Industrial Safety News April 2016

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April 2016 VOL 11 NO. 1 Price $9

The Health and Safety at Work Act

Dawn of a new age in

workplace safety

Asbestos protection• Global safety guru Dr Todd Conklin

F I R S T W O R D > > H E A LT H A N D S A F E T Y AT W O R K AC T

A new era in health and safety

WorkSafe New Zealand’s Chief Executive Gordon MacDonald explains why all businesses should welcome the new Health and Safety at Work Act that comes into force on 4 April

A

few weeks ago WorkSafe New Zealand launched what we’ve called our Home Time campaign. You might have seen the ad on TV – it features some of New Zealand’s top industry leaders talking about health and safety.

They tell it like it is, pointing out that our health and safety record is three times as bad as the UK’s. And they make a strong case for New Zealand needing to find a new way of thinking about health and safety.

But perhaps most importantly the ad has real people at its heart – farm workers, factory workers, nurses, construction workers. It shows them returning home to their families safe and healthy after a day at work. That’s what health and safety is all about. That’s what WorkSafe New Zealand is all about. And that’s what the new Health and Safety at Work Act is designed to achieve.

By now most businesses – and certainly all readers of Industrial Safety News – will be well aware of the new law, which comes into force on 4 April.

Hopefully you’ve already taken the opportunity to review your approaches to health and safety at work. To talk with your workers, colleagues and the other businesses you work with to take stock of your risks and identify how you can manage them better. Businesses that do these things well will not only be well placed to meet their obligations under the law – they will also be better placed to succeed.

Of course any change – particularly one that affects every business and every worker – can create a level of uncertainty and apprehension.

But in fact, I’d argue that businesses and workers alike should welcome the change.

Let me give you an example. Last year I met with a forestry contractor who employed a gang of 10 workers. As an industry, forestry has had its safety issues but has made great strides over the past two years. This contractor told me he was now spending more of his working week on health and safety. I took a deep breath – assuming he was going to say he couldn’t afford it – but instead he said it was the best time he’d ever spent on his business.

“I’m working more closely with my guys than I ever have before,” he said. “And it’s had huge spin-offs, including better morale and higher productivity. If I’d done it 10 years ago I’d be a far richer man.”

That is how good health and safety should work. That contractor was doing the basics well:

showing leadership, talking and listening to his workers, identifying risks, ensuring effective and proportionate controls were in place and were being used day-in, day-out. And he was reaping the rewards.

The new act is a much needed modernisation of New Zealand’s approach to health and safety.

It better reflects business relationships within the modern working world.

“Don’t think of health and safety as something you do just to meet your legal requirements – think of it as a core part of being a good businessperson, worker, colleague and friend” This isn’t the place to go into any detail about the new law. There have been thousands of words written about the act in the media, and there’s plenty of information and advice available on the WorkSafe website. And more is coming,

WorkSafe New Zealand Chief Executive Gordon MacDonald says the new legislation is to be welcomed, not feared from formal Approved Codes of Practice to Good Practice Guides and more accessible fact sheets and online tools to help businesses and workers better understand what they need to know.

I encourage you to read up about the act and use the wealth of resources that are available to make your business and your workplace safer. But don’t just read; talk to each other. Make talking about health and safety part of your daily routine.

Don’t think of health and safety as something you do just to meet your legal requirements – think of it as a core part of being a good businessperson, worker, colleague and friend.

Everybody deserves to come home healthy and safe at the end of the working day. And that’s why you should welcome the new Health and Safety at Work Act.

www.isn.co.nz

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THIS ISSUE

April 2016

Supporters

Health & Safety at Work Act WorkSafe Chief Executive Gordon MacDonald on returning home safe Sharing duties brings safety in numbers Responsible Care Chief Executive Barry Dyer on hazardous substances regulations Safety ‘n Action free transitional training for Health and Safety Representatives Asbestos regulations await finalisation

3 8-12 14 16-17 18-19

HEIGHT SAFETY QSI NZ made harness for linesman and tower workers

Buddle Findlay 21

Cancer Society 27

7 INTAKS 13

INNOVATIONS Advanced trench protection system sets up quickly New vest to aid workers in physically demanding jobs HAZARDOUS MATERIALS Asbestos regulations await finalisation Proper equipment essential when facing asbestos fibre Seek a survey for safety’s sake

Action Tags 19

13 33 18-19 20-22 23

PPE QSI develops new harness for linesman and tower workers 7 Safety and Apparel says certification key to safety standards 9 Proper equipment essential when facing asbestos fibre 20-22 Innovative full body harness from Capital Safety 26 New vest to aid workers in physically demanding jobs 33

People Centric 11

or alterations including Note: Scaffolding over 5.0m or more is notifiable work and the erection/dismantling a Scaffolder holding a current the movement of planks, can only be carried out under the supervision of Certificate of Competency.

Scaffold Notifiable YES NO

Red Cross 44

HEALTH Reduce physical injuries at work with safe habits Drug Driving warning labels ignore research More standing at work could mean more sitting at home

28-29 39 39

Safety Ladder Legs 15

MANAGEMENT Regular driving training helps keep defensive driving in the forefront Change cultures to improve safety say Dr Todd Conklin Communications the key to safer behaviour at work

34-35 36-38 42

30-32 40-41

INFO@INTAKS.CO.NZ

Responsible Care 2

Safety and Apparel 9

AWARDS Shell Todd Oil Services wins Deloitte Energy Excellence Awards 2015 Site Safe Safety Innovation award for McLeod Hiabs

07 577 6469

QSI 7

24-25

43

How can our scaffolding improve your cash flow?

Talk to us.

ENVIRONMENT Human behaviour key to fire safety

LAST WORD - Take care around vehicles and machinery

Our experienced team is dedicated to providing expe with a strategic and commercial approach. We offer safety issues, investigations and prosecutions. ...........................................

Sherridan Cook, Partner 09 358 2555 // sherridan.co Hamish Kynaston, Partner 04 499 4242 // hamish.ky Peter Chemis, Partner 04 499 4242 // peter.chemis@ Susan Rowe, Partner 03 379 5659 // susan.rowe@bu

SafetynAction 16-17

Segno 25

Vertical Horizonz 5

Industrial Safety News is endorsed by NZ Safety Council OUR COMMITMENT TO SUSTAINABILITY

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April 2016

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FOCUS >> Health & Safety at Work Act

Big changes on the health and safety horizon The Health and Safety at Work Act that comes into force on 4 April introduces several new concepts

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he first and most important of the changes is the introduction of a Person Conducting a Business or Undertaking, or PCBU. Judged to be in the best position to control risks to workplace health and safety, a PCBU will usually be a business entity such as a company rather than an individual person – though a sole trader or self-employed person might also be a PCBU. All PCBUs have a primary duty of care in relation to the health and safety of workers and others affected by the PCBU’s work, ensuring so far as is reasonably practicable: • the health and safety of its workers or those workers who are influenced or directed by the PCBU – such as workers and contractors • and that the health and safety of other people is not put at risk from work carried out as part of the conduct of the business – for example, visitors and customers.

Specific obligations include: • providing and maintaining a work environment, plant and systems that are without risks to health and safety

• e nsuring the safe use, handling and storage of plant, structures and substances • providing adequate facilities for the welfare of workers, including ensuring access to those facilities • providing information, training, instruction or supervision necessary to protect workers and others from risks to their health and safety • monitoring the health of workers and workplace conditions to prevent illness or injury.

PCBUs who manage or control the workplace, fixtures, fittings or plant at workplaces do not owe a duty to people who are there for an unlawful purpose.

The act requires PCBUs to manage health and safety risks arising from work by eliminating risks so far as is reasonably practicable. If this is not possible, then the PCBU must minimise those risks so far as is reasonably practicable.

WorkSafe NZ has suggested the following process for determining and demonstrating whether risks have been minimised so far as is reasonably practicable:

• i dentify and consider a range of potential measures for risk reduction (both those adopted and rejected) • systematically analyse each of the identified measures and assess the safety benefits associated with each measure • evaluate the reasonable practicability of the identified measures and if they should be adopted or rejected • record this process and the results, and summarise this in a safety case.

PCBUs also need to work together when duties overlap – for example, businesses working together or alongside each other on a single worksite such as a construction site and through contracting or supply chains.

A new duty requires an officer of a PCBU such as a director, board member or partner to exercise due diligence to ensure that the PCBU complies with its duties.

This governance role must exercise significant influence over the management of the business, but doesn’t include a person who advis-

es or makes recommendations to an officer of the organisation.

The act requires PCBUs to: • engage with workers who are directly affected, or likely to be directly affected, by a PCBU health and safety matter • and have effective worker participation practices that allow workers to participate in improving work health and safety.

Effective worker participation practice (s) include health and safety representatives (HSRs) and/ or health and safety committees (HSCs), which bring together workers (including HSRs) and management to develop and review workplace health and safety policies and procedures.

An HSC may be requested by the workers or chosen by the PCBU. PCBUs with fewer than 20 workers in low-risk sectors don’t have to initiate an election for HSRs or set up an HSC. The new law also contains a serious offence provision, which means that both individuals and the corporate entity can be held accountable for reckless conduct that results in the death of a worker – with fines up to $3 million for corporations and/ or up to five years imprisonment for individuals.

New rules for new regime WorkSafe NZ has released various regulations to help businesses meet their duties under the Health and Safety at Work Act 2015 that becomes law in April.

The regulations cover: General Risk and Workplace Management: these apply to all workplaces in New Zealand, prescribing what must be done in specific circumstances to meet the duties under the new law Worker Engagement, Participation and Representation: all workplaces need to have effective worker engagement; participation and representations practices under HSWA Asbestos: outlines requirements for the safe management and work with asbestos and asbestos-containing materials – including demolition and removal Adventure Activities: revokes and replaces the Health and Safety in Employment (Adventure Activities) Regulations 2011, aiming to improve safety, reduce harm and ensure consistent good practice across the adventure activity sector Major Hazard Facilities: focuses on matters for process safety, detailing safety management obligations for operators or particular facilities with the potential to cause a catastrophic event

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April 2016

Mining Operations and Quarrying Operations: details the requirements that must be followed, including competency requirements in relation to safety-critical roles in mining operations, quarrying operations, and alluvial mining operations Petroleum Exploration and Extraction: provides a framework that aims to ensure the safety of petroleum operations such as the extraction, transportation, treatment or processing of petroleum or gas; any well drilling installation; the construction, maintenance, and operation of any structures, or land improvements connected with petroleum operations Rates of Levy Funding: prescribes the levy required to be paid by employers and self-employed people under section 201 or the HSWA. Other regulations in the pipeline include: • regulations specifying infringement offences and fees – will be finalised shortly.

• the regulations for work involving hazardous substances are currently being consulted on and will be finalised later this year • regulations to support the power in the new act for the regulator to grant exemptions from regulatory requirements (clause 228A) will also be developed this year.

Phase two regulations will be developed over the next two years.

HEIGHT SAFETY >> QSI Sponsored article

QSI – New Zealand’s Height Safety Manufacturer The team at QSI with their extensive knowledge in design, manufacturing and distribution produce some of the best height safety equipment within the New Zealand market

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roudly manufactured in New Zealand, QSI is able to offer premium quality height safety equipment to meet and exceed the markets requirements.

We manufacture the majority of our products in our ISO 9001 certified factory in Wanganui, which enables us to have direct control over the quality of products and the ability to assess customer requirements to meet demand with quick lead times.

ufacturing premium health and safety equipment for over 40 years, drawing on over 70 years of safety experience. Our many years of experience in manufacturing have given us a reputation for innovative product development. We also source product directly from some of the world’s best manufacturers, made to our own exacting standards. We understand that in today’s market, there is a need to maximise every dollar and we are committed

New Live Wire Harness In conjunction with the electrical industry, QSI has been developing a new harness the ‘Live Wire’ over the last two years. The Live Wire is a revolutionary new harness designed for linesmen and tower workers. It is the combination of two years of hard work drawing from three of our best harness designs. The unique design helps eliminate suspension trauma when the user is suspended from the front D-ring or side pole strap

We are also New Zealand’s first IANZ Accredited Height Safety Laboratory which allows us to test and certify height safety gear to AS/NZS 1891.1:2007, AS/NZS 1891.3 and AS/ NZS 5532 standards.

This means every product we make has been tested to the strictest standards and having our own testing facility on site gives us the unique opportunity to take our products to the limit multiple times throughout our development processes, rather than relying on fewer, more expensive tests in foreign labs.

This allows us to identify and quickly solve problems, which in turn reduces research and development costs resulting in better and affordable pricing for our products.

Not only does QSI offer Height Safety equipment, but we also offer a diverse range of other products: • First Aid and Emergency Kits • Spill Absorbent Products • Industrial and Specialised Fire Retardant Clothing • Respiratory Products • General Medical and Safety Products • Signage QSI has been designing and man-

to achieving and bringing the highest quality product at competitive prices.

rings. The leg fastening straps don’t pass through the groin area which helps relieve pressure and circulation problems in fall situations. The adjustable seat and wide back padding provides comfortable support when working under work-position tension for long periods of time.

The dielectric buckles are rated to

Innovation Being a height safety manufacturer allows QSI a unique and innovative opportunity to work with local industries to research and develop new products to suit the needs and requirements of workers.

Other height safety companies who strictly import finished products are limited in what they can offer and many times the user will have to choose what’s best from their range, rather then what’s best for their needs. QSI understands that workers within each industry have a unique job to do and we can go the extra mile to coordinate, develop and manufacture products tailored to their exact requirements.

We like to take a proactive approach when discussing and developing our products with customers in finding out how we can further support them and areas we can grow and expand into. With such a philosophy this allows us to consistently expand, develop, find solutions and constantly improve.

QSI has been designing and manufacturing premium health and safety equipment for over 40 years

9kV and provides the great features of the standard steel fitting without the risk of electrocution. The cross-over shoulder design helps to eliminate pull-down and discomfort on the shoulder area when stretching in difficult situations. More comfort. Improved flexibility. Less restriction. If you’re working long periods of time in a harness, this is definitely the harness for you.

The QSI team has been developing a new revolutionary harness the “Live Wire” for linesmen and tower workers over the last two years

Feel free to contact us for enquiries and we will be more than happy to work with an authorised QSI distributor to meet your needs Unit 6, Pacific Park, 20 Pacific Place, Wanganui 4500 New Zealand Tel: 06 348 9522 • Fax: 06 348 9523 • Email: enquiries@qualitysafety.co.nz Website: www.qsisafety.co.nz • www.qsisafety.com • www.qsisafety.nz www.isn.co.nz

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FOCUS >> Health and Safety at Work Act

Safety in numbers – sharing duties under the Health and Safety at Work Act 2015

The new Health and Safety at Work Act 2015 (HSWA) is based on the underlying assumption that those who create or work with occupational risks, or can influence or direct them, are best placed to identify and manage those risks

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t is intended to change workplace health and safety laws to keep up to date with modern working arrangements, which can contain multiple employers with diverse workforces made up of employees, contractors, subcontractors, volunteers and others.

