Networks news
September 2019
For IOSH volunteers by IOSH volunteers
Running a branch on a shoestring budget P4 The new Volunteer Code of Behaviour P5 Readers’ views P10
Welcome It was nice to be asked to write a guest contribution to this edition of Networks news. It’s more manageable than being guest editor, a role I undertook last year. My article is about the extraordinary growth in the Food and Drink Industries Group’s membership. I thought it would be worthwhile sharing our experience, although many of you probably already have initiatives and plans to increase member numbers, as well as the quality of interaction with your members. It’s good to have an article about the new volunteer code of behaviour. Giving our time as we do, it’s important that we are backed up by a statement that sets out how we should relate to each other and to the Institution.
Managing our budgets, sharing information, mentoring and taking advantage of project support from IOSH are the subjects of our other articles. The results of the readership survey earlier this year make for interesting reading too.
Andy
Enjoy this edition! II Andy Melachrino Chair, IOSH Food and Drink Industries Group
Get in touch: newsletter@iosh.com
Dates for thE DIARY - The Food and Drink
Manufacturing Health and Safety Conference 2019 01–02 October 2019 www.iosh.com/fooddrinkconference
- We’ll be at Health and Safety North at EventCity, Birmingham 08–09 October - Our First Future Leaders Conference 2019 05 November www.iosh.com/FLConference
Focus on...
The Networks team We’re building the new Networks team and we’re almost there. Three new Regional Managers are joining us in September to cover Scotland, the West and Wales, and the North, and we already have people for the South and Midlands and East. The recruitment process has now started for Ireland, which just leaves Regional Managers for Asia Pacific and the Middle East to find. The new roles still include developing, leading and managing a portfolio of our volunteer committees, but are now be expected to link proactively with educators and other stakeholders to develop the reach of IOSH within their regions. They will also work within communities to raise the level of the OSH profession. Our branches and districts will have a 02 Networks news
pivotal role with these new relationships – providing contacts and assisting with presenting to stakeholders. This will help branches increase their profile, put on joint meetings and events with other branches and provide greater member benefit. Supporting our networks is key and despite their increased role, the Regional Managers will be there to advise. Additional help is still available through our Networks Administration team, based at head office. They have a wealth of knowledge and experience and, if they can’t help, they’ll know who to contact among their IOSH colleagues. Although there are changes and some new faces in the team, we are still here to support our Networks to achieve a safe and healthy world of work.
Paul
Susan
Anthony
Carrie
The Networks team, with latest recruits: Paul Kelsall, Susan Kapadia, Anthony Atencio and Carrie Murphy
Mentoring and
your Branch
Mentoring can be a powerful way to support IOSH members through their professional advancement. Many Branch committees have been looking at ways to support mentoring for and by members in their area. Don Urquhart, Vice-Chair of South East Branch, has developed a structured plan that has proven so successful it is beginning to be replicated by nearby Branches. The drive for the initiative started in 2017 with Gary Beckley, who was Chair at the time. He set the objective of providing members of the South East Branch with a group of trained mentors to support them in their journey through the grades of IOSH membership. Having professional experience in providing mentor training, I volunteered for the committee-created role of Branch Mentor Co-ordinator.
DON
Local working, central support In consultation with staff at IOSH head office, I produced a plan that included set objectives and terms of reference for mentors. All mentors will have gone through the application process with head office. However, it became evident that many mentors needed to work in a network locally and therefore begin to feel more empowered in being able to fulfil their role. The Branch now runs four mentee workshops a year, which has resulted in us being able to attract 87 new
mentors and support 51 mentees. The areas covered by the workshops include: - CPD – how to start and what to include, how to create records, layout of plan and general guidance - IPD – guidance on overcoming entry problems and general delivery of the process - NVQ OHS – level and timing, access for elements not available in the workplace - peer reviews – discussing preparation and process and holding mock peer reviews upon request - Fellowship reviews - career paths. Members in the South East can now rely on finding approachable mentors and can expect to receive authoritative and consistent advice. Keeping in close touch with head office is important in order to stay abreast of any updates or changes. Tangible results The results of the plan will be measurable over time, but already there have been advancements through the membership grades: four Tech, six
Grad, three Chartered and one Fellow have been appointed. Some mentees have even joined the Committee. The South East Branch Committee is extremely pleased at the progress of this local initiative. As a committee, we believe we have only taken the first steps in the journey and are looking forward to future success stories where volunteers can make a positive impact on the professional development of other IOSH members. However, since regular face-to-face meetings and workshops are not available to all members, IOSH is currently developing a more global offering.
