hat frustrates me is the amount of SDS that don't comply. Surely it would be sensible as part of the import approval process to ensure that the SDS is NZ compliant.... Instead the onus often ends up on the end user to hold the supplier to account and update before purchasing — E Baxter
identification of the specific types of personal protective equipment needed to minimise the potential for illness or injury due to exposure to the substance, based on the hazards of the substance and the potential for contact. — Schedule 1, Section 8c
Good luck with that! (as Chris has just experienced!)...get clarification directly from WorkSafe (in writing preferably!) — Aaron Marshall
there is a distinct pattern of Officers scrambling to cover their legal risks, offloading many of these responsibilities to safety managers / advisors who are not provided with sufficient authority or resources to do what is needed. — Sheri Greenwell
Was going to say the same thing - this is probably one of the things that annoys me the most in safety - it being used as the justification of actions that are not even slightly related to managing safety. Case in point, ligitimate that they have banned using hair straighteners / curling irons / etc. if their is a real business risk in the case a fire alarm gets set off an the building has to be evacuated and the world cup coverage goes down (sounds like they have been burnt on this in the past!) - just don't throw safety in there thinking it is going to automatically strengthen your case!Thankfully for TVNZ staff the RWC will end and the risk will disappear. — Andrew
So my question is whether making sure at least one PCBU has lodge would be SFARP steps....must, so far as is reasonably practicable, take steps to lodge notice... — Monty
The fact that the board has started this by asking for more visibility on critical risk may in fact give you something to play with... if they are up for it! If instead going with the typical approach of defining HiPo based on the actual or potential outcome, maybe consider if you could instead define it by what went wrong... by using your critical risks / critical risk controls as the triage metrics you can capture a clearer picture of where, when and how your risk management process broke down in areas of high risk, which should also lead to better detailing of what needs/could be done to strengthen that risk management processes (both in terms of actions, and clear connectives from incident to action for the board to support).Recently our board are asking more visibility on our critical risk... — Mark Kenny-Beveridge