But one of the changes that appears to have received little media coverage is the new positive obligation on businesses to “consult, cooperate and coordinate” with other businesses about the health and safety duties they will share.

The change seeks to address risks to workers arising from modern work environments where a number of businesses and organisations work together or share a common workplace. Commonly cited exam-

• t he owner of a multi-tenanted shopping centre, the manager of the shopping centre, each of the businesses operating from shops in the shopping centre and those carrying out ancillary activities such as cleaning, security and shopping trolley collection • a service station owner, the service station operator (if different from the owner), the mechanic (if running a separate business), the contractor carrying out the supply of gas cylinders to the public at the service station and the operator of an attached fastfood outlet • the principal contractor on a construction site, subcontractors engaged by the principal contractor, subcontractors engaged

with the client engaging the principal contractor and suppliers.

As the number of parties involved increases, so too do the risks to the health and safety of workers – arising from poor communication, and a lack of cooperation and coordination between parties. The HSWA makes it clear that duties imposed on multiple PCBUs in the same workplace are concurrent.

More than one PCBU may have the same duty in relation to the same workers, workplace, plant, substance or structure. The change will oblige parties to work together to ensure the health and safety of all workers, or they will risk conviction and penalties.

ples of multiple PCBU workplaces include:

by the subcontractors (including self-employed contractors), along

coordination In situations where there are mul-

April 2016

tiple PCBUs with overlapping health and safety duties in a workplace, the HSWA requires these PCBUs to, so far as reasonably practicable, consult, cooperate with, and coordinate activities with other PCBUs where their duties overlap. This is commonly referred to as “horizontal consultation.”

Horizontal consultation is an important part of the process of achieving safety in a multi-PCBU workplace. It seeks to address any confusion and uncertainty about the scope of a PCBU’s duties when multiple PCBUs are working at the same workplace. In particular, the risk that a PCBU will not take responsibility for a health and safety duty, because it is assumed that another

Consultation, cooperation and

Continued on page 10

PPE >> Certification

PPE certification key to improved workplace safety standards Employers and employers should both be looking at investing in PPE products that are fully certified rather than accepting equipment that simply meets relevant standards

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ew WorkSafe NZ regulations rightly put the onus on both the employer and employee to jointly assess risk.

PPE equipment has to meet AS/NZ standards or ‘best practice’. Both employers and employees are looking for guidance as the new legislation beds in, but this isn’t forthcoming at this stage in minute detail as the sheer size of the local safety industry means it’s almost impossible for all PPE products to be regulated immediately.

Part of a supplier’s job is education – to recommend that employers and employees choose products that are certified rather than simply meeting the standard because if it is certified it’s an assurance that the product is going to be fit for purpose, to that relevant standard.

Obviously they have to do their assessment as to whether they think the product is appropriate for their particular needs, but being provided with certification for a product or garment shouldn’t be an issue.

A striking example is the asbestos industry, particularly with the Christchurch rebuild and the ongoing refurbishment of buildings in Wellington. That’s a really dangerous fibre and there are products available claiming to meet certification standards.

Sometimes the labelling is wrong, or products are certified under a generic brand name, which should be spotted by the quality assurance agency if the product is going to

pass certification. For the sake of a few dollars either way, why would you take a risk on a coverall for example in a critical area like that?

The same could be said for PPE safety eyewear. There’s an AS/NZ standard so why wouldn’t customers look for that information on the frame so that they know that that factory has been certified to produce that product?

Look at the AS/NZ standard and if there isn’t an AS/NZ standard for that particular product look at best practice.

There are some employers who simply want a basic product to get

few years as more companies become aware of safety requirements and more willing to accept the expertise of safety specialists. It isn’t always about adding costs to get compliant products fit for purpose – working with safety specialists will ensure that the employer is getting the right product at the right cost, the right certification level and when they want it.

Some organisations are obviously already very proactive with safety committees and in-house or consultant safety advisers. There’s recognition that safety is a two-way street involving both employer and employee. If an employee is uncomfortable about a particular PPE product, most employers would

There’s recognition that safety is a two-way street involving both employer and employee. the job done but the new legislation will change their thinking. The very nature of saying to employers that they have a direct responsibility now in the welfare of their employees is going to be a bit of a wake-up call for some companies and remind them that they just can’t take those shortcuts anymore.

There’s plenty of choice in the market today so I don’t think there are any excuses for anyone to say they were ignorant of what is needed.

Most employers are surprised to learn that certified products needn’t cost more than approved-only products.

There has, however, been a subtle change taking place over the past

encourage them to voice their concern’s through this process.

This increasing awareness of, and determination to meet, safety standards has, in turn, boosted PPE product sales.

Another area where increased activity is anticipated a result of the new legislation is items like respirators, which under the standard should be fit-tested annually or where there has been a change in the employee’s physical features. Certainly around making sure that once the product is on site that it’s still fit for purpose, providing surety for both employee and employer.

It will no longer be acceptable to buy a harness, use it once and then

dump it in the truck to bring it out 10 months later to use again. That will all change and employers and employees will take better care and maintain their equipment to standards guidelines and requirements so that it’s ready to go next time.

The cost-cutting mentality of some employers will “hopefully” change with the new, stricter WorkSafe NZ legislation, although he has noticed that New Zealand companies overall have become more aware of the AS/ NZ standards in general and certification in particular.

There’s a “real desire” to make the local workplace safer and that has to a certain extent been led by the new legislation. But employers, employees and safety specialists all have to work together and strive to ensure that we have the safest workplaces possible.

Brendan Beadle is sales and marketing director for Safety & Apparel Ltd brendan@safetyandapparel.co.nz

Showrooms in Auckland Hamilton & Christchurch www.isn.co.nz

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FOCUS >> Health and Safety at Work Act rangements in accordance with any agreements reached during consultation. The duty to cooperate would also include a PCBU refraining from acting in a way that may compromise the health and safety actions of other PCBUs. It also means that if a PCBU is approached by another PCBU wanting to consult on health and safety matters it should cooperate. Further, a PCBU should communicate and respond to reasonable requests from other PCBUs to assist them in meeting their duty under the HSWA.

Continued from page 8 PCBU has responsibility or will take action.

The HSWA requires each PCBU to discharge their duties, not by necessarily taking any required action itself, but by ensuring that another person or PCBU is doing so. Horizontal consultation involves multiple PCBUs cooperating and coordinating their duties at a workplace to ensure that duties are effectively discharged without unnecessary duplication.

The HSWA does not define or provide detailed guidance on how PCBUs can meet their duty to consult, coordinate or cooperate. However some guidance can be taken from the Australian, Model Work Health and Safety Act upon which the HSWA is largely based. In particular, Safe Work Australia (WorkSafe NZ’s Australian equivalent) released a Code of Practice which provides good practical guidance to assist PCBUs on how they can meet their horizontal consultation obligations.

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risks will be controlled.

In particular, horizontal consultation will involve an exchange of information that will allow PCBUs to work together to determine which duties are shared and what each person needs to do to cooperate and coordinate activities with other PCBUs.

the activity • what procedures or arrangements may be in place for the consultation and representation of workers, and for issue resolution • what information may be needed by another PCBU for health and safety purposes • what each PCBU knows about the

“One of the changes that appears to have received little media coverage is the new positive obligation on businesses to “consult, cooperate and coordinate” with other businesses about the health and safety duties they will share”

Consultation

In this respect consultation should include: • what each PCBU will be doing, how, when and where and what plant or substances may be used • which PCBU has control or influence over aspects of the work or the environment in which the work is being undertaken • ways in which the activities of

hazards and risks associated with their activity • whether the activities of others may introduce or increase hazards or risks • what each PCBU will be providing for health and safety, particularly for controlling risks • what further consultation or communication may be required to

The Code of Practice identifies that the objective of horizontal consultation is to make sure that every PCBU associated with a work project or workplace has a shared understanding of what the risks are, which workers are affected and how the

each PCBU may affect the work environment • ways in which the activities of each PCBU may affect what others do • identifying the workers that are or will be involved in the activity and who else may be affected by

monitor health and safety or to identify any changes in the work or environment.

April 2016

Cooperation The duty on PCBUs to cooperate will require PCBUs to implement ar-

Coordination The Code of Practice indicates that PCBUs are required to work together so that each PCBU can meet their duties without leaving any gaps in health and safety protection for workers. This will require PCBUs to plan and organise activities together and ensure that any measures put in place work effectively together to control any risks. Practically this will involve PCBUs coordinating when and how each control measure is to be implemented and ensuring control measures complement each other.

The duty to coordinate is ongoing. Where work is not effectively coordinated, PCBUs should consult further to determine what should be changed.

Reasonably practicable The duty to consult, cooperate or coordinate is qualified by what is reasonably practicable in the circumstances. However, ‘so far as is reasonably practicable’ in this context is not defined in the HSWA and will likely depend on the circumstances, including the nature of the work and the extent of interaction between the PCBUs. For example, two contractors working together may engage in direct discussions and planning as part of their everyday work, whereas the owner of a large shopping centre may need formal mechanisms with the retail businesses, such as written agreements and consultative committees.

Continued on page 12

FOCUS >> Health and Safety at Work Act Continued from page 10 Disputes There may be situations where PCBUs have consulted about a particular health and safety matter in relation to which they both have a duty but do not agree on the appropriate course of action. This could involve disputes about the nature of the risk controls to be implemented or which PCBU should be responsible for implementing the risk controls.

In such situations, the HSWA requires the PCBUs to make reasonable efforts to achieve a timely, final and effective resolution of the work healthy and safety issues in dispute. If it is still not possible to resolve the dispute, the HSWA provides that any PCBU that is party to the dispute can ask the regulator to appoint an inspector to attend the workplace to assist in resolving the dispute. If an inspector is appointed, the inspector may, after providing assistance to the PCBU, decide any issue in dispute.

Non-compliance It is an offence under the HSWA for a PCBU to fail or refuse to comply with its duty to consult, cooperate or coordinate with other PCBUs. An offending PCBU is at risk of a conviction and liable to a fine not exceeding $20,000 in the case of an individual PCBU, or for any other PCBU a fine not exceeding $100,000.

Recommended actions The duty to consult, cooperate and coordinate is an active duty aimed at increasing communication, in-

formation sharing and creating a shared understanding between PCBUs. To best ensure compliance with the HSWA, PCBUs that share a workplace and have overlapping duties with other PCBUs should consider: • including in any commercial agreements with other PCBUs an obligation to consult, cooperate and coordinate on safety matters.

This will make other parties clearly aware of their obligations and give parties a contractual right to enforce obligations • establishing clear lines of communication between all PCBUs to encourage dialogue on workplace health and safety matters • identifying workplace hazards and each PCBU’s duties or agreed control measures in relation to that hazard in writing. While having a written agreement is not essential, it may help to clarify everyone’s expectations • keeping a written record of all formal PCBU’s communication in the form of meeting minutes and other documentation - including any significant work health and safety issues that were discussed, agreed actions and any time frames • conducting regular reviews, reporting and auditing of arrangements to ensure they remain effective.

Although the new obligations will likely result in greater compliance costs for businesses, we think they should result in better and safer outcomes for workers.

This article was written by Sherridan Cook (partner) and Mere King (senior associate) at Buddle Findlay, one of New Zealand’s leading commercial law and public law firms with offices in Auckland, Wellington and Christchurch. Sherridan and Mere specialise in health and safety, and employment law.

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April 2016

Cracking the code The Code of Practice provides a helpful working example of horizontal consultation between multiple PCBUs as set out below: Sharing the same workplace: A finance company leasing premises in a multi-tenanted office block – lift maintenance IDENTIFY health and safety duties and other duty holders

• T he finance company has a duty as a person conducting a business or undertaking to ensure the health and safety of its workers and clients visiting its offices.

• At the same time, the building owner and property manager have duties as persons with management or control of the building to ensure people can safely enter and exit the building and that the building is safe and without risk to others.

• A company contracted to maintain and repair lifts (maintenance contractor) has a duty to ensure that its workers and other persons are not put at risk from work carried out as part of its business.

• Each of these duties is subject to what is reasonably practicable.

CONSULT

• T he finance company consults the property manager to find out what arrangements are in place for the proper maintenance of plant such as air-conditioning systems and lifts.

• Before maintenance is to be carried out on the lifts the property manager consults with the maintenance contractor, the tenants and the cleaning contractor so that all duty holders know of the work and what they each need to do to ensure the safety of persons in the building. This includes identifying the best time for the work to be done, how the work area will be barricaded and what information, if any, the finance company will need to give to its workers and clients.

• As the work proceeds, the finance company informs the property manager and the maintenance contractor of any concerns or incidents, to enable these to be considered and any changes made.

COOPERATE

• T he finance company and other tenants cooperate with the maintenance contractor by complying with the contractor’s safety procedures.

COORDINATE activities

• T he finance company ensures that its workers and clients do not use the lifts during the maintenance work and that they have another safe means of entry and exit.

• The maintenance contractor works with the property manager to schedule maintenance work so that it does not interfere with the safe movement of persons in the building, as far as is reasonably practicable.

INNOVATIONS

Advanced trench protection system sets up quickly to protect workers

T

renching or excavation works on site inevitably involve the risk of collapse and burial, making it essential to ensure the safety of operators.

New Zealand safety regulations demand that every employer shall take “all practicable steps” to ensure that any face of any excavation more than 1.5 metres high is shored.

The SMARTSHORE shoring system available from Air Springs Supply Pty Ltd provides a pneumatic protection shield that is easily and quickly set up to guard against cave-ins in a wide variety of excavation work.

This new technology reinforces the walls of trenches and in appropriate applications and can replace the use of conventional shoring, which can be cumbersome to handle and install, particularly for trenches of limited depth, as well as involving the transport of unwieldy material to remote sites.

The SMARTSHORE system, manufactured by the global Pronal elastomer engineering company, involves a twin-walled rubber-coated construction, finished by hot vulcanization and featuring inflatable shields that are resistant to impacts, abrasion and tearing.

The design of inflatable shields and their accessories allows the system to be installed horizontally or vertically while optimising safety, says Air Springs Supply National Sales and Marketing Manager James Maslin, whose company has been a national leader in pneumatic actuation, isolation and suspension for more than 30 years.

“Naturally each industry in Australia must consider the statutory safety provisions relating to its unique workplace conditions, but SMARTSHORE is a highly practical and robust product engineered in response to a global safety issue relating to excavations including pits and trenches,” he says.