A mentoring workshop in progress
Networks news 03
Running a branch on a shoestring budget In the last two years, the way in which branches are funded has changed, with a new system that allocates budget according to number of members per branch. For some of the smaller branches this has been quite challenging. Volunteers on committees who have taken on a positive mindset have found creative ways of providing the basics and
Louise
enhancing their offering to members. Louise Hosking reports on how volunteers in the Chiltern Branch have risen to the challenge. Chiltern Branch has 639 members in our region. We usually run nine meetings a year and typically have 55–65 at each meeting. We are growing in attendance, which is a good challenge to have. Last year our budget was just under £5,000 but at our AGM we reported we had spent much less than this – so how did we do it? Getting the best from our events The main change that came with the budget cuts has been our ability to keep surplus funds from paid conferences. We have always hosted at least one of these per year. If we keep the cost of attendance reasonable and put on a really good day, we can make £1,000. The trick is to call up engaging speakers, offer sponsor stands and then use social media platforms to say it is happening. Use the brilliant IOSH Events Team to reach out and keep going until you fill the venue. If you see a great speaker elsewhere – approach them. If you read a good article by someone – contact them on LinkedIn and ask them to come and speak. The Building Research Establishment (BRE) is in our region and has supported us by offering us a venue and world-class speakers over the last couple of years. More recently we hosted “Shake, Rattle & Roll” with the Rural Industries Group and were oversubscribed. We survey our region (members and non-members) every year so we know what people want, which helps us to target the right subjects and 04 Networks news
we are not afraid to approach anyone to come and be part of the day. Keep to the essentials Savings have been made by keeping food simple. After I visited Merseyside Branch, I followed their example and we have the same basic lunch of doorstep sandwiches and chips with no frills. Typically, £7.50 per head and we spend about £5 per head on tea and coffee. We keep a keen eye on wastage, so order low quantities and ask for extra if needed but operate on the premise that this is a ‘nice-to-have’ and not a restaurant where we feel obliged to provide full meals! We negotiated hotel (Holiday Inn) costs down. They also agreed to allow us to keep the room for an afternoon and evening. We did not run our usual session in September last year but added evening slots. This helped us deliver as many sessions, but for less.
“ It’s been great to see
volunteers who have been challenged by budget cuts forge ahead with positivity for the benefit of their local members and also attract non-members. It’s been very useful in my role to be able to share good examples of successfully managing change.” Nathalie Müller, Regional Manager
We meet as a committee after branch meetings so there is no need to spend extra funds on room hire or refreshments. Also, I hosted our summer planning meeting recently at my house so the cost of this was some BBQ food. A local pub gives us space if we need an impromptu get-together. Meeting costs are minimal. Our total running cost per regular event is typically about £700, so with anything we earn we stay in budget. In our upcoming season we are doing more to reach out to the businesses in our region via our attendees to encourage a business community feel. BRE has supported us because they value our collaboration. There are other organisations we are starting to talk to who share our values for a healthier, safer place of work. They see we are organising great events and want to be part of this. Many of these businesses have great venues with the bonus that we can travel around our region. Every branch and region is unique and will have its own challenges. What has worked for us may not be possible everywhere. But it is important to reach out, talk and learn from each other as well as work with our Regional Manager who has always been a huge help. We keep it simple and concentrate on providing a warm welcome that attendees will remember. Louise Hosking Chair Chiltern Branch
Volunteers and the Code of Behaviour IOSH’s new Volunteer Agreement has been signed off by the Institution’s Council and now applies to all volunteers. Part of the agreement is the new Volunteer
Mary
Code of Behaviour. Mary Lawrence, a member of the Council, takes a look at what it means. As volunteers, we play a major role for IOSH. We dedicate our time freely to support the development of our Institution, our fellow members and our profession as a whole. At the IOSH Council meeting in early September, I was delighted to be able to sign the new Volunteer Agreement, including the Volunteer Code of Behaviour, along with other Council members. It had come to Council members for sign off after the Board of Trustees agreed to it earlier in the summer. Now, all IOSH volunteers need to sign the new agreement, to demonstrate their commitment to what they do. What does it all mean? By signing the agreement, volunteers agree to the following: - completing tasks within agreed deadlines, to the best of their ability - being aware of the health and safety issues and controls associated with the role they undertake
Chair of IOSH’s Board of Trustees, Bill Gunnyeon, with other Trustees signing the Volunteer Agreement
- giving as much notice as possible if
- integrity – you shouldn’t place
unable to volunteer as expected
- upholding the organisation’s values and policies, including health and safety, confidentiality and data protection, equality and diversity and the Volunteer Code of Behaviour - reporting anything that causes concern for safety or wellbeing.
