Keep any communications to one page.
Use internal social media like internal facebook.
Make use of apps and set up groups such as whatapp, snapchat, intagram
Make team leader accountable for communications

Added to the conversation the emergency management processes here should have been a bit more robust, especially with so many stakeholders involved. Practices procedures and drills with worst case scenarios should be done so that the proper contingency plans are put in place when such emergencies occur.

I would analysis the company data over a few years and set the schedule depending on the reported events and controls.

Attached is a good starting point for a self assessment

Depends on the location . I am part of the Senior Leadership Team and have a duel HR and HS role and on $38 an hour.

But then again I moved away from the city as cost of living too high and house affordability through the roof.

House affordability more reasonable in the regions, what you pay for a house in the regions is a shoebox in the city.

I agree with Don on this issue. It depends on the risk profile of the job and assessment made at the time of application

Hi Rebecca

I would highly recommend Telarc for the ISO 45001
https://telarc.org/assets/pdfs/ISO-45001-Training-Course.pdf

Very informative and well set out course

Regards
Tracy

Sure. Forms attached

I do two topics a month to generate safety conversations and minute them through the monthly safety and staff meetings, and put them on internal Facebook post.

On the safety board I have a form Better Way and Safety Concerns, which are also good conversation starters, enabling staff to raise issued or make suggestions for improvements at any time.

Here is a good starting point
https://www.business.govt.nz/compliance-matters/

Include it a part of a Health and Wellbeing Policy

I find this a handy website to put policies together
https://www.business.govt.nz/news/workplace-wellbeing-policy-builder/

Click on 'Get started'
Select 'Health and Wellbeing Policy'
Select 'Alcohol'

Depends on the role/ If admin role and not in workshop/manufacturing area closed shoe fine if in low risk areas i.e. walkways and office areas. If in high risk area go the consultation route. Note any exemptions or variations in the risk assessment. Reminder to go through previous incidents (I normally do a 3 year check) to determine if any prior incidents and include this data in the risk assessment. Keep

Utes - once a fortnight
Heavy vehicles. plant and equipment - pre-start before using for task
If high volume - QuipCheck
If low volume - create or use a template on IAuditor

The ACC Accredited Employer Programme is based on the AS/NZS 4801 which is on its way out. I would recommend moving to ISO 45001

Here is a good article on the mitigation to ISO 45001
https://bestpractice.biz/does-iso-45001-replace-as-nzs-4801/

I hold a joint People and Safety Meeting monthly, monthly staff meeting and operational and senior leadership meetings of which safety is a component of all. Much easier that way

It is still a thing. We do daily updates, temperature monitoring and provide RAT tests. With the flu we just take it in our stride

I agree with Rob. Part of the role is to build the capability of the board, senior managers and right down to front-line staff. My goal as a health and safety practitioner is to make my job redundant, which would mean health and safety is imbedded in the organization that my services as a advisor would no longer be needed.

It's a long road and an interesting journey ahead...

Hi Brooke

You have a good background to integrate with safety.

I would recommend doing the diploma and then follow through with the NEBOSH if you are interested in travelling overseas.

I would recommend a course in ISO 45001 as this standard will be the go to. The standard is very similar to ISO 9001 so should align well with your studies

Regards
Tracy

I think we need to get back to basics.

I have audited a number of companies over the years that have discovered the following commonalities:
- have policies and systems in place but do not include the internal processes as part of a training program
- people leaders required more training than the usual company inductions i.e. incident investigation, risk management, etc
- more consultation with those that do the work to determine if the processes are fit for purpose (involve your people)
- communication is a two way street i.e. talk to people and encourage feedback
- put learning development plans in place to build capabilities and develop your people

The little things make a big difference in the long run.

Here are some good resources
https://safetree.nz/resources/tailgate-resources/