“Pronal is already respected globally as an engineering company for its extensive ranges of environmental and workplace protection products, including tough inflatable elastomer pipe stoppers used to prevent pollution and to protect staff during pipeline inspection and maintenance.”

SMARTSHORE cushions are

equipped with handling straps, a quick air connector and a safety valve to avoid the risk of bursting.

Their advantages include: • high resistance construction with anti-burst design • re-usable, easy maintenance • easy handling and set-up – each cushion weighs only 13kg • flexible and foldable.

Air volume required is 400/660 litres with a maximum pressure of 650 mbar. Inflated by standard workplace compressors – or from compressed air/gas cylinders at remote locations – the standard product is complemented by an inflation line with safety valve for quick coupling and a venture for

quicker deflation.

Internationally SMARTSHORE is designed for use in such areas as building and construction; civil engineering and earthworks, electrical and telecommunications; mining, energy and petroleum sites; pipeline installation and maintenance; road-making; manufacturing and food and beverage and primary production pits and pipelines; plumbing and sewerage and water and waste water infrastructure.

Air Springs Supply Pty Ltd, 10 Angas St, Meadowbank, Sydney 2114, ph (02) 9807 4077, fax (02) 9807 6979, sales@airsprings.com.au

How can our scaffolding improve your cash flow?

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07 577 6469

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www.isn.co.nz

13

FOCUS >> Health and Safety at Work Act

Stand by and prepare to engage The eagerly anticipated health and safety regime expected to substantially reduce New Zealand’s unacceptable workplace casualty rate is underway, notes Barry Dyer

R

14

egulations offering relief to Persons Conducting a Business or Undertaking (PCBU) sectors not directly controlling workplace environments their temporary staff placements occupy apply from 15 February 2016.

The Health and Safety at Work Act (HSWA) 2016 applies from 4th April 2016, despite the absence of a comprehensive infrastructure, implying a prolonged implementation period to enable regulators and the

considered, comprehensive, joint review to improve the first successful integration of the mandatory UN Dangerous Goods transport system with the voluntary UN Globally Harmonized System of Classification and Labelling of Chemicals (GHS) workplace health and safety regime, only now being implemented worldwide.

RCNZ members assessing 500 pages of draft regulations require commitment and a sound

regulated to collaboratively develop coherent regulations, unambiguous interpretations and pragmatic performance standards to ensure a smooth transition.

Ministry of Business, Innovation and Enterprise (MBIE) staff are assessing submissions on the draft Hazardous Substances Regulations 2016 in a two-phase transfer of the relevant sections of the much-loved HSNO Act 1996 from the Environmental Protection Authority (EPA) to MBIE and WorkSafe NZ stewardship.

Phase I transfers the HSNO chemical management system largely ‘as is’ later this year. Phase II is a more

knowledge of HSNO’s strengths and weaknesses. Derived from 12 years working with complex and often confusing compliance requirements, New Zealand’s pragmatic chemical management expertise is in great demand in countries adopting GHS-based chemical management regimes.

The MBIE-led industry advisory group team is grappling with contentious shortcomings evident in non-negotiable, cabinet-approved policy decisions not discussed, much less agreed or supported by chemical suppliers. Responsible Care NZ is pursuing issues which un-

April 2016

dermine members’ efforts to ensure our products are used safely. Foremost is the proposed removal of mandatory approved handlers.

The HSNO Test Certification concept reflects requirements of the Health and Safety in Employment Act (1992) and Regulations (1995), together with the HSNO Act (1992) and Regulations (2001) to safeguard individuals involved with chemicals.

This well-understood obligation involves independent, technically qualified test certifiers confirming individuals are competent to safely use the chemicals in their workplaces, and that key equipment and facilities are fit for purpose.

Workplace safety is made possible by compulsory approved handlers providing business operators, particularly in SMEs, with immediate access to accurate chemical safety and emergency response advice while competently performing their chemical-related tasks.

Approved handlers help relieve the workload on scarce test certifiers and even scarcer workplace inspectors by helping to ensure facilities such as portable and static bulk containers and delivery systems, together with a proven site emergency plan, are fit for purpose.

Thirty years’ experience and thousands being harmed through ignorance and the misuse of chemicals confirm relying on goodwill and performance standards is some-

times not enough. Chemical safety is too important to be left to chance.

Competent approved handlers not only help reduce chemical incidents but also save their employers money by safely managing many on-site chemical incidents, without recourse to user-pays emergency services.

The Pike River tragedy revealed management, workers, workplace health and safety representatives and enforcement officers all seemingly fell well short of their safe work obligations. Despite trivial media frenzy about worm farms, it would be both logical and cost-effective to also mandate a minimum of one competent workplace health and safety representative in every business.

Yet we propose undermining one of the major successes of the HSNO

Safety Ladderlegs are a

device that can easily be fitted to stepladders and extension ladders, and not affecting their compliance with Aust/NZ ladder safety standards

T

his attachment is valuable for all ladder users, especially many trade users, builders, roofers, plumbers, electricians, painters, sign writers, T.V. installers, housing maintenance etc.

It fills many of the requirements for better workplace safety, and is designed specifically to: 1. Stop ladders falling sideways.

2. Prevent ladder feet slipping.

3. Decrease risk of backward falls.

It is easily fitted to existing or new ladders and can remain as a permanent attachment, and is deployed for use in seconds.

Independent testing shows this attachment provides remarkable stability and strength. It also easily adjusts to be stable on uneven ground contour.

Two product sizes are available, “Standard” to fit 1.8-2.1m stepladders and “Large” to fit 2.4-3.0m stepladders and a range of extension ladders up 6.0m extended.

“Safety Ladderlegs” will transform the way you feel when up a ladder.

Please view our website for more information and to purchase on-line. www.safetyladderlegs.co.nz sales@safetyladderlegs.co.nz Tel: john 027-4958987 See us at Stand number 112

saga. We would simply not have 60,000 workers trained to safely handle chemicals were it not compulsory. Reducing the approved handler contribution in thousands of workplaces makes no sense.

Recent RCNZ HSNO site compliance assessments reveal recurring non-compliance issues, including non-compliant safety data sheets, labelling, site signage and site emergency plans, together with poor housekeeping and sub-standard approved handlers. Provision of the manufacturers’ original GHS and NZ-compliant safety data sheet (SDS) is another fundamental workplace health and safety measure required.

Let’s be clear – too many HSNO issues are inadequately resourced and often poorly implemented.

Shortcomings include the lack of comprehensive performance standards, inadequate training for test certifiers and approved handlers, test certifiers signing off their own students as competent

and defective regulations which did not require a robust renewal process. The flawed regulations are surpassed only by widespread exemptions granted without consultation or consideration of the wider consequences.

Chemical suppliers applaud and support employers striving to do the right thing but being let down by inadequate training, conflicting compliance advice, haphazard enforcement and an unfair user-pays policy. Industry bears the full cost of approved handler training, yet workplace health and safety representative training is basically free.

Well-intentioned employers need assurances that they are adding value for their investment.

The sound but faltering HSNO

widely accepted chemical safety initiative.

The chemical industry expects government will recognise the tangible benefits the test certification regime brings to safe chemical management, demonstrated by competent approved handlers and test certifiers.

Normally the last to advocate more prescriptive regulation, chemical suppliers are deeply concerned about the removal of the legal requirement for a major HSNO success.

Keeping people safe at work remains the goal and safe chemical management is a key requirement of every safe and healthy workplace.

Safeguarding workers is fundamental, particularly the casual, unskilled

expensive external advice. Fourteen years’ invaluable HSNO experience produced several successes, for which no superior alternatives are forthcoming.

Retaining and enhancing the HSNO test certification regime is both logical and cost-effective.

Chemical suppliers are ‘impatient optimists’ who appreciate the benefits of HSNO and not just the shortcomings. Simply put, we have a world-class chemical management regime that needs fixing – not replacing. Let’s begin revitalising test certification without delay.

test certification system must be retained and improved. The Phase II government/industry project team may determine that a joint Test Certification Board to manage test certifiers would instill confidence in a far-sighted, largely successful and

workers prevalent in the agricultural, commercial cleaning, hospitality and manufacturing sectors.

Easily available, on-site compliance advice is vital, particularly within SMEs unlikely to access complex, site-specific, scarce and

New Zealand’s world-class chemical management regime.

Talk to us today about your compliance requirements.

Tel: +644 499 4311; email: info@responsiblecarenz.com; visit: www.responsiblecarenz.com

Barry Dyer is the Chief Executive of Responsible Care NZ, which provides practical products and services to enable compliance with

www.isn.co.nz

15

New Zealand is in for a wake-up call now that the new Health and Safety at Work Act 2015 (HSWA) came into effect on April 4th. All businesses, regardless of their size or industry risk must have both worker engagement and worker participation practices in place.

New Legislation affects everyone.

The measure as to whether a company is complying with the HSWA is – How effective are both these practices in your business?

Health and Safety Representatives play a key role to achieve the desired safety culture in New Zealand businesses.

• Health and safety responsibility is clearly defined for PCBUs, officers, workers, and others onsite.

• All PCBUs are required by the Act to have effective worker engagement and participation practices, regardless of their size or risk profile.

• The Act will give HSRs new powers and functions only once they have completed Transition Training or initial training to an NZQA unit standard.

Sign up for FREE Transition Training today at www.safetynaction.co.nz/hsr

FREE TRANSITION TRAINING

Representing the Future of Health and Safety Safety ‘n Action, the nationwide health and safety provider, was selected to provide Government Funded Transition Training to existing HSRs. Since the start of the programme, in February 2016, thousands of HSRs have already been successfully trained.

S

afety ‘n Action, in partnership with WorkSafe New Zealand have successfully developed both online and face-to-face transition training and due to the high demand, face-to-face training has already reached maximum capacity. Online training is currently still available but Safety ‘n Actions Chief Executive, Rowan McKenzie, is advising HSRs to sign up.

“The programme is scheduled to end in May and I am urging HSRs to express their interest as soon as possible so they do not miss out” says Mr McKenzie.

Filling fast are places for up to 12,000 qualified HSR participants to take advantage the FREE online Transition Training tuition.

“If training is being completed online, register and simply log in using the details you provided and off you go. The online training can be completed at your own convenience. If you need to take a break,

learn more about the law changes and stay updated should sign up and gain free access to our HSR Safety Hub, where you can participate in forums, find FAQs, watch industry interviews with experts and review case studies,” he says.

Under the new legislation, there are certain functions and powers only available to HSRs that have completed Transition Training or initial training to an NZQA unit standard.

Current HSRs can, of course, continue in their roles as normal following the introduction of the new legislation although this will be without the new functions and powers.

“HSRs will not be able to issue Proyou can start again later where you visional Improvement Notices (PINs) left off.”

“HSRs and anyone who wishes to or direct unsafe work to cease for

example if they have not completed Transition Training or initial training to an NZQA unit standard” says Mr McKenzie.

“Once you have successfully completed your Transition Training you will receive an official certificate recognising your knowledge of the new legislation. This can be used as proof that you have the knowledge needed, under the new legislation, to exercise the new powers” says Mr McKenzie HSR Transition Training is an approved Employment Regulations Education (ERE) course for the purposes of part 7 of the Employment Relations Act. Employees and union members can be eligible for paid ERE leave when they attend this course.

Joint efforts The Health and Safety at Work Act 2015 requires everyone to work together on improving health and safety.

The Act places twin duties on all businesses, regardless of their size, their level of risk or the type of work they carry out. The twin duties are worker engagement and worker participation. Both are overarching and overlapping duties that must be implemented by every business. Businesses must have effective, on-going ways for their workers to participate in improving health and safety.

What our participants have to say: “Was a really great course, the layout, the videos. Being on-line allowed me to train at my pace. Also allowed me to re-look at videos and read the PDF documents at my speed to help me understand quicker.

I've give this on-line course 10/10.”

Who is Safety ‘n Action?

Get practical, and get hands on.

Safety ‘n Action’s NZQA accredited training is designed on their philosophy of relevant, practical and fun. Our 7 national training facili-

ties have been purpose designed to simulate the same situations that are likely to be encountered in your own workplace. Move beyond just the theory, and experience

training at real heights, confined space emergency entries, driving EWPs, extinguishing fires, containing chemical leaks and much more adrenaline fuelled activi-

ties. We have all of the necessary equipment onsite for our trainees to handle and practise with, so you know exactly how to use real equipment in the workplace.

www.isn.co.nz

17

FOCUS >> Health and Safety at Work Act

Be prepared for asbestos regulations Get your business ready for the new asbestos regulatory regime that comes into force on 4 April 2016

T

he asbestos regulations (Health and Safety at Work Asbestos Regulations) are not yet finalised, which means some information could still change.

Register your business now if you’ll require an asbestos removal licence Does your business work on buildings constructed before the late 1990s?

Chances are you’re removing material with asbestos in it.

Your business will require an asbestos removal licence from 4 April 2016 in order to remove: • any amount of friable asbestos, or more • more than 10m2 of non-friable asbestos over the course of the project for the site.

This includes removal of asbestos or asbestos-containing materials in building, plumbing, flooring, electrical, demolition or roofing work Register with WorkSafe now to make sure you know how and when to apply for your new licence Please note: A registration is not a licence application. Registration will ensure WorkSafe sends your business up-to-date information on the requirements of the new regulations, including when and how you can apply for a licence.

New licences required for asbestos removal If your business needs to remove more than 10m2 asbestos of more from 4 April, you will either need to get an asbestos removal licence, or employ a business that has one.

Will your business need a licence?

Check whether your business will need an asbestos removal licence in the below table.

Three licences will be available under the new asbestos regulations: Type of licence

What asbestos can be removed?

Class A

Any type or quantity of asbestos or asbestos containing material, including: any amount of friable asbestos or asbestoscontaining material (ACM) any amount of asbestos-contaminated dust or debris (ACD) any amount of non-friable asbestos or ACM

Class B

any amount of non-friable asbestos or ACM ACD associated with removing any amount of non-friable asbestos or ACM

No licence required

up to and including 10 m2 of non-friable asbestos or ACM, cumulatively, over the whole course of the removal project for the site ACD that is: • associated with removing 10 m2 or less of non-friable asbestos or ACM • and any associated minor ACD.

Asbestos Assessor

An asbestos assessor provides air quality monitoring during removal work, inspects the finished job and provides a clearance certificate.

A licensed Asbestos Assessor will be required to assess Class A asbestos removal work from 2018 onwards

The new removal licences will be held by the business, rather than a person.

18

April 2016

For businesses requiring a Class A and Class B licence: You can apply for a Class A and Class B licence from 4 April 2016.

Information on the application criteria and process was available from March 2016.

Current Certificate of Competence holders will be able to continue removing asbestos (in the categories specified on their certificate), and supervise asbestos removal, until their certificate expires.