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- Why we need a Code of Behaviour The Volunteeer Code of Behaviour is the foundation of the Volunteer Agreement, which must be signed to become a volunteer of IOSH. IOSH members are also bound by the wider Member Code of Conduct. The Volunteer Code of Behaviour has been developed over a number of months, during which there was a consultation process. Having this code clearly defines what is expected of IOSH volunteers, giving guidance on how they are expected to work with each other, with staff and when representing the Institution. It also lays out what volunteers can expect of IOSH. The code stipulates what will happen when words or actions fall below what is classed as acceptable. The underpinning values The code is based on the seven principles of public life, which should serve to underpin voluntary roles within IOSH. These are: - selflessness – you should act in a manner that promotes IOSH and the OSH agenda
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- -
yourself under any financial or other obligation which could influence you in the performance of official duties objectivity – in carrying out IOSH business, any choices and recommendations should be made on the basis of merit accountability – you are accountable for your actions to the membership, so should act for the greater good of the Institution openness vs confidentiality – you should be as open as possible but respect the need for confidentiality in certain circumstances honesty – you have a duty to declare interests relating to your volunteering role leadership – you should lead by example and always consider how you are representing IOSH in your volunteer role.
What else do you need to know? At the heart of the code is the importance of mutual respect. It stipulates that all relationships should be conducted in a positive and constructive manner. All interactions should be conducted with proper respect and courtesy. It also refers to the IOSH values and informs volunteers that they must be mindful of IOSH’s policy on equality, diversity and inclusion.
Networks news 05
Onwards and upwards
ANDY
Over the last year the IOSH industry groups have seen significant growth in membership numbers. Andy Melachrino analyses the 83.2 per cent membership increase of the Food and Drink Industries Group: 1,078 new members between May 2018 and May 2019. A clear factor in the increase for all groups, no doubt, has been the fact that since June 2018 members can join more than one group without additional cost. It is also encouraging that members of the new Student membership category (introduced in the last 12 months) are joining groups. Our group has seen a big increase in international members, with 124 in 2017, rising to 248 in 2018, but significantly increasing to 648 in 2019. This is great to see, especially given IOSH’s global ambitions. How has our work contributed to these increases? Taking aside the fact that a member can freely join more than one group, I believe we have attracted new members in the work we do and the events we organise. We have a very proactive committee, with everyone playing a part to deliver our annual programme, and who represent a wide range of companies, both inside and outside the food and drink sector. 06 Networks news
We are supported by the Food and Drink Manufacturing Forum (FDMF) and attend their bi-annual meetings to share what we are doing. As a result we collaborate with a number of food and drink-related trade associations, the Food and Drink Federation, the trade unions and the Health and Safety Executive (HSE).
Membership remained around 1,000 between 2013 and 2015 and saw a steady increase to 1,441 in 2018. Currently there are 2,598 members. Two years ago we developed our own group strategy, aligned with WORK 2022. We have a goal, a vision, three key pillars of focus and the priorities, enablers and measures of success which support our activities. This clear structure helps us direct our attention where it is most required
to support the needs of our members and the wider food and drink sector. A busy schedule Our active annual calendar includes topic-specific networking events, webinars, our annual awards scheme and our annual conference. We also take the opportunity to collaborate with other groups and branches, putting on joint events which over the years have seen great attendance and feedback. Examples of these include working with the Rural Industries Group on risks and controls when delivering to farms, London Metropolitan branch on accident investigation, East Anglia branch and Financial Services Group on a fire event and the Federation of Bakers and the HSE to present a webinar on controlling respiratory sensitisers in bakeries. A growing social media profile We have an increasing social media presence, currently with 390 twitter followers and 122 members in our
LinkedIn group. Our communications champion does a great job in promoting and commenting on our events, keeping people up to date. I would like to think that use of social media has attracted new members, from the UK and internationally. We have introduced webinars over the last couple of years which are easy to pull together and cost-effective to run. An hour long and usually held over the lunch period, they are a great way of reaching many people at home and abroad, and of collaborating with other organisations in their delivery. We have refreshed our website, in line with IOSH’s main site. This is an effective way of keeping all our members up to date, as well as being a repository of information resulting from the events or conferences we run. Reaching beyond the profession Two years ago we introduced our safety culture visits, where an organisation opens its doors to anyone in food and drink to hear what they have done practically to improve culture either in their company or on their site. These free events have been very well received and are a great way of picking up new ideas to take back home. To date we have organised eight and the feedback has been excellent. We are very proud of our annual conference. It links with our annual awards scheme, which is judged by a panel including IOSH, a trade union and the HSE. These awards showcase good practice which has resulted in less risk and clear business benefits. We aim to attract international entries which have so far come from Qatar, West Africa, Ireland as well as other global organisations. The three winners present their entries at the conference and we aim to publicise other entries as well, to support their story. There are clear benefits to entering, for the site or the organisation, in presenting to their peers on the success they have had. Kudos for entering is only increasing, as we now see entries from companies outside the sector but for whom food and drink services are
