strategic Plan 2012–2014 - Zero Harm · Strategic Plan 2012–2014 DOL 12117A JULY 12 Leading a step change in workplace health and safety performance, through effective and inspired

Strategic Plan 2012–2014

DO

L 12

117A

JULY

12

Leading a step change in workplace health and safety performance, through effective and inspired senior leadership, influence and shared learning.

July 2012

Business Leaders’ Health and Safety Forum | Strategic Plan 2012–20142

Business Leaders’ Health and Safety Forum | Strategic Plan 2012–2014 3

Vision All business leaders passionately committed to achieving Zero Harm Workplaces.

Mission To lead a step change in workplace health and safety performance by: › Advancing a common vision for Zero Harm Workplaces at the highest level › Modelling and growing inspirational, highly visible safety leadership › Creating a compelling case for change and a strong workplace safety culture › Sharing skills, experiences, and resources to overcome common challenges

Authorisation

This strategic plan has been reviewed and approved by the Steering Group of the Business Leaders’ Health and Safety Forum.

Rob Jager

Chair – Shell Companies in New Zealand Chair – Business Leaders’ Health and Safety Forum July 2012


Who we areForum members are business leaders who are committed to making health and safety a critical part of their businesses. These leaders acknowledge that they are in a unique position to improve workplace health and safety in their businesses and across the wider business community. The Forum is now in a position to increase the tempo of our activities and to lead a step change – a new way of thinking and acting - on health and safety.

Why we’re hereNo matter how you look at it New Zealand’s workplace health and safety performance is embarrassingly poor. We have some of the highest rates of fatal and serious injuries in the developed world. The costs to people, their families, businesses and the country are simply unacceptable and unsustainable.As leaders of businesses, we believe we can help change this. We drive the culture of our businesses; we make decisions, provide resources and are responsible for ensuring the health and safety of our people. If we demonstrate through our words and actions that health and safety is our first and foremost priority, then New Zealand’s health and safety performance will improve.

While there is an expectation that members will derive value from being involved, there is also an understanding that the Forum is about business leaders giving something back. Members believe it is worth investing in the Forum because it is an opportunity to improve safety performance right across New Zealand.


What we doThe Forum supports business leaders to become more effective leaders on health and safety. We believe effective leaders can improve health and safety by: › setting and maintaining a strong health and safety

vision and building a culture where people want to be safe

› making health and safety a priority and ensuring it is a core part of the business

› ensuring the right risks and hazard are managed, the right performance and results are monitored and the right improvements and investments are made.

To grow safety leadership, the Forum provides opportunities for members to learn, share and contribute towards making their workplaces safer. It also provides opportunities for them to give something back, by joining with other leaders to help raise safety performance in all workplaces, and by helping to shape and influence an environment that promotes safe workplaces.

We want to create a common mind-set and vision that Zero Harm Workplaces can be achieved - because there’s no such thing as an acceptable injury rate.

How we will do itTo work towards our vision of Zero Harm Workplaces, our strategy over the next two years is to lead a “step change” – a new way of thinking and acting on health and safety – by focusing on three key areas: › Leadership - develop and grow world-class safety

leadership

› Influence – use the individual and collective influence of business leaders to contribute to changes in health and safety

› Shared learning and development – provide opportunities for business leaders to share skills, experience and resources to overcome common challenges.

We will focus on these areas because they are most relevant to business leaders, and are where we can make the biggest contribution.

The strategy also acknowledges that for the Forum to be successful members must be actively engaged and we must be able to measure our impact.

This document provides more information on our strategy, and the goals and activities that underpin it.


Leading a step change in workplace health and safety performance – the big pictureTo improve our workplace health and safety performance, the Forum will lead a step change programme that promotes Zero Harm Workplaces. Forum members will play a critical role in creating this change as individuals, as leaders of their businesses and as part of a wider collective group.

Where are we now Step change required

Individual leaders

What can individual leaders do to lead a step change

Health and safety leadership, knowledge and practice are variable among our senior leaders and there are limited opportunities for development.

Many leaders want to improve health and safety but they don’t know how to influence outcomes and build a safety culture. They struggle to find the time for personal development and only a few see Zero Harm as an achievable target.

Safety leadership is generally not seen as a desirable competency or part of the CEO’s role. Safety is generally led by middle management and CEOs don’t appreciate or acknowledge the important role they can play.

Business leaders:

• acknowledge the important role they play in leading safety in their business

• ensure health and safety is an integral part of their business

• ensure the right risks are managed and the right results are monitored

• hold themselves and others accountable for their performance

• commit to safety leadership practices, including ongoing development

• promote safety leadership as a core competency, especially in high risk industries.

Businesses

What can businesses do to lead a step change

Most organisations see health and safety as a compliance issue that brings additional costs but is of limited value. Their improvement efforts are driven by financial incentives or concerns about breaching the law.

Risk management is inconsistent, measures are narrow and generally backward looking, and systems are immature.

Some businesses are performing exceptionally well. These businesses generally have effective safety leadership.

Organisations consistently ensure:

• they take an ethical stance and create a positive safety culture

• treat health and safety as an investment and a condition of employment

• make health and safety a core part of their business, just like finance or marketing

• monitor relevant results and recognise good performance

• manage their risks, including the provision of equipment, training and other resources

• ensure managers and individuals are accountable for their actions or inaction.

Our Forum

What can the Forum do to lead a step change

There is limited information sharing or pooling of resources between businesses, especially in areas of safety leadership.

Business leaders are rarely involved in coordinated attempts to drive changes in health and safety.

Leaders and organisations work together to:

• share experiences, pool resources, develop initiatives and create discussions that help prevent workplace injuries and ill health

• influence and encourage positive changes to policy, regulation and legislation.


How we can create change Where we want to be in 2014

As business leaders we can lead a step change by:

• making a commitment to improve our visible safety leadership, knowledge and practices

• accessing expert advice and learning from examples

• challenging our boards, peers and senior leaders to be more