Get in touch with WorkSafe now to register your interest if you will need a Class B licence from 4 April.

Item

Fee payable (incl GST)

Notes

Application for Class A asbestos licence

$490.00

licence valid for five years

Nominated Supervisor in Class A asbestos licence application

$470.00

each supervisor

Application for Class B asbestos licence

$490.00

licence valid for five years

Nominated Supervisor in Class B asbestos licence application

$80.00

each supervisor

Application for Asbestos Assessor licence

$490.00

licence valid for five years

Application for renewal of Class A or Class B asbestos licence

$490.00

Nominated Supervisor for Class A asbestos licence renewal

$470

Six month exemption for businesses applying for Class B licence To allow businesses to continue working with asbestos while their licence application is completed, businesses are permitted to continue removing non-friable asbestos from 4 April 2016 if they have: • applied for a Class B asbestos removal licence with WorkSafe • use dust control equipment for any power tools or other equipment that may release dust during removal work.

This permission is only available for six months (until 4 October 2016) or until a licencing decision is confirmed; whichever comes first.

New and renewed Certificate of Competence dates Due to the new asbestos regulations, WorkSafe will not be able to issue or renew Certificates of Competence for asbestos removal from 4 April this year.

If you wish to renew your Certificate of Competence before 4 April 2016, please ensure you apply for the renewal by 18 March 2016. This is to make sure WorkSafe New Zealand can process your application in time.

After 18 March, we cannot guarantee that renewal applications will be issued due to time constraints.

Applications for a brand new Certificate of Competence for asbestos removal will need to be received by WorkSafe by 29 February 2016.

Did you know? A current Certificate of Competence for asbestos removal (as at 4 April 2016) can be used as an asbestos removal licence until its expiry (for the categories listed on it). It can also be used to act as a supervisor for asbestos removal. Again, only for the categories listed on the Certificate.

Testing of asbestos in IANZ labs Under the new regulations only accredited laboratories can be used for the analysis of asbestos samples.

From 4 April 2016, asbestos samples that require testing must be tested by an accredited laboratory.

Laboratories working toward IANZ accreditation may continue to test asbestos where WorkSafe has granted its approval.

In future WorkSafe may recognise laboratories accredited by another body other than IANZ. Remember: It is impossible to tell if material contains asbestos simply by looking at it, unless it is labelled as containing asbestos. Therefore, the business should have samples analysed unless they assume it is asbestos.

If the asbestos is stable, non-friable and will not be disturbed, it should be left alone.

New asbestos materials online The WorkSafe NZ website has various new materials available

including: • a PDF pamphlet outlining the new asbestos licensing removal system • handy hints on how to work safely with asbestos-containing materials • a guide to where asbestos hides in residential and commercial buildings.

There are also other asbestos fact sheets and interim guidance for working with asbestos. These publications are useful references but have not been updated to include information on the new regulations.

Frequently asked questions Q. Will the new regulations affect the chemical cleaning of roofs with asbestos in them?

A. The cleaning of roofs with asbestos in them will still be allowed under the new regulations.

Q. How does asbestos-contaminated soil fit into the new asbestos removal licensing regime?

A. The government intends to consult further on soil contamination. The new regulations will be

amended as necessary following this consultation.

Q. How do I tell the difference between friable and non-friable asbestos?

bled, pulverised, or reduced to a powder by hand pressure when dry.

Non-friable means asbestos that is not in a powder form or cannot be crumbled, pulverised, or reduced

A. If you suspect the material is asbestos but don’t know you should get a sample tested. If a lab is taking a sample you can ask them for an opinion on the friability of the material.

Friable means asbestos in a powder form or able to be crum-

to a powder by hand pressure when dry. For example, an asbestos cement sheet in good condition.

Have a question?

Call WorkSafe on 0800 030 040 Find the latest information at www. worksafe.govt.nz

More than 25 years’ experience focused on constructing and managing safer scaffolds has resulted in efficient, flexible, user-friendly site signage and safety management systems.

or alterations including Note: Scaffolding over 5.0m or more is notifiable work and the erection/dismantling a Scaffolder holding a current the movement of planks, can only be carried out under the supervision of Certificate of Competency.

Scaffold Notifiable YES NO

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19

PPE

Proper equipment essential when facing the fibre foe Selecting the correct personal protective equipment is vital under the new asbestos regulations, says asbestos removal expert Ian Napier

P

ersonal protective equipment (PPE) is always crucial to safety and well-being - and nowhere more so than when it comes to asbestos.

That’s why new legislation gets underway on 4 April and contains punitive sanctions for those who do not supply or wear such equipment.

The new rules require that an employer cannot apply costs against the employee for asbestos PPE – it must be supplied to all employees where needed free of charge.

There are several elements to correct asbestos PPE, the most important of which is the respirator.

The minimum type of respirator that should be worn by those working with hazardous dusts is a P2 respirator with a P3 filter. A P2 respirator can be either a half mask or a fullface mask.

The type of filter must be a particulate filter for capturing fibres. There are also filters for chemicals gases and biological hazards.

The respirators themselves can be paper-moulded, silicone or rubber half masks; negative air pressure full-face masks; positive air, full-face masks; and supplied air hoods.

My opinion is that paper half masks shouldn’t be worn when dealing with asbestos as they have severe limitations. Firstly, the respirator should be fit tested to your face and should only be used by the operator that has been fit tested with it. It should not be shared.

Secondly, fit testing a paper mask each day and replacing them is horrifically expensive. Plus they do not provide a good seal against the face.

A good test is to put on a pair of safety glasses and breath heavily. If the glasses fog up, you have a problem. I call these psychological masks because you think you’re safe but you may not be.

If you’re working in a closed environment, which most asbestos removalists do, then you should wear a positive-air-supplied respira-

20

April 2016

medium/large. Silicone is better than rubber and surgical silicone is best of all. If you lose or gain weight or suffer scarring or facial injuries you will need to be fit tested again.

Silicone half masks fitted with talk devices provide added protection for asbestos removalists

tor. This would be seen as taking all reasonable steps to provide safety to employees, coupled with the fact that breathing is easier with no fogging. Some people prefer to wear full-face negative respirators, which is their prerogative.

If, however, you are doing short duration visits or working outside then a face-fitted silicone

There is no set time when to change the filter but if it is dirty clogged or grey then it obviously should be changed.

The respirators should be cleaned with a solution at the end of the day and stowed dry. This is extremely important as the filter is contaminated once it has been used.

If you are going to use the same

“Respirators should be inspected and self-tested every time they are worn to prove their effectiveness” half-mask respirator would suffice.

The benchmark for working inside is approximately 20 to 30 minutes.

However, there is no law that states this length of time.

filter on several projects, ensure the filter is capped so it doesn’t contaminate the inside of the respirator.

Don’t return the mask to stowage with the filter exposed.

Maintenance It is vitally important that the respirator be kept in top condition as they are tested by the manufacturer to ensure they meet specific standards.

Don’t break the seals around the visor as this will void the certification and could pose a health risk. If the respirator does require a visor replacement then the user will need to undertake a fit test to prove respirator effectiveness.

Respirators should be inspected and self-tested every time they are worn to prove their effectiveness.

Filters should be changed regularly.

Fit testing It is important that respirators be fit tested by using either a qualitative or quantitative fit-test system – the latter is best. This method uses a device to test the surrounding environment against the air being supplied to the user, and produces a digital read-out for the user’s records.

Please note that respirators are of no value if you have facial hair. In addition, some respirators will not fit certain face shapes so it’s important that you purchase a mask suitable for your face.

Generally they come in small or

Overalls You should only wear type 5/6 disposable overalls when working with asbestos. Robust non-disposable types can be worn but they are very hot to work in.

The most common overall is the disposable type. Ensure your overalls are certified to the above standard. When putting on overalls make sure you put the hood over your respirator harness.

Also, go for bigger sizing even if you look foolish. This will allow plenty of room to move around and stretch without causing damage to the seams or zips. Always go with a zipper that has a tape flap which covers the zip and sticks onto the opposite side.

Overboots These should be of the same type as the overalls. Some have just a paper sole while others have a more robust undersurface – these are great for protecting footwear.

If, however, you don’t want to wear disposable overboots then wear either gumboots or non-lace-up boots which can be easily cleaned.

Gloves Two types of gloves are usually worn – either the thin nitrile type or the thicker rubber-impregnated material gloves. Thicker gloves are better as the nitrile gloves are easily damaged when scraping or removing asbestos-contaminated materials (ACMs).

If using the thicker, longer-lasting gloves you will need to ensure these are packaged up as contaminated.

The new asbestos regulations spell out rules regarding contaminated

Continued on page 22

Working smarter.

Our experienced team is dedicated to providing expert employment and health and safety legal advice with a strategic and commercial approach. We offer assistance and representation on all health and safety issues, investigations and prosecutions. ...........................................

Sherridan Cook, Partner 09 358 2555 // sherridan.cook@buddlefindlay.com Hamish Kynaston, Partner 04 499 4242 // hamish.kynaston@buddlefindlay.com Peter Chemis, Partner 04 499 4242 // peter.chemis@buddlefindlay.com Susan Rowe, Partner 03 379 5659 // susan.rowe@buddlefindlay.com

PPE Continued from page 20 PPE and how it should be disposed of.

Removing contaminated PPE The correct method for removing your overalls and other PPE is to get your partner to vacuum the overalls on your body using an approved H class vacuum cleaner (This is done in the work area).

Then apply a water spray from a typical garden sprayer over the PPE. Enter the first chamber of the decontamination pod and either shower down with the overalls on or spray yourself down again.

DO NOT REMOVE YOUR RESPIRATOR. Remove the overalls inside out, roll them off your body and then place gloves, overalls and boot covers into a waste bag.

Enter the shower area and shower down before moving to the next pod and removing your respirator.

Clean this and allow it to dry. Now you can enter next the next pod for a further shower or dry-off and then put clean clothing on before exiting into the environment.

Decontamination can also be affected by entering a clean area with contaminated clothing which has undergone first-stage cleaning, before putting on a clean pair of dis-

22

April 2016

Buildings can be entered through a basic decontamination system

posable overalls over the top of the contaminated ones before entering the decontamination unit for full decontamination.

Finally, remember that waste water must be captured and filtered before disposal. Waste should be disposed of using minimum 200 micron polythene bags and should be double-bagged to ensure no leakages occur. This means a minimum 400 micrograms.

Ideally asbestos removalists should wear a full PPE kit

Some suppliers offer 125 micron polythene bags, reasoning that doubling the layer will reach the recommended 200 micrograms. In effect to reach 400 micrograms it would need to be doubled again.

Waste also needs to be labelled before it is transported to landfill.

Don’t forget that if you exceed 50 kilograms of waste you will need a class 9 licence label on the vehicle or trailer.

Following these simple instructions will ensure that everyone on-site comes home safe and sound after working with asbestos, which is what the government’s new asbestos regulations are aiming to achieve.

Ian Napier is Director of Asbestos Removal Equipment NZ Ltd, the largest asbestos removal company in New Zealand

HA ZMAT

Seek a survey for safety’s sake Building owners and business managers have to ask themselves several key questions to ensure they comply with the new asbestos regulations, asbestos consultant Sam Martinez advises

H

ave the asbestos materials in the building been identified, does the building have an asbestos register, are the contractors thoroughly briefed before starting work and does the asbestos management plan detail emergency procedures?

Anyone unable to answer yes to all the above won’t meet the new regulatory standards that are being introduced as part of the change in legislation from this April.

The Australian model asbestos regulations adopted in New Zealand require that every Person With Control of a Business or Undertaking (PCBU) who exercises management or control of a workplace or building must ensure that a competent person identifies and assesses all asbestos or asbestos-containing material.

The proposed legislation requires that PCBUs: • identify or assume asbestos-containing materials are within the workplace • provide a current register of asbestos materials on-site to be kept and made accessible to employees and contractors • establish regular assessments and inspections of asbestos materials • implement an asbestos management plan and ensure adequate training of personnel • implement risk control measures to manage asbestos materials.

The best and most efficient method of ensuring a business or building meets the required standards is to conduct an asbestos risk assessment survey to effectively and economically manage the asbestos risk within a building or portfolio.

There are two basic types of survey: • a standard asbestos management survey seeks to locate, as far as reasonably practicable, the pres-

ence and extent of any suspect asbestos-containing materials (ACM) in the workplace which could be damaged or disturbed during normal occupancy, including foreseeable maintenance and installation, and to assess their condition. This survey includes an algorithmic risk assessment of the condition of the various ACM and their ability to release fibres into the air if disturbed, and as such is a good initial guide to prioritise ACM management.

• an asbestos refurbishment and pre-demolition survey, which is needed before any refurbishment or demolition work is carried out.

The survey is fully intrusive and involves destructive inspection, as necessary, to gain access to all areas, including those that may be difficult to reach. An asbestos refurbishment and demolition survey may also be required in other circumstances, such as intrusive maintenance and repair work.

Materials that may contain asbestos should be sampled and analysed to positively confirm whether or not asbestos is present as visual inspection alone is not sufficient.

Following a positive identification it may be prudent to reassure staff and visitors by assessing airborne fibre levels by undertaking air quality sampling, with results usually available within 48 hours.

An Asbestos Management Plan (AMP) must be developed that provides the building occupants, employees and contractors with detailed information on how to manage asbestos, and all employees who may be affected by ACM must be trained in the contents of the AMP. Instruction and training for asbestos awareness should be provided to all staff to give workers and su-

An asbestos risk assessment survey is the best and most economical way to effectively and economically manage the asbestos risk within a building pervisors the information they need to avoid work which could disturb the fabric of a building or other items that might contain asbestos.

However, such instruction and training isn’t designed to prepare workers or self-employed contractors to carry out work with ACM, in which case further instruction, information and on-the-job training will be required.

Information, instruction and training about asbestos awareness should cover: • the properties of asbestos and its effects on health, including the risk of developing lung cancer for asbestos workers who smoke • the types, uses and likely occurrence of asbestos and asbestos materials in building and plant

• t he general procedures to deal with an emergency such as an uncontrolled release of asbestos dust into the workplace • how to avoid the risk of exposure to asbestos.

Following these few simple precautions could mean the difference between life and death when it comes to dealing with asbestos, a silent killer that can take decades before it makes its presence felt – often with fatal results.

Sam Martinez is the Managing Director of Asbestos Environmental Consultants, which offers a wide range of services and turnkey solutions that create safer spaces.

For more information visit www. asbestosnz.com

www.isn.co.nz

23

ENVIRONMENT

Human behaviour key to fire safety

Understanding how people react in stressful situations is vital to developing and implementing practical safety programmes, the New Zealand Fire Service advises

N

24

Behaviour myths Misconceptions about human behaviour in fire situations abound and these have to be dispelled if people manage their own fire risk and cope effectively with fire situations.