part of their business. This is a very encouraging development. Our annual conference is our showcase event, attracting delegates from our industry and beyond. The organising committee brings in great speakers and senior leaders of business to help delegates develop their skills and knowledge. Keeping members engaged In addition to our events, we keep our members up to date with a regular newsletter from me, on our activities and plans, and we use committee mailers to all our members, to good effect, I believe. We run a membership survey regularly to get an up-to-date picture of our membership and importantly to find out what they want to see from us in the future. It is also an opportunity to get their comments on past events or website information. As a group we are asked by the Food Manufacturer magazine to submit an article each month on specific topics,
something we do very happily, though deadlines can come around quickly. Such articles put us in front of nonmembers and increase our group’s profile. It is difficult to say whether such articles have contributed to new membership, but taking many things into account overall it’s very possible. And looking forward… As well as being very active, we also have a reputation for being a friendly and informal group who people like working with. I am really proud of the work our group does and very grateful to all the voluntary members of the committee for the fantastic approach they all have in delivering for our members and the wider community. Here’s to another year of continued growth and attracting new members with fresh ideas, as we all drive to make our workplaces safer and healthier. Andy Melachrino Chair IOSH Food and Drink Industries Group
3,000
2,500
2,000
1,500
1,000
500 2013
2014
2015
2016
2017
2018
2019
Growth in membership numbers of the Food and Drink Industries Group, 2013–2019
Networks news 07
Producing guidance with IOSH support Hayley Seddon describes how the Theatre Advisory Group tapped into support from IOSH
Hayley
to produce guidance on the principles of good safety management in machinery design and manufacturing for the theatre industry. There was confusion in our industry because sections of the Machinery Directive and the Supply of Machinery (Safety) Regulations exclude machinery intended to move a performer as part of an artistic performance. We also found confusion about the regulations’ relevance to any theatrical machinery that is a ‘one-off’ design and never put on the market. We were concerned that some organisations could translate this as all theatrical machinery being excluded. We wondered how conformity assessments and CE marking are possible for one-off, and often weird and wonderful sets. Doing the research at the outset Having contacted the Health and Safety Executive to clarify exactly the scope of the law, we decided there was a need for some straightforward guidance for our industry. I had started to work on writing a similar guidance document for use at the theatre where I work, so I volunteered to write the content. Our IOSH Relationship Manager recommended contacting IOSH’s 08 Networks news
technical advisors with the idea, for support and advice. At that time IOSH had a new project grant application process. The project application form was a bit daunting at first, with 13 sections to fill in. Some key questions such as “What is the evidence to support the need for this project?” challenged us because “machinerymaking for entertainment” is a very small sector. How could we test the market to identify such needs, when we only had anecdotal evidence? It encouraged us to look at court cases and accidents associated with such machinery to build that evidence. It clarified where we needed expert knowledge from IOSH (e.g. marketing) and where our group members were the experts! Creating a roadmap for success The application required us to consider not just the content but the project in its entirety, including PR, marketing and launch. It created a clear road map to success. We were the first group to apply successfully for a grant using this new application process. As a committee, with members based across London, the West Midlands and Wales, it was difficult to meet, so we used ‘Dropbox’ to share drafts, and add any revisions and comments. (Luckily, everyone was happy with the content!) A couple of committee members shared a selection of risk assessment templates and I decided which one to use, based on how it worked alongside the other templates. I shared and discussed the guidance and templates with IOSH technical advisors via email and met a machinery safety specialist at the HSE face to face, to talk through the issues. Health and safety practitioners are rare breeds in our industry, so it was important that the guidance was accessible to workers who are not used to reading health and safety legal documentation. Each step was written to stand alone, without needing to read the entire guidance. Keeping each section to one page meant that the content and layout had to be
straightforward. After a final readthrough at a Committee meeting, it was ready to go!
