.
• Each worker comes with a poster listing their site’s health & safety achievements and challenges and can talk about it one-on-one with each director and executive member.
• Time is also spent on professional development for the worker reps to help them grow as leaders.
• The Ora Runanga has become an annual highlight for the board and executive teams, enabling them to have honest, unfiltered discussions with workers from all sites.
• The timing of the event allows initiatives to be planned and budgeted for in the following year. Many initiatives have already been funded and delivered.

• Recognised the port sector’s health & safety approach wasn’t cohesive and that relationships with the two regulators were mostly reactive and negative.
• Worked with MITO to create the NZ Certificate in Port Operations and the Load Up programme for secondary students, both with a strong health & safety focus.
• Led a tripartite group to produce guidelines to manage the critical issue of fatigue management, and a working group to implement fatigue education across the sector.
• The judges acknowledge the Association’s multiple strands of work, including its foundation membership of the Port Health & Safety Leadership Group involving representatives from regulators WorkSafe and Maritime NZ, the MUNZ and RMTU unions, and port and stevedoring companies.
• With the PHSLG it has been a key player in the tripartite development of the Port Sector Insights and Action Plan, and is working with Maritime NZ and the unions to develop an ACOP for Stevedoring Operations.

• Engaged with all staff and unions to listen, build trust, and channel their voice to the executive team.
• Led workshops to develop a new critical risk framework and develop controls, using the language of the workers involved.
• Developed a year-long safety leadership programme and put 80 managers and frontline leaders through it.
• Her efforts to build trust and ensure all voices are heard has led to unprecedented levels of collaboration across all departments. Staff engagement score has improved from 58% in 2020 to 74% in 2022.
• She has driven implementation of almost all the recommendations of the CHASNZ report.
• She led the development, with unions and stevedoring companies, of the Auckland Code of Practice for Stevedoring and is now working with Maritime NZ on a nationwide code.

• Led a review of risks at James Liston Hostel and modelled a trauma-informed approach to care in an environment where staff daily face highly challenging behaviours.
• Improved incident reporting at the Hostel and upskilled staff in all residential services to help build an accurate view of risks and their mitigations.
• Led the development of annual health & safety training and improvements to emergency procedures, particularly fire and falls from height.
• Combines strong data analysis and an ability to build relationships to generate solutions that are achievable and sustainable. She has improved the incident seriousness matrix to better outline the impact of incidents in terms of mental health and vicarious trauma, enabling proper support to be given.

• A telehandler operator and a Mates in Construction connector, he is a trusted go-to person for anyone with personal or work issues.
• He led the development of the five Link Alliance safety principles that form the basis of worker induction and daily standards.
• He advocates for those who don’t usually get involved in health and safety discussions, particularly those who are shy or who don’t have English as a first language.
• He knows everyone on site and advocates for them all. He mentors and coaches other reps, and organised for the different site teams to meet socially outside work to build more connections and strengthen relationships.
• He insisted the health & safety survey be translated into the most commonly spoken languages. One-third of the responses were in languages other than English.

• A site manager, he changed the stale and tired monthly health & safety meeting with contractor supervisors to a round-table lunch chat with workers, eliciting far more open wellbeing talk and boosting engagement.
• He led the project to get the site accredited with Mates in Construction.
• He wrote a song about speaking up on mental health and organised a video to go with it.
• The song and video has made a real impact within Naylor Love, prompting many more people to speak up about mental health issues. He has gifted the song and video to Mates in Construction for their use. Entitled ‘My Bro’, it is available on Spotify under Davey Jo South.

• A member of the airline’s executive team who still flies a wide-bodied jet every ten days or so and is highly visible in operations, conducting frequent walk-arounds.
• Has recently championed a Safety Academy so that anyone promoted to a leadership position, or who comes in from outside as a leader, is immersed in the core competencies of health, safety, wellbeing and environmental leadership.
• Ensures the voice of health & safety reps is heard at quarterly meetings of the board and executive health & safety committee and that reps lead the walk-around at changing locations.
• He aligns with the Safety-II concept of building resilience in systems and risk controls and lifting the capability of people at all levels. He is focused on mental health and has ensured it is viewed as a critical risk. He has championed the creation of a peer support network across operations to complement the existing network for pilots.
• In a fast-moving and complex organisation with a focus on on-time delivery, he ensures safety is not a priority but an embedded organisational value.

The Trust partners with disabled people in the Waikato, Bay of Plenty and Taupō who mostly live in their own homes. The Enabling Good Lives principles were an opportunity to improve engagement with health, safety and wellbeing with both staff and disabled partners, under the banner of “Nothing about me, without me”. It was found the voice of the disabled person was absent. They had no knowledge of the health & safety system, let alone input into it. A project team including disabled partners was formed to simplify the system. There was an overwhelming response to applications to join the health and safety committee, which now has equal numbers of staff members and disabled partners. Engagement in health and safety by disabled partners has soared, and staff engagement has gone up with it, as capability and capacity has grown. The Trust’s disabled partners are now the drivers of the health and safety framework.

The company’s separate Engagement and Governance initiatives both had a common theme: to enable frontline workers to bring their experience to the top table and directly influence the way work is done in future, along with the investment to make it happen. The Board’s sponsorship of the Streamline Fund and the annual Ora Runanga gathering offers an inspiring model of respectful, meaningful and productive governance and engagement.