Myth #1. People are irrational: Among the most prevalent and counter-productive myths about human behaviour is the notion of panic. When confronted with a serious fire threat people are

to be true. People often seem to aid one another during fire situations, rendering assistance even under very difficult or dangerous situations. In fact, people will often come to the aid of people they don’t know.

Myth #3. People are unpredictable: Unlike many technological systems, most people do not perform according to well-defined routines. Indeed, people can behave in a manner that some people consider inconsistent with reason.

Nevertheless, people often offer reasonable explanations for their behaviour when confronted with observations that their actions seem illogical. Who’s right when someone survives a fire situation, but appears to have reacted in a manner differ-

Myth #5. People are ignorant or at least ill-informed: People often lack a sophisticated understanding of fire, and some people labour under dangerous misconceptions about fire.

But people generally have a good, albeit inexplicit, understanding of risk.

This can lead to poor decisions concerning fire-related risks or complacency about fire danger.

Ordinarily, people engage in risky fire-related behaviour when they don’t appreciate the true nature of the hazards with which they are dealing.

• wait for additional information (recognise cue) • investigate or explore the situation • warn others • instruct others • withdraw (flight) • evacuate (escape) • fight fire • freeze (fail to respond) Understanding which action indi-

often observed behaving in a constructive, rational or even altruistic manner.

Emotional stress can compromise decision-making but will rarely override an individual’s capacity to engage in rational behaviour. Many behaviours that appear inappropriate only seem that way because the observer possesses more infor-

ent than someone else expected?

Myth #4. People are unreliable: Because the actions of individuals cannot be predicted with a high degree of precision, many observers consider people unreliable.

To the contrary, human beings possess unique decision-making capabilities, and when equipped with adequate information, knowl-

actions.

These actions include: • avoidance behaviours: People may tend to deny unwelcome interpretations of information such as initial cues of fire as a way to ‘explain away’ unpleasant situations rather than confronting their consequences directly. To some degree, this response may

viduals will take in response to any particular cue or cues is a bit trickier than identifying what options exist.

Each of these actions presents a myriad of opportunities for more decisions and more choices present themselves at each point along

mation about the situation and is exposed to less risk.

Myth #2. People are capricious: People rarely harm one another or act in an aggressive or hostile fashion toward others in a fire situation.

Indeed, quite the opposite appears

edge and experience can overcome the disadvantages of changing conditions, incomplete or inaccurate information and time pressure to make decisions computers and other technological systems remain incapable of.

be a way of avoiding the appearance of over-reacting or seeming ‘out-of-control’ to others.

• affiliation behaviours: The speed with which individuals respond to an otherwise obvious situation is often determined by the

o other single area of fire-related human behaviour research has received as much attention as the study of what individuals do in a fire situation.

Much of this research has focused on environmental and social influences on human behaviour, yet there is still limited understanding of how individuals process information from their social and physical environments in fire situations.

Nevertheless, a reasonably clear understanding of what people tend to do or not do in fire situations has emerged.

People confronted with information about a fire situation will usually do one of the following things: • take no action (ignore or fail to recognise cues)

the way.

Preparing people to respond constructively in a fire situation by developing and practising evacuation procedures – whether at home or at work – will help ensure that the right decisions are made if and when the time comes.

April 2016

Organisational influences Fire research and case studies have demonstrated the tremendous influence of people on individual

speed of the slowest member of the group. This remains true even in ad hoc groups formed by circumstances such as entering an elevator or attending a public event. The tendency to retain group structures may owe to an innate sense of ‘security in numbers’. Where emotional bonds amongst group members are particularly strong or permanent, affiliation can encourage individuals to disregard personal risk in order to save others such as children or siblings.

• commitment behaviours: Once

people have begun to engage in a particular behaviour or activity, they tend to remain engaged in that behaviour or activity. Even mundane activities like queuing encourage surprisingly strong commitment. This desire to see things through or complete work-in-progress probably owes less to diligence or dedication than persistence or economy.

People often marginalise extraneous cues they cannot control so as to prevent themselves from being distracted. This saves time by eliminating the need to re-or-

ganise themselves so they can re-engage their tasks.

• role behaviours: Individual responsibilities to a group or one’s status within an organisation often influence the way a person sees a situation and responds to information. Retaining existing roles provides an important way of making sense of situations that present new or challenging circumstances for the individual or group. Several case studies have illustrated how waiters in restaurants continue to cater to the customers at their station

when it comes time to evacuate even when this action is not planned.

Obtaining a sound appreciation of how group dynamics influence individual actions can help evacuation planners harness behaviours such as affiliation and role that can improve fire outcomes. Engineers and other building designers must be aware of the influence of commitment and avoidance behaviours on pre-movement delays when estimating required egress time to ensure safe egress time is adequate.

Look no further than SEGNO!

A comprehensive range of quality visual safety signs and products at competitive prices.

Segno Safety is an experienced specialist

manufacturer of safety signage and customised sign products.

Our core business includes the manufacture and

supply of a range of over 4000 safety signs.

We offer free advice on the specific requirements for your application or site, helping to avoid costly errors.

Choose from our extensive range of existing signs or have a customised sign or label made for your specific application.

For distributor details or to order online – visit www.segno.co.nz www.isn.co.nz

25

ACCESS AND HEIGHT SAFETY

Innovative full body harness takes the weight The first full body safety harness designed and tested with data-driven, third-party research has been released by Capital Safety

T

he company claims the DBI-SALA ExoFit STRATA is more comfortable, cooler and lighter to wear.

The DBI-SALA ExoFit STRATA harness features a number of solutions-based elements, including a first-of-its-kind LIFTech Load Distribution System that takes the weight off a worker’s shoulders and redistributes it down to the hips, reducing forces on the shoulders up to 85 per cent when compared to leading harnesses.

The new harness also features:

• an EZ-Link Quick SRL Adapter that helps workers efficiently attach their personal self-retracting lifeline (SRL) such as the DBI-SALA Nano-Lok SRL, reducing the time it takes to connect and disconnect by up to 80 per cent • Tech-Lite Aluminium D-rings that allow for optimal reliability without adding significant weight to the harness.

“We work to maximise safety protection for at-height workers and provide fall protection solutions that complement the everyday work and

• PolarMesh padding that keeps users’ backs cooler with greater air flow • Revolver Vertical Torso Adjusters and Duo-Lock Quick Connect Buckles that offer added security and help workers adjust their harness to a perfect fit

demands of the job,” says Rick Millar, Technical Manager at Capital Safety.

“Not only do workers need to be protected in the event of a fall, but they also need to be effective and comfortable during long hours on the job in all environments, and under all conditions.”

ExoFit STRATA is a harness that supports wearers 100 per cent of the time because it provides them with the mobility and comfort they need to function on the job.

Capital Safety partnered with ergonomics specialists from the Sweere Center for Clinical Biomechanics and Applied Ergonomics at Northwestern Health Sciences University in July 2015 to create data-driven research to further validate the need for greater innovation in harness development.

The research looked at key worker complaints such as the load on the back and shoulders, limited range of motion, and body temperature while wearing the harness.

The results confirmed that each of the first-of-a-kind innovations incorporated into the ExoFit STRATA directly addressed these issues in a measureable way.

“When testing leading harnesses we were looking to find measureable solutions for key issues that have become barriers to worker safety,” says the study’s lead investigator Bradford C. Bennett, PhD. These include is it comfortable enough to wear all day? Does it allow for ease of movement? Is it adjustable enough to allow for a proper fit?

Remote video inspection in the palm of the hand

O

lympus has developed the Series C videoscope, the latest in a series of Remote Visual Inspection (RVI) technologies designed to provide quick and easy inspections in difficult-to-reach areas.

“This entry-level videoscope is our most affordable and adaptable videoscopes that comes with many premium features that are not usually available at this price point,” says Olympus RVI Product Specialist Brendan Slaven.

One premium feature of the Series C is its advanced image processors that can operate in much lower light levels than its competitors and resolve the finest detail such as corrosion, burrs and small defects or cracks.

The videoscope allows an operator to inspect areas that have access ports down to 6.2 mm and captures the clearest possible image by com-

26

April 2016

bining eight brightness settings, glare reduction, high intensity LED and light sensitive CCD camera chip technologies. The carrying case holds everything needed for the majority of inspection projects.

This latest unit yields rapid return on investment for customers by maximising operational availability.

Ergonomically designed to fit in the palm of either the right or left hand and weighing less than a kilogram, the portability, durable construction and ease-of-use means that the Series C can be used for remote inspections for the full 120-minute battery life, and even longer when connected to mains power.

“Applications for the Series C are quite broad,” Mr Slaven claims.

“We now have a professional, premium videoscope available to businesses whose basic inspection requirements do not necessitate a high-end unit.”

Designed for long product life, a Series C unit features an abrasion-resistant insertion tube with a tungsten outer braid; a proprietary spring neck design of the distal end that reduces stress when navigating through tight bends; and a protective cap on the distal end that can easily be replaced, resulting in more inspections being done with minimum downtime.

The Olympus Series C videoscope allows an operator to inspect areas that have access ports down to 6.2 mm for quick and easy inspections in difficult-to-reach areas

H E A LT H

Reduce physical injuries at work by changing unsafe physical habits Machines break if they aren’t used correctly and people are exactly the same, says physiotherapist Alison Richmond

W

e aren’t designed for the repetitive and sedentary requirements of modern working environments.

Our optimal physical behaviour is a combination of dynamic movements, varied postures and periods of rest.

However, modern working environments generally don’t allow us to move in a physically optimal manner.

Many of these environments place unnatural physical demands on the body – jobs that require manual handling, such as stock pickers,

strain and discomfort.

They unconsciously say, ‘If I keep smacking the hammer like this, my elbow is going to get sore”. They then change the way they wield the hammer.

The injury-prone worker doesn’t have the ability to read these signs or the skill to make the necessary adjustments.

welder/fitters and carpenters, for instance.

When a person can’t correctly adapt their movement to their environment, ongoing discomfort, injuries and long-term physical problems can start to occur.

Thankfully our bodies are adaptable, and with the right tools, businesses can help their employees to develop safe physical habits that enable them to work in these environments.

opposed to listening to a lecture or watching a demonstration.

With the right combination of both physiological and psychological tools people can learn to adapt their bodies to their work environment and minimise the risk of physical injury.

Learning to adapt takes more than the standard approach to training where a few hours in a room with an instructor and a PowerPoint presentation is expected to get people to make lasting physical changes.

It won’t, because the nature of this learning does not sufficiently encourage or enable people to change their habits.

Changing a person’s physical habits is a well-established process.

Research carried out at the University College of London concluded that it took 66 days of daily practice on a specific habit or skill to reach a point called “automaticity” – the point where it is easier to repeat a new habit subconsciously with little conscious thought.

The Conscious Competence model is a well-recognised and researched learning model that relates to the four mental states involved in the process of progressing from incompetence to competence in a particular skill.

The physically intelligent worker vs. the injured worker Physical injuries related to jobs requiring manual handling are a persistent problem for many businesses. Why is it that some builders wind up with tennis elbow and others don’t? Why do some meat workers get carpal tunnel syndrome and some computer operators experience neck and shoulders spasms, while the rest are pain-free?

The secret to successfully avoiding sprains and strains lies with the uninjured workers in the loading bay, the healthy builders on the worksite and the computer operators that never experience pain.

An uninjured person moves quite differently from those that work with physical discomfort. They are what we call, ‘physically intelligent’.

These people have an innate ability to listen to their body’s warning signs and make changes to avoid

28

April 2016

Recalibrating a workforce using kinaesthetic learning Kinaesthetic learning is a style of learning that imparts understanding through physical activity as

1. Unconscious Incompetence “I don’t know that I don’t know how to do this.” This is the stage of blissful

PUSHING Elbows Point Down Thumbs Point Up Push with power side

WHAT TO DO

WHAT YOU GET

• Be in a Fish Wing - thumbs up and elbows down

• Strength from your abdominal muscles

• Use the Power of your Hand

• Protect your back, neck and shoulders from strain

• Breath out – for heavy work

• Balance and Stability

©2013 Provention

ignorance before learning begins.

3. Conscious Competence “I know that I know how to do this.” This stage of learning is much easier than the second stage, but it is still a bit uncomfortable and self-conscious.

physical intelligence. People need to be taught how to identify which of their movements and habits contribute to strain and discomfort.

They need to be guided in a way that enables them to feel which alternative movements avoid discomfort and strain in their working environment.

They then also need a supportive working culture that encourages them to practice the new movement so that it becomes the new physical habit. Only then will they become physically intelligent and avoid injury.

4. Unconscious Competence “What, you say I did something well?” The final stage of learning a skill is when it has become a natural part of us; we don’t have to think about it.

Injury-prevention training is only effective if it specifically targets

A qualified and experienced physiotherapist, Alison Richmond founded Provention in 2000, having recognised the need for workplace injury prevention training programmes based on sound physical learning principles

2. Conscious Incompetence “I know that I don’t know how to do this, yet.” This is the most difficult stage, where learning begins, and where self-doubt or judgement starts to occur. This is also the stage that most people give up.

TWISTING

BENDING Move at hips

Butt back Move your feet

Weight in heels

WHAT TO DO

WHAT YOU GET

WHAT TO DO

WHAT YOU GET

Move your feet:

• Protect your back, knees and arms from strain

• Stay in Balance - Push the imaginary crates back

• Protect your back and knees from strain

• Butt Back and Weight in Heels

• Balance and Stability

• Remember the golf swing • NO concrete boots

• Knees over Ankles

LIFTING

©2013 Provention

GRIPPING ©2013 Provention

Breath out Whole hand grip is weak

Butt back

Chest upward

Drive feet down

Lead with pinky for POWER

Weight in heels

WHAT TO DO

WHAT YOU GET

Lift like a weight lifter

• Strength and Power

• Butt Back and Weight in Heels • Chest up – to lock your back in

• Protect your back, neck and shoulders from strain

• Drive through your heels –

• Balance and Stability

WHAT TO DO

WHAT YOU GET

• Be in a Fish Wing - thumbs up and elbows down

• Strength from your abdominal muscles

• Lead the grip with your pinky

• Protect your hands, wrists, forearms, elbows, back, neck and shoulders from strain • Balance and Stability

to use the power of your legs • Breath out

©2013 Provention

©2013 Provention

Face the facts

B

ack injuries are one of the most dramatic examples of the cost of work-related injury in New Zealand.

The 2014-2015 ACC figures only represent part of the true cost of these injuries to workers, their families and friends, employers and society in general.