Successful curtain-raiser A meeting with the IOSH Communications Team focused on how the guidance would look on our webpage and devising a communications plan. This was very helpful, particularly on social media and technology. Other Committee members shared theatre industry contacts who could help distribute the guidance globally. Since going live at the same time as IOSH’s new website, we’ve had over 1,000 downloads. We hope to include case studies showing the guidance working in practice. The Committee is looking forward to the next topic that we can help guide our industry on. I advise any group with a similar idea to contact their IOSH Relationship Manager as quickly as possible to ensure that you receive IOSH support throughout the process, whether from a technical or communications point of view.
How to make the most of a webinar
Craig
Groups have the challenge of trying to engage with members spread across the globe. Webinars can provide the opportunity to engage with everyone, wherever they happen to be at the time. In this article, Craig Foyle looks at the pros and cons. When I took on the role of Consultancy Group Chair in 2013, I soon realised how difficult it was reach out to members in traditional ways. So we planned our first webinar on professional indemnity insurance in January 2014. We were initially concerned whether the subject matter would attract any listeners. However, at the time we received the record for the highest number of attendees on an IOSH webinar! Since then, webinars have been used more widely and become an integral part of communicating with our members. Planning Webinars are organised through the IOSH Events Team, which ensures that everything is planned correctly – including communications. They can be delivered from IOSH in the media suite, but it is possible to include speakers from elsewhere as long as their bandwidth is suitable. I always recommend trying this out before an actual event. I recently chaired a webinar with speakers from the USA and the UK. The reception was really good and communications were seamless from the USA. However, the UK speaker was using his standard laptop microphone and we had some sound issues: another reason to try the equipment before an actual event. Delivery On the day of a webinar it is essential to test the connections in advance of the start time and make sure that all the IT equipment and software are
working as planned. Things may still go wrong and you need to keep calm and deal with issues as they arise – another benefit of engaging with the Events Team. Time commitment There are increasing demands upon people’s time, both at work and in their personal lives. Moreover, many members find it difficult to take time out of work to attend meetings and events. Webinars provide members with the opportunity to engage in continuing professional development without leaving the office. Furthermore, webinars can be planned to try and fit in with certain times, such as lunch breaks, if the target audience is for a specific region. I have listened to webinars in my office and also made efficient use of my time while travelling too. Webinars: the pros Webinars offer many practical benefits, some of which are listed here: - providing an effective solution for engaging with members across the globe - enabling listeners to provide direct feedback and ask questions while the webinar is still being delivered - the ability of speakers to connect from wherever they are based, as long as there is suitable bandwidth - listeners only having to commit to the time the webinar is delivered – no travel time is required - the possibility of listening to recordings of the content later.
Hosting a webinar with Dimple Chauhan
Webinars: the cons
- The first time you deliver a webinar it can feel strange as you cannot ‘see’ your audience as you would at a meeting or conference. - Technological issues with the speakers can make it difficult for the listeners. - If listeners are having technological issues, they may miss the webinar. However, the Events Team is really good at supporting them at the time on the chat function. - Webinars may seem less personal than face-to-face events. Summary Webinars are an effective tool for engaging with members, wherever they may be. The importance of proper planning, like any event, is clear so that things are less likely to go wrong. There are challenges along the way, but these can be overcome to allow a greater number of members to #GetInvolved. Craig Foyle IOSH Past President, former Chair of IOSH Consultancy Group Networks news 09
Your views on Network news It’s been three years since we published the first edition of Networks news – so a readership survey was well overdue. In April and May this year we asked you to give us your feedback, via an online questionnaire on Surveymonkey. Here’s what you told us. We received 116 replies to the questionnaire. Given that we send the newsletter to 983 addressees, that represents a very healthy response rate (11.8 per cent), indicative of an engaged and interested readership. It was a little startling to discover that 16 per cent of respondents said that they didn’t actually read their copy of Networks news. When asked why they didn’t, respondents claimed that either they didn’t have enough time, or that there were too many other publications to read, or that the material in Networks news was not relevant or interesting to them. Questions later in the survey address what might be done to improve the newsletter. How readers rate Networks news Respondents were asked to rate the newsletter’s usefulness, its interest to their volunteer role and the variety of topics covered. Over 83 per cent 10 Networks news