During the 2014-2015 year there were: • 30,000 claims • costing $100 million • at an average of $3,300 per claim.

www.isn.co.nz

29

MANAGEMENT

Drilling deep for safety success

Shell Todd Oil Services had to answer several difficult questions to scoop the Health & Safety Initiative of the Year category at the Deloitte Energy Excellence Awards 2015

H

ow do you drill up to five kilometres underground, using a diverse mix of staff, contractors and suppliers operating from a cramped platform perched above storm-tossed seas, without hurting anyone or impacting the environment?

How do you ensure Goal Zero on the first offshore exploration well drilled in New Zealand by this business since the Gulf of Mexico 2010 tragedy and ensure all the important learnings from it are embedded in the process?

How do you move beyond a heavy

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April 2016

manual of safety processes and motivate everyone to live and breathe it?

How do you create a team culture where everyone believes in themselves and can see that Goal Zero is possible?

The answer involved a robust Health Safety and Environment (HSE) management system, combined with a strong emotional connection for staff and visible safety leadership.

The whole team drilling the Ruru exploration well off the South Taranaki coast had to buy into the

three Cs – commitment, conviction and community.

Team members had to find common values and foster a One Team approach through: • making safety and caring for the environment a proactive behaviour • making an emotional connection through Hearts and Minds methodology • early engagement, powerful inductions, an incentive programme, onboard Assist and Assure Safety Engineers and celebrating success

Drilling for gas up to five kilometres underground on a cramped platform perched above storm-tossed seas obviously places a high premium on safety

• e nsuring everyone believed in themselves, the team and that anything, including Goal Zero, is possible.

Safety was particularly important at the Ruru exploration well, which offered an opportunity to breathe new life into a successful Maui natural gas permit that has been safely producing for more than 35 years.

The target was 5,100 metres below the sea floor and there were approximately 250 workers on the campaign, 75 percent of them Kiwis, drilling around the clock between October 2014 and January 2015.

A technically complex and environmentally challenging 140-day project that took 158,000 people hours with potential exposure to risk, Ruru clearly called for the highest safety standards.

Shell Todd Oil Services’ (STOS) standard ever since it began operating in New Zealand more than 60 years ago is Goal Zero, a zealous HSE approach to ensure operations will do no harm to either people or the environment.

Goal Zero is founded on three very basic but important ‘Golden Rules’: • comply with all rules • intervene if you see an unsafe situation • respect our neighbours.

Some 12 Life Saving Rules have been developed based on global research to ensure these HSE standards are rigorously implemented in day-to-day operations.

The business also takes a “chronic unease” approach to safety, which is all about resetting tolerance to risk and responding accordingly.

A state of chronic unease is reached when everyone on the job is alert to even the weakest signals of potential failure and makes effective and timely interventions.

This HSE approach was the standard for the Ruru exploration campaign, when all senior leaders including contractors and sub-con-

The successful Ruru Goal Zero campaign ensured operations did no harm to either people or the environment after 140 days and 158,000 people hours of drilling in the Tasman Sea tractors were asked to physically sign up to the Goal Zero approach.

Hearts and Minds Crucial to the Ruru HSE strategy was Hearts and Minds methodology and a One Team approach based on scientific research from UK universities.

“Putting it simply, Hearts and Minds is about Personal Responsibility, Individual Consequences and Proactive Interventions,” explains General Manager of STOS Well Delivery, Owen Hey. “Everyone in the team knows what their role is and how it should be.”

Hey was keen to ensure a non-prescriptive management style and an integrated approach – senior leaders would not micromanage and there would be one rule for everybody regardless of stature.

His role was providing the physical resources, the emotional support and leading from the front to develop a positive and no-blame culture, supporting the team to stop any job that was unsafe, ask questions, solve the problem and move on.

Hey demonstrated this behaviour by not jumping to conclusions when a rule had been broken but rather believing that most workers don’t intentionally let this happen

and it was therefore better to listen, learn and work with the team to focus on how it can be prevented from occurring again. “Pausing and checking is better than proceeding and breaking,” Hey explains.

It was also made very clear to the team that pauses in the schedule were acceptable to ensure Goal Zero; behaviour that became the norm and saw HSE intervention become an ingrained work habit throughout the Ruru team.

Safety is a proactive business, Hey maintains. “If you start beating a person up for hurting their finger or making the wrong choice, you get the wrong response,” he says. “My expectation is that if you are unsure about how to do a job safely or are uncomfortable then stop.”

A tangible example of Hey’s empowering style was the management of safety and environmental controls on the rig – rather than asking staff to wade through text-heavy policy documents a practical solution was found.

Prevention picture books were used daily by the team on the rig; each shift updating the picture book with photos of potential rig hazards and providing practical solutions on how to prevent them and the next shift adding to it. “This simple

tool was an easy to understand and meaningful way to constantly ensure preventative safety was top of mind with the crew,” Hey says.

Early engagement HSE planning for the Ruru campaign began six months before drilling started, giving the team the opportunity to fully engage with the company’s HSE framework and expectations and close any gaps in understanding.

Equally importantly, it gave the team the chance to get to know each other, start building relationships and learn about different personality styles.

Crucial to this planning was contractor management, with HSE expectations shared and embedded into the individual contracts.

Work also began on Joint Safety Improvement Plans, and safety-critical controls, known as process barriers, were developed for all activities.

Individuals clearly understood these and took personal responsibility for their implementation and effectiveness throughout the Ruru campaign.

Each of the 100-strong team attended one of 10, day-long introductory sessions built on the

Hearts and Minds ethos and hosted by local Māori celebrity Lisa Tamati, who has overcome asthma and a broken back to run some of the world’s toughest endurance races in the Sahara desert and Death Valley in the US. She shared her safety experiences and ensured everyone knew the HSE expectations by conducting sessions on team work and intervention training so the crew knew the job could be stopped at any time if it wasn’t safe.

Tamati reinforced the approach that 100 sets of eyes on the rig were much better than two. “It’s about understanding the value of constant improvement, across all the team, no matter what skill level or salary,” she maintains.

Crucially, she helped to teach the team that anything was possible and adversity can be overcome to reach any goal, a message that was evident in her running and reinforced during her regular offshore visits.

Cultural context The inductions also saw members of Taranaki iwi share their perspective by speaking about the history of Māui and the historical lifestyles of their ancestors; how as Kaitiaki

www.isn.co.nz

31

TRAINING

General Manager of STOS Well Delivery Owen Hey provided the physical resources, the emotional support and led from the front to develop a positive, no-blame culture

32

they are the spiritual guardians of the Ruru area and the preservation of the land and sea was a deeply held belief.

They helped cement the significance of Goal Zero by acknowledging the shared values, that an injured worker or a spill into the sea was simply unacceptable, before blessing the workers with a special prayer in Māori.

An equally proactive approach was taken to intervention training or tips for stopping a job if it was unsafe, including a STOP card process that saw the crew write and share their intervention experiences.

The best STOP card was shared and rewarded at the morning meeting, an approach that proved so successful up to 100 STOP cards

advice and on-the-job audits – particularly for those staff for whom the HSE controls were new and needed on-the-job support.

the permit if all the drop processes has been fulfilled.

Celebrating success A key part of building an effective HSE culture was a monetary incentive programme that rewarded positive HSE behaviours and continually reinforced the tools and the attitudes that kept everyone safe.

The team collectively set targets based 50 per cent on HSE and 50 per cent on efficiency, reviewed the goals weekly and adopted an Olympic-style reward system – gold, silver and bronze.

Everyone was therefore working towards the same goal, which helped create a fun culture while

Changed culture The Ruru exploration campaign achieved its Goal Zero target – a truly impressive HSE result after 140 days of drilling in the turbulent Tasman Sea that involved 158,000 people hours.

Equally importantly, Goal Zero has changed the HSE drilling culture in New Zealand by showing Zero Harm to people and protecting the environment is achievable.

Ultimately, Ruru has proven a robust HSE management system, combined with a strong emotional connection for staff and visible safety leadership, works.

It has also shown how the entire

the organisation’s operations in his nearly 40 years of service.

“We have and continue to explore and implement systems, processes and behaviours that achieve zero harm and minimal impact on the environment,” he explains. “We continue to make progress towards our aspiration to be widely admired in New Zealand and in Shell as the safest and most environmentally responsible business.”

Jager says Goal Zero at Ruru is a classic example of this “no harm to people and protect the environment approach” and an “outstanding” result. “But our overall safety performance is still not good enough and our workplaces in New Zealand are some of the most unsafe in the western world,” he admits. “So

were being received each day, normalizing a safety-first approach and empowering the team to intervene.

Another novel method was having onboard Assist and Assure Safety Engineers who knew all the crew

at the same time enabling valuable safety discussions in non-work or off-shift times.

A fresh initiative that only came about after much discussion, research and validation, this incen-

Ruru team lived and breathed the three Cs – commitment, conviction and community. HSE has become ingrained into not just work life but everyday living, and as such has become part of the broader culture

let’s collectively continue to have a relentless focus on ensuring our people go home safely to their families and loved ones.”

The learnings from this campaign that have been shared with the

and were part of the pre-rig mobilisation and induction process, so weren’t seen as outsiders imposing rules from above but were rather part of the team.

A dedicated Safety Engineer on each shift provided instant, practical

tive-based approach was another important milestone in enhancing HSE culture.

Elsewhere, a new sticker system for dropped objects within the existing permit-to-work system was created, with a red sticker stuck on

where the team truly believes anything is possible.

The success of the Ruru campaign came as no surprise to Shell New Zealand Chairman Rob Jager, who says safety is “in the company’s DNA” and has been an integral part of

broader STOS business, the Shell Group and the wider industry will undoubtedly inspire other operators within New Zealand to seek the same standards and ultimately fulfill Jager’s vision of a safe, secure zero-harm workplace.

April 2016

INNOVATIONS

New vest to aid workers in physically demanding jobs Researchers from two Fraunhofer Society Institutes in Germany are working together with industry partners to develop an active power vest that will lessen the burden

E

ach year millions of people within the EU and worldwide injure themselves in the course of their work due to picking up heavy loads or from one-sided movements – ending up with serious health issues.

Back pain is a national complaint in Germany alone, with nearly 10 per cent of all lost working days attributable to lower back problems according to the 2014 Health Report published by the Techniker Krankenkasse.

The study found that occupation had a significant impact on the duration and frequency of time taken off due to poor health. Caregivers are particularly affected, because working in a hospital or nursing home requires physical strength.

Anyone working in hospitals, nursing homes or outpatient care needs a strong back. But how can you provide the spine with support without limiting its abundant range of motion?

Schmidt and his team have joined forces with company partners to strike out on a new path. Rather than relying on the hard shells often used in orthoses, they’ve instead opted for a material that is flexible and comfortable to wear.

All the electronics are incorporated into the material. The energy required comes from the wearers themselves, through their movements. When a caregiver bends down to lift a patient up, the smart medical aid stores the kinetic energy and can release it again

There are patients to move, mobilise and help up – and all that puts the musculoskeletal system under stress.

Now, modern technology could offer caregivers’ backs extra support thanks to the CareJack project, which sees researchers from the Fraunhofer Institute for Production Systems and Design Technology IPK and the Fraunhofer Institute for Reliability and Microintegration IZM working together with industry partners to develop an active vest designed for these kinds of workers.

Cleverly, this non-bulky orthosis (a short form of orthopaedic prosthesis) is light, soft and comfortable to wear, which means it can be worn over regular clothes like a coat. Experts call it soft robotics.

“Until now, there haven’t been any efficient support systems to help caregivers with the heavy work they encounter in their extremely varied day-to-day work,” says IPK expert Henning Schmidt, who heads up the project.

when required.

Above all, the orthosis ensures that caregivers perform movements correctly. Lots of orthopaedic problems are a result of improper movements: the classic example is lifting something heavy with a rounded back instead of squatting down to lift the object with a straight back.

The smart vest features a myriad of sensors that continuously monitor the way the wearer is moving. A processor compares these data against the optimum movement pattern. As soon as it detects any irregularity, a warning lamp is activated.

Not only that, but innovative synthetic actuators with adjustable rigidity help avoid incorrect movements and support correct ones.

“The wearer can decide themselves what level of support they want,” says Schmidt.

A prototype of the vest should appear this year, and Schmidt estimates it will be in series production in one to two years. The demand, he points out, is extremely high.

The smart vest features a myriad of sensors that continuously monitor the way the wearer is moving

The innovative vest being developed by the Fraunhofer Institute is suitable for anyone performing heavy physical work, including caregivers, construction workers, roofers, garbage collectors and bricklayers

“It’s not just caregivers who could make use of this sort of active support, but anyone performing heavy physical work – construction workers, roofers, garbage collectors, bricklayers and many more.”

The Fraunhofer Society for the advancement of applied research is a

German research organisation with 67 institutes spread throughout Germany, each focusing on difference fields of applied science.

It employs some 24,000 people, mainly scientists and engineers, and enjoys an annual research budget of some €2 billion.

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33

MANAGEMENT

Keeping it street legal

The new Health and Safety at Work Act will have a direct impact on fleet owners and managers across a wide range of industries Chris L’Ecluse advises

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erhaps the most important concept in the act from a fleet owner or manager’s point of view is the frequently used term “reasonably practicable”.

The government regulator WorkSafe defines “reasonably practicable” as: “What is or was reasonably able to be done at a particular time to ensure health and safety, taking into account and weighing up all relevant matters.

“These matters include the likelihood of the hazard or risk occurring, the degree of harm that might result from the risk or hazard, what is known or would be reasonably

sit next to every driver to make sure they stuck to the speed limit!

However it would be reasonably practicable for you to have regular meetings with drivers to discuss safe driving and driving within the speed limit (and to minute these meeting to prove that they had taken place).

You might also monitor the driving

expected to be known about a risk or hazard, and how to eliminate or minimise the risk.”

If you run a trucking firm, for example, speeding drivers represent a very real risk. It would not be reasonably practicable to have the boss

style of your workers using a GPS fleet management system.

Simple measures such as these are important, because under the new laws individual people (not just companies) will be held responsible.

Some fleet owners or man-

April 2016

agers, for example, may fit the definition of a new “Person Conducting a Business or Undertaking” or PCBU. Essentially a PCBU is the person who is in the best position to control risks for work health and safety while carrying out the business or undertaking. A PCBU will usually be a business entity, such as

“Regular driver training helps to keep defensive driving at the forefront of a driver’s mind, subliminally reinforcing desired behaviours through repetition” a company, rather than an individual person – although a sole trader or a self-employed person may be a PCBU. Even if a fleet owner or manager isn’t a PCBU he or she may still be liable for workplace health and

safety as directors or officers have a primary duty of care to ensure the health and safety of workers and others.

They must exercise due diligence to ensure that the organisation complies with that duty. That includes making sure there are appropriate processes for receiving and considering information about incidents, hazards, and risks and responding to them in a timely way.

If directors or officers do not take reasonable steps to ensure that they are kept informed of risks and hazards, they will be in breach of the law and personally liable. If there is a safety issue and they do nothing, they will be liable. And even if they delegate to others they still remain responsible.

Workers will also be required to take on more responsibility. Under the new laws they will have a duty

to take reasonable care for their own health and safety and ensure that their actions do not affect the health and safety of others. They will also have to comply with reasonable instructions concerning health and safety and co-operate with relevant policies and procedures.

The government believes that this new approach will help enforce New Zealand’s new health and safety law, which is based on legislation from Australia, where there has been a 16 per cent reduction in work-related deaths since the law changed in 2012. Today, workplace deaths in Australia are at their lowest level in 11 years.

Australia made a significant change in the chain of responsibility by placing greater personal liability on individuals rather than on companies. The net result was that industry in Australia had to work hard to understand the new legislation in terms of what the law stated, who is responsible, what are the responsibilities, what are the ramifications, what are reasonable steps, what constitutes the workplace (including vehicles), and what is considered due diligence.

As a result, one of his drivers died when the truck’s brakes failed. While the sentence is now being appealed, this ruling shows the importance of the chain of responsibility, now a cornerstone of the New Zealand legislation.

The only proven method of driver behaviour modification is education and repetition, says Teltrac Navman Solution Specialist Chris L’Ecluse

An example of the Australian law in action was the 2015 ruling from the Supreme Court of South Australia, which handed down a 12-year manslaughter sentence to a transport operator boss who repeatedly ignored warnings about faulty brakes in one of his trucks.

What should you do?

WorkSafe makes five key suggestions to help you get started with the new law: • familiarise yourself with the key concepts of the legislation • review your health and safety practices • identify health and safety risks in your business and take steps to prevent these from causing harm • lead by example • make health and safety part of your workplace culture.

Go through this check list to see how your business is doing: • revise existing health and safety policies and practices • revise existing job descriptions • revise employment contracts • develop a process for getting information about risks • create new health and safety policies • create a new position to oversee the flows of health and safety information • arrange additional risk assessment • arrange additional training.

It’s a challenging time for a whole range of industries to ensure that they will meet the requirements of the new law. But now is the time to take action before the law comes into effect on 4 April 2016.

Is your business ready?

You may need to take a number of actions to meet your obligations under the new law, which may include making changes to your business systems and processes. You may need to add new requirements to existing roles or even create a new position within your company.

Chris L’Ecluse is a Solution Specialist at Teletrac Navman, which specialises in GPS-based fleet optimisation products and services, including real-time vehicle tracking and analytics that enable companies to monitor, measure and improve driver safety, operational costs and efficiencies

Safer driving practices Preparedness – the first step in safer driving practices Check vehicle safety and readiness prior to all journeys. Checklists should include things like: • water, oil and fuel levels • tyres (check tread and inflation pressure) • lights • vehicle licence label • number plates and reflectors (must be clean) • warrant of fitness (WoF) or certificate of fitness (CoF) • road user charges (RUC) licence or time licence • paperwork • load (must be secure).

The next step – awareness of risks The NZTA notes that there are six key factors required for safer driving – speed, alcohol or drug-affected driving, driver fatigue, driver distraction, giving way at intersections and wearing safety belts.

Safer driving – education is the answer Improving driver skills, knowledge and attitude is the key to safer driving.

Areas of focus are: • driving smoothly without unnecessary acceleration or braking • constant scanning to detect and anticipate road hazards • knowledge of danger zones • awareness of other motorists.

The only proven method of driver behaviour modification is education

Deaths from crashes involving trucks make up around 15 to 19 per cent of the total road toll, despite the fact that trucks travel only about six per cent of the total distance travelled on New Zealand roads and repetition. Regular driver training helps to keep defensive driving at the forefront of a driver’s mind, subliminally reinforcing desired behaviours through repetition.

By repeating the same message through different formats, be that online driver training or staff meetings, drivers learn to better recognise issues with their behaviours and take steps to improve their driving.

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35

MANAGEMENT

Dr Todd Conklin spread the safety-first message to a national television audience

Change cultures to improve safety As New Zealand enters a new era of health and safety regulation, global safety guru Dr Todd Conklin is urging organisations to understand that more rules don’t mean safer people

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he Senior Advisor for Organisational and Safety Culture at Los Alamos National Laboratory in New Mexico, Conklin visited New Zealand recently to lead workshops with Contact Energy teams, industry players and government.

A world leader in thinking about safety differently, Conklin advocates for businesses to focus on constantly managing risks rather than an absence of accidents.

He sees New Zealand as being in a prime position to shift its cultural, as well as its compliance, approach.

“I think New Zealand’s new Health and Safety at Work Act is all really well intentioned, but if you can’t get cultural change you don’t get improvements,” Conklin explains.

“It’s about shifting our cultures from the traditional negative understanding of safety as an outcome to be achieved to one where safety

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April 2016

is seen as the workers’ ability to perform work in a varying and unpredictable work environment.”

Ultimately there are things we can’t predict, he says, so by measuring safety as an absence of accidents we’re setting an unachievable standard of perfection and blame-focused systems riddled with weakness.

“So yes, we should still talk about the fact that nobody should be getting hurt. Morally that is correct.

But not to the extent that it erodes safety as a part of doing work every day, every time a worker interfaces with the job.”

Instead of trying to attain the ultimate state of safety perfection, safety leaders should be focusing on the presence of defences in an environment constantly bombarded with variability and complexity, context and conditions. And build-

ing capacity into the system to fail safely.

“Take the automotive industry, for example, where safety programmes and systems in cars are based on the assumption that you will have a wreck. The system is then set up to reduce the consequences of that wreck.”

In this way, Conklin sees regulatory frameworks and compliance as one critical layer in the safety landscape.

“There are two ways to think about regulations. The traditional compliance focus is extremely valuable in providing the understanding of the minimum requirements, the overarching societal expectation on industry to provide a minimum standard of safety.

“But it also assumes that compliance creates safety, whereas workers create safety. So at some

point in time more rules will not result in more safety. “ When it comes to the value of having organisations appoint onsite health and safety officers and safety committees, as required under the new Health and Safety at Work Act, Conklin again sees this in the context of culture.

“I think it’s good to have health and safety officers on-site helping people, providing support and guidance. But this approach alludes to two key things; one being that behaviour is the only tool we can manage, and two, that workers are a problem to be fixed, whereas workers are the solution to be harnessed.

“So we want to ensure that our safety leaders are working in the right way. We should be asking, how much are we talking to our people on site? Are we asking them the right questions? What should we

know? How should we fix it?”

Conklin says New Zealand is well-positioned to be making this shift in thinking about safety differently with our prevalence of high-risk industries – agriculture, forestry, maritime and construction – and because the population is so tightly knit.

“For New Zealand, the question is; we know people are going to have accidents so don’t we want a system that is good at managing the unexpected, managing the robust and resilient ability to recover. Manage the capacity to have a safe failure. If we can’t predict it, the only option is to manage the inevitable consequences of the outcome.”

The problem is that very often workplace systems are set up primarily for procedural compliance and good work management, but are riddled with potential for failure.

“So to get different results you need to ask different questions. The first challenge is to measure things that show the capacity to fail, not to measure things that have already failed.

“The failure that’s about to happen retrospectively will have very loud and clear signals. The problem is before the failure happened those weak signals often are confused with time pressure, confusing displays, poorly written documents, pressures on the system…

“It’s impossible for a worker to predict something they didn’t imagine could possibly happen. Neither can rules plan for unexpected events.

Most workplace fatalities and serious incidents don’t involve breaches of compliance, but more often are to do with the enormous amount of variability involved in a situation where a decision is required.

“So organisations should be going out and searching for context.

It’s about a relationship between compliance-based and adaptive complex systems that allow workers to constantly manage the variability and nuances around compliance.”

“The fastest way to improve safety is to change investigation processes and change management response and actions so they work to understand the story of the failure – the multiple reasons why at that

moment the event was triggered.”

This is the fundamental approach outlined in Conlkin’s book Pre Accident Investigations, asking workers what could go wrong – that is, to conduct an information-gathering exercise before anything actually goes wrong.

“Ask your workers where the next accident will happen and you will be surprised at what you will learn. The challenge then is for the regulators to understand the capacity of an organisation to measure their capacity to fail.”

So was the government right to ‘water down’ the new health and safety regulations by removing the requirement for employees with

happened becomes a very powerful shared learning tool.

“It is not realistic to expect a small farmer to have a heavily regulated system. It then becomes the responsibility of government, of society and the big organisations that interface with farmers such as line providers.

“We should make it really hard for a farmer to hit a power line with a piece of equipment. We should ensure we’re designing equipment with extremely safe interfaces so rather than telling a worker not to stick his hand in the harvester, we require the designers of the equipment to ensure very safe interfaces.”

One of the main changes that flowed from Conklin’s initial work with Contact 18 months ago has been implementing learning teams and replacing the process of requiring information immediately after an incident to one of leaders giving support.

“Contact has been extremely bold and courageous in making this shift,” says Conklin. “It’s asking a lot of its senior leaders to step away from a reliance on rules to one of learning. And they are doing it right, with a lot of support, micro-experimentation, getting out and finding that the solutions to better safety are coming from the sharp-end.”

Contact Energy General Manager of Health, Safety and Environment Tania Palmer says there has been some resistance, which has been worked through with constant talking and debate.

“We’ve really focused on challenging the reliance on data over anecdotes. Both are very important and valuable but anecdotes haven’t been taken seriously in the past. So we have just continued to discuss Powering change those anecdotes and then pull the New Zealand’s second-largest data to find legitimacy in what’s electricity generator is working being said. with Conklin to change its approach “We’ve also encouraged our senior to safety, shifting from a reactive, leaders to get out on-site to listen rules-based culture to one of collab- and learn with meaningful opportuorative learning and empowerment nities to talk to sharp-end workers, of those working at the ‘sharp end’ not just to visit sites and be hosted where safety risks are managed by local management.” every day.

Contact introduced some ‘competOver the past three years, Con- itive’ fun into the process creating tact Energy has implemented a leader board for executives and initiatives that produced a 55 per general managers giving visibility to cent improvement in its main the number of site safety visits they safety indicator in the 2015 finan- and their peers are making each cial year and boosted employee month. engagement with safety across the The company has also identified company’s office operations, power less visible aspects of safety that stations and contact centres. contribute to incidents within leadSupported by Contact’s ership and communications such as award-winning Stay Safe Mate em- silos between teams, people feeling ployee communications campaign they don’t know what priorities are featuring Tana Umaga, the cultural and the dynamic that exists beshift is heavily driven by changes tween head office and ‘sharp-end’ in the way leadership responds to workers on site. safety, by introducing a real focus There are also issues around comon learning from incidents and petence, experience and resourcing. through empowering workers to Contact on-site work is complex and identify problems and to play a key training is time intensive and inrole in determining how Contact volves on-the-job experience. should overcome them.

“Very often the people running

“The fastest way to improve safety is to change investigation processes and change management response and actions so they work to understand the story of the failure – the multiple reasons why at that moment the event was triggered” fewer than 20 staff to appoint health and safety officers and committees?

“There is a trade-off between efficiency and thoroughness. If you have the same requirement for every organisation no matter their size, then it may impact the small operator’s ability to be efficient and productive and you’ll drive them out of business.

“I am not certain that you can regulate or enforce people into change.

If the system is too strict you may drive the workers out of a job and drive the person out of business.”

To improve safety performance in some of New Zealand’s more fraught sectors, such as rural and maritime where small operators face significant hazards, Conklin sees safety management as being less prescriptive and more about a collective learning approach. And this needs to be supported by government creating a robust learning system so operators can learn from each other and understand how to manage preventatively.

“We need to see little focus groups where every accident that’s been prevented or every accident that’s

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37

MANAGEMENT

Dr Conklin’s initial work with Contact saw the implementation of learning teams and leaders giving support to staff rather than requiring information immediately after an incident

38

the training are also the ‘go-to people’ for responding to events such as power outages,” says Palmer.

“So people can become fatigued and stressed, which affects health and safety.”

The learning teams are making an impact and there is a growing confidence that the more holistic approach, and willingness of management to explore how they might contribute, will result in the right

Contact is starting to understand the power of conditions over consequences. Identifying conditions that lead to failure, managing conditions in a preventative way, reducing the frequency and severity… Ultimately

Addressing such issues involves more talking; more encouragement to empower people to own responsibility for their actions and then understand how what they’ve done is better, worse or has stayed the same.

learning outcomes and action.

“The conversations around safety have changed across workers to leaders, and leaders to business contractors,” Palmer believes.

“When people get this excited about getting better it’s remarkable.

it’s about understanding and managing conditions.”

What advice would Contact give to organisations looking to shift from traditional behavioural centric safety to an organisational/cultural view?

“Be brave in conversations, and

April 2016

if you hit resistance, you’re onto something, so don’t stop there; get curious and keep talking,” says Palmer.

“And emphasise the ability to micro-experiment, playing with very small changes. It requires courage, but lots of small, incremental change delivers big results and builds bravery on the back of small wins and small losses. You also gather great data but with low resource costs.”

H E A LT H

Drug driving warning labels ignored research shows

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arning labels on medications about the dangers of driving are not enough to stop people getting behind the wheel with most driving while affected by drugs, according to Queensland University of Technology (QUT) road safety researcher Dr Tanya Smyth.

She says driving while affected by prescription and over-the-counter medications had the potential to be as dangerous as driving under the influence of illegal drugs. “With 275 million prescriptions dispensed by community pharmacists in Australia annually, which doesn’t include hospitals, chances are most people have taken prescription medication at some point and for many of the medications dispensed a warning about driving impairment is recommended.”

Smyth notes that Australia’s medication warning labels and accompanying pharmacist advice were the primary method to control drug driving but required the user

to self-assess their impairment. “The biggest problem is that research has shown drivers are unable to accurately self-assess their impairment when taking medication and are overconfident in assessing their abilities,” she explains. “The concern is that drivers may be assessing themselves as safe to drive, when in fact they are not.

Many drivers think that the impairing effects of medicines only occur when they are used excessively, or taken in excess, but that is not the case Smyth insists. “In Australia, drivers with benzodiazepines (used to treat sleep and anxiety disorders) levels at therapeutic concentrations and higher were more likely to be culpable in a crash.”

The increased numbers of medications being made available away from pharmacies means users were missing out on vital advice from pharmacists. “This limits their exposure to verbal warnings, and increases the likelihood of people having to rely on labels.”