of responses to each of these questions gave ratings of “good” or “very good”, while 92 per cent considered the quality of articles to be “good” or “very good”. We were keen to find out how the topics in Networks news had encouraged changes in the ways things are done in branches and groups. One member commented that articles have given them “useful ideas to strengthen our committee (with new members) and allocate new roles, to improve our events and communications, including encouragement to organise a webinar in the near-future.” Another noted their branch had improved advertising via its website, Twitter and LinkedIn sites. One reader reported that innovations and handy tips learned from other Networks through Networks news included making decisions to start meetings earlier to allow informal networking
and to have a CPD corner. Others have started to approach different stakeholders in their industry. Several mentioned their growing awareness of the diversity of opportunities to volunteer in IOSH, understanding what other Networks have achieved and learning how they have gone about engaging members. Professional development We wondered how helpful Networks news is to members’ professional development. Over half (55 per cent) feel that it does support them. They think that it could work even better if we included, for example, guidance on IPD completion, more focus on the networks tools and a suggestions list of guest speaker topics and organisations to approach. A who’s who of IOSH staff by department would be welcomed by some – particularly personal contacts for help with CPD. Others asked for more
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How readers scored the content of Networks news
information on how to apply the institution’s goals, ethos, campaigns and so on. However, some feel that Networks news is neither a learning resource nor the place they’d look for professional development, preferring the interactive characteristics of, for example, webinars. Format While 63 per cent read their copy in print, 12 per cent read Networks news only online, while the remaining 25 per cent read it in both formats. Several respondents pleaded for IOSH to drop the print edition, saving costs to the environment and on printing and distribution. Some called for a lighter grade of paper. Others stated that they look forward to receiving
their print copy – one respondent even claimed that they find the online version hard to read, and treat it like junk mail. Several respondents were clearly unaware that an online version already exists, complete with the entire set of back editions. For the record, then, here’s where to look: www.iosh.com/ networksnews. Requests for an index of subjects seem reasonable enough – but first we’ll have to work out what might form a useful typology. Made for sharing? We found that nearly three quarters (73%) of respondents do not pass on their copy to another reader. However, those who do, do so consciously to share information – whether with friends, fellow safety and health
professionals, younger team members or other work colleagues. One takes it to meetings with safety professionals in other companies, while another leaves it in the works canteen. Very different channels, but we’re happy for you to do what works to share the information. And finally... IOSH is looking holistically at how we communicate with branches and groups. We’ll be considering the best ways to share good practice and ideas. The feedback from this readership survey will be built into our plans for the future. We’d like to take this opportunity to say “thank you” to all our readers who made the effort and found the time to take part in this survey. Networks news 11
Readers’ views on Networks news
(continued from pages 10 and 11) Networks news and professional development
“ I enjoy it and use it for my CPD ... It also provides an opportunity to learn what our other fellow volunteers are doing.“
“ Provides another resource but from like-minded people so I get real-life examples and not theoretical articles.“ “ I can reference Network news in my CPD and include the outcome of the information gathered as an activity.“
What could we include to help with professional development?
“ Maybe have a focus on strategic management.“ “Guidance on IPD completion.“ “ Insights on mapping progress and development within IOSH professional community e.g. pathway to gain experiences suitable to progress from Chartered to Fellowship level.“ “ Articles that are relevant
“ I don’t think that there is, or could ever be, a direct link between the publication and professional development. At best, an article should trigger a thought process that, on a much wider front, might lead to a CPD opportunity.“
to all industry types, discussion of lessons learned, advice column, articles from a feature Branch / Network or Group re current industry practice / challenges / evolving world of work.“
Support for volunteering
“ We are able to see what other branches are doing so that we can improve the experience of our members.“
“ The networking and articles presented provide ideas for further projects.“
“ Reading the topics sometimes
refreshes my mind on the job I do.“
“ It provides a direct link to the work IOSH is undertaking (as opposed to other safety publications), IOSH strategy and the purpose of Networks for members. It’s a different way to engage with members about practical support.“
Any other comments?
“ Given that we spend 90% of our reading
“ It would be helpful if Networks news
time looking at a screen, it really is nice
included contact details for specific
to have the hard copy which I read from
IOSH staff and committees. Possibly
cover to cover when it arrives.“
a letters page? Receiving in hard copy enables me to dip back in too when I have time as opposed to receiving
than pages as this tends to switch me
it online when it can get lost in
off from reading lengthy pages
email traffic.“
of information.“
“ More copies to pass on at Branch meetings.“ 12 Networks news
“ I like reading what other people are up to around the globe.“
© IOSH 2019 –PS0912/050919/SL
“ Short articles are better to read, rather