She believes more research is needed to understand the effects of medication, as individual responses often varied. “Some medications can cause a variety of impairments including drowsiness, increased reaction time, loss of mental concentration, shakiness and affect coordination and these all make it unsafe to drive, cycle or use machinery,” Smyth adds. “Worse still, impairment can be compounded when combined with other medications or taken with alcohol.”

Dr Smyth’s findings are equally applicable to New Zealand, where the Land Transport Act 1998 gives police powers to deal with the problem of people driving under the influence of drugs.

Latest statistics show that drivers under the influence of alcohol/ drugs were a contributing factor in 62 fatal traffic crashes, 336 serious injury crashes and 784 minor injury crashes in 2014.

These crashes resulted in 70 deaths, 422 serious injuries and

More standing at work can mean more sitting at home

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sing a standing desk at work may unwittingly influence the amount of time people spend sitting at home, according to a world-first study of sedentary behaviour.

Researchers at Victoria University

in Melbourne and Loughborough University in England studying the ripple effects of sit-stand workstations found that office workers at sit-stand workstations compensated for standing at work by sitting more than normal at home.

Published recently in Medicine & Science in Sports & Exercise, the study monitored the activity patterns of 40 healthy but sedentary university office workers who were provided with sit-stand desks.

During a three-month period, the workers increased their total daily standing time at both home and office from around five hours to 6 1/2 hours, while their average total sitting time dropped from 10 hours to about 8 ½ hours.

However, their proportion of chair-time at home increased when compared to the start of the study.

Professor Stuart Biddle of Victoria University’s Institute of Sport, Exercise and Active Living (ISEAL) – who helped set up national guidelines in England to reduce sitting – says the compensation effect was surprising.

“It’s great to sit less at work, but we shouldn’t then assume we can sit all

A recent innovative New Zealand Transport Agency television campaign used children to highlight the dangers and effects of drug driving

1,136 minor injuries, costing society some $625 million – 19 per cent of the social cost associated with all injury crashes.

Local law doesn’t impose any additional obligations on doctors or pharmacists, leaving it largely up to drivers to take responsibility for their medication levels.

Doctors and pharmacists do, however, provide advice to patients on the possible side-effects of drugs or prescription medicines (including any potential adverse impacts on driving).

evening,” he emphasises.

Professor Biddle says the message from the study was that people wishing to sit less should consciously think about their behaviour throughout the day – especially away from the office.

To undo the effects of prolonged sitting at home, Dr Biddle advises walking or doing tasks during TV commercials, and tracking the amount of chair-time so it does not exceed 30 minutes at a time. “The first step to changing behaviour is to monitor and count sitting times,” he explains.

Tips for reduced sitting at work include taking the stairs, standing while commuting, walking to colleagues rather than emailing them, or having short walks at breaks.

Previous research has linked uninterrupted sitting to increased risks of obesity, diabetes and other metabolic disorders, heart disease, and even premature death.

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MANAGEMENT

The number of sprains and falls was reduced by installing a simple ladder that lifts up from the side of the deck and locks firmly into place

Heavy lifting reaps rich reward Building a strong safety culture helped one of New Zealand’s leading Hiab truck operators scoop a major Site Safe award

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simple ladder installation held the key to McLeod Hiabs Ltd’s success in the Safety Innovation Award – Large Business category at the 2015 Health and Safety in Construction Awards.

Founded in 2013 by Scott and Peter McLeod and Phil Hutchinson through the purchase of a small Hiab transport company operating out of the Bay of Plenty, McLeod Hiabs had grown its operations to transport palletized products and trusses using hiab, crane or forklifts throughout the rest of the North Island.

However, there was very little in the way of a health and safety policy when the business was orig-

laying the foundation of effective operating procedures, a policy was developed to ensure three points of physical contact whilst accessing mechanical equipment – including vehicles,” he explains. “A sticker was placed on the relative equipment promoting three points of contact, including on all Hiabs, to remind employees of the policy.”

Most work with Hiabs was conducted from the ground but some circumstances demanded the oper-

vious there was a need to eliminate the jump completely.”

The Hazard Register and Incident

revisit the design of the Hiabs to eliminate the need to jump off the deck and enlisted the help of manufacturing partner, Waimea Truck and Cranes Limited.

“After reviewing a number of prototypes presented by Waimea Truck and Cranes Limited, a manual ladder was agreed as the most effective method of accessing the deck,” McLeod explains.

The ladder lifts up from the side of the deck and locks firmly into place, allowing the Hiab operator to access and dismount the deck safely using three points of contact. Once dismounted, the ladder poles lift and twist to unlock, and the ladder slides down into its storage space.

This means quick and easy access

inally purchased and a lot of work needed to be done in order to bring the health and safety quality up to scratch, Managing Director Scott McLeod recalls.

“Through the process of building a strong health and safety culture and

ator climb up onto the deck in order to load/unload material, before it was found that it was impossible for employees to maintain three points of contact whilst accessing the Hiab’s deck. “Often employees were jumping off the decks to get back

Reports indicated that it had been a long-standing problem leading to sprains and minor falls, mainly from operators needing to jump off the decks to get down.

McLeods’ Health and Safety committee decided it was necessary to

to the deck using three points of contact, with the ability to fold the ladder away. “It also eliminates the need to jump down from the deck, reducing the risk of injury.”

There are now five vehicles with ladders installed, and while there

April 2016

down, resulting in some sprained ankles and minor falls,” McLeod says.

After some research, the team found that jumping down from the deck exerted 12 times the body weight on drivers’ ankles, knees, hips and lower back – equivalent to a tonne of shock for the average driver. “Work boots were provided to help avoid sprains, but it was ob-

“We are finding that because the ladders are easy to use, they are the preferred choice of access for our operators”

are still a few injuries noted on the Incident Register there have been none from operators using Hiabs with ladders installed.

McLeod Hiabs is now looking to install ladders across other types of machinery too. “We are finding that because the ladders are easy to use they are the preferred choice of access for our operators,” McLeod notes.

“Many operators are even leaving the ladders up and only put them away when they need the extra deck space, which means the ladders are being used well – resulting in no further injuries”.

The process and the apparent results have built a strong foundation of innovation and health and safety appreciation across the company, with change more accepted than previously and a particular mindset of “review and improve” ingrained into everything McLeod Hiabs does.

When it comes to manufacturing Hiabs, there has clearly been a positive shift in the way of thinking with the priority now on the operator and the Hiab built to ensure operator safety. “Access is now the main priority, which means all other parts of the Hiab, including tanks, hydraulics and batteries, are planned around the access point.”

McLeod is proud of what the McLeod Hiabs team has achieved and would love to see more people doing the same thing with their trucks.

“We don’t see it as proprietary – it’s a great idea which can make a huge difference,” he insists. “It’s simple – and that’s why it works.”

Drivers can now access and dismount from the Hiab safely using three points of contact

For the latest on health and safety in the workplace, visit

www.isn.co.nz

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41

COMMENT >> Management

Communication skills the key safe behaviour

Unsafe work environments have clear consequences for individuals and organisations ing under constant challenges. Each job will have several safety and risk factors, requiring quality and safety management systems to be established, communicated, consistently reinforced and rewarded.

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erhaps the most commonly used marker for workplace safety is the occurrence of accidents – incidents at work that result in physical harm to people.

Although accidents clearly indicate an absence of safety, the question remains whether the absence of accidents actually means that safety is present.

Accidents are generally caused by a multitude of factors (e.g. unsafe behaviours, equipment failures, latent organisational weaknesses) that may or may not coincide to result in an accident.

For example, workers who may routinely ignore a safety protocol may do so precisely because there have been no or rare accidents in that area.

Research shows that safety-related work behaviours, rather than accident statistics, are the most accurate workplace safety indicators.

In essence, safe work behaviours are clearly linked to reduced likelihood of future harm, while unsafe work behaviours (intentional and unintentional) are linked to a greater likelihood of future harm.

The question that arises then is what is key to creating a workplace safety culture where safe work behaviours are the ‘norm’? How does

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April 2016

one encourage and maintain those safe work behaviours?

Key to consistency in safety-related work behaviours are supervisors and team leaders. Research has shown again and again that they are the most important link to employee engagement, and that employee loyalty lies not to the organisation itself but with the work unit and especially the immediate supervisor / team leader.

Supervisors and team leaders are the primary communicators and reinforcement for safety-related issues. Although their impact is sometimes under-estimated, they are generally quite open to the idea that they can actively contribute to the presence of safety by engaging more with their teams.

However, team leaders frequently point out that the biggest obstacle to implementing these practices is time and an uncertainty about their own ability to convey the messages effectively and consistently. Thus, if management is unwilling to reduce paperwork and train supervisors in communication skills, nothing is likely to change.

We know that construction and infrastructure jobs are involved in complex activities where various stake-holders are present and work-

Personal power The most influential safety factor is personal awareness followed closely by communication. In order to increase awareness, effectively manage error and maintain a safe working environment, employees and team leaders need to feel comfortable discussing non-routine issues in an open, free-flowing exchange of safety-related information.

The Individual Safety Attributes Test (ISAT) is a tool that helps identifying strengths and areas for improvement in safety communication skills and attitudes. Once the test results indicate the level to which relating safety-behaviour information, voicing safety concerns or clarifying and enforcing rules are likely strengths (or areas for improvement), steps can be taken to increase that individual’s communication skills.

There are multiple ways to increase supervisors’ and team leaders’ communication skills. Regardless of the method and the emphasis it takes, communication that builds relationships, cooperation and increases persuasiveness is typically based on 10 positive principles. Paying attention to any of those principles is a great way to start increasing your supervisors’ and team leaders’ communication skills and effectiveness Ten positive principles 1. Ask, don’t tell – that avoids putting someone else down Instead of ‘Do it this way’, say ‘What we need you to do is…’

2. Focus on the solution or goal, not the problem Instead of ‘That stuff is broken again’, say ‘I’ll put in a maintenance request and follow up’

3. Turn cant’s into cans Instead of ‘We can’t do that until next week’, say ‘We’ll be able to do that next week’ 4. Take responsibility – don’t lay blame Instead of ‘It’s not my fault’, say ‘Here’s what I can do to fix that’ 5. Say what you want, not what you do not want Instead of ‘Don’t check your mobile until your break’, say ‘You can check your mobile in your break’ 6. Offer improvement suggestions Instead of ‘Now you really messed that one up’, say ‘Doing it this way and paying attention to that bit will get it working the way you want’ 7. Focus on the future, don’t harp on with the past Instead of ‘I told you before not to…’, say ‘From now on, …’

8. Turn complaints into requests Instead of ‘You never/always…’ say ‘How about…?’

9. Share information rather than argue or accuse Instead of ‘No, you are wrong’, say ‘I see it like this…’

10. Don’t close doors, leave them open Instead of ‘No, because…’ say ‘Yes, as soon as…’

Finally, don’t make assumptions about workplace safety behaviours – it’s far too dangerous. Make talking about it openly THE thing to do.

Dr Andrea Polzer-Debruyne is senior consultant at PeopleCentric, a group of psychologists that work with organisations in a variety of industries towards increasing individual and organisational capabilities. PeopleCentric are the exclusive New Zealand distributor of the Individual Safety Attributes Test (ISAT), and support potential areas in need for improvement with tailored and bespoke initiatives.

L A S T W O R D > > To o l b ox Ti m e

Take care around vehicles and machinery Even on small construction sites there will be hazards both big and small

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ome of them take an experienced eye to spot and others such as trucks, excavators and cranes are pretty obvious.

But just because a hazard is obvious doesn’t mean you can drop your guard. It doesn’t matter how fit or strong you are, you’ll always come off second best if you get hit by a three-tonne digger. So it makes sense to take the time to plan to make sure any vehicles, plant and machinery are used safely.

That’s where WorkSafe New Zealand’s Absolutely Essential Health and Safety Toolkit for Small Construction Sites comes in.

It’s a short, sharp starter course in the basics of health and safety. And it will point you in the direction of more detailed guidance and information if you need it as well.

The best way to manage a health and safety hazard is to eliminate it altogether. With vehicle hazards that’s not always going to be possible. That three-tonne digger and that concrete truck are pretty indis-

the chances of serious incidents.

If you can’t keep vehicles isolated, do you: • provide barriers to separate them as much as you can?

• display warning signs?

Keeping workers out of harm’s way is particularly important with slewing vehicles which can all too easily catch someone working nearby unaware when they are rotating. A zero tail swing machine is the safer option.

What about reversing? Can it be avoided, say by using a one-way system or a turning area? If not you should use trained spotters to make sure the way is clear before reversing.

Keep talking to each other as well.

You’re just as likely to be struck in

tent to use the equipment they’re in charge of and receive adequate supervision.

You should also make sure that you’re using any vehicles for the purposes they’ve been designed for and in line with the manufacturer’s recommendations.

One common issue is carrying passengers in (or on) vehicles that were never meant to take them. It’s just not worth the risk.

Regular and proper maintenance is also a must: • make sure that steering, brakes, hydraulics, mirrors, reversing cameras and the like are all in working order • ensure reversing alarms are active • check the condition of tyres and make sure they’re at the correct

bits of dangerous kit on a construction site. There’s also the usual mix of power tools, saws and other tools and machinery that can cause serious injuries.

Always use the right tool for the job – don’t just grab what’s handy and make do. And look carefully at your gear: • are all dangerous parts such as gears, chain drives and projecting engine drives guarded?

• are the guards well secured and in good repair?

It’s also vital to make sure that anyone who is using machinery is properly trained and competent.

Putting an untrained operator in charge of hazardous machines is asking for trouble – as is shoddy maintenance.

the trench, hooking up a load or behind the compactor.

Constant communication and ensuring machine operators see you and know what you are doing will reduce the chances of a mishap.

Proper training is always impor-

pressure.

Tyre pressure is one of those little things it can be easy to overlook. But it affects the stability and safety of a vehicle so getting the pressure right is a simple safety step – especially when you remember you won’t

Make sure all tools and machinery are checked and maintained regularly and ensure that all safety devices are operating correctly.

pensable. But while they are in use can they be isolated?

To put it another way, can you keep vehicles and pedestrians well apart from each other? Keeping anyone on foot well clear of vehicles while in use is a great way to reduce

tant, particularly when it comes to heavy vehicles and machinery. Make sure your drivers have the relevant training before they get behind the wheel or other controls.

If you’re in charge you have a duty to make sure staff are compe-

always be working on the flat.

Think about ways to avoid working on slopes where possible and make sure that any plant or vehicles you do have to use on sloping terrain are designed to cope.

Of course vehicles aren’t the only

pocket-sized flip book and has just been released on a mobile-friendly website you can access from your phone or tablet at business.govt.nz/ worksafe/construction. It does not cover legal requirements and is a guide only.

The Absolutely Essential Health and Safety Toolkit is available as a

www.isn.co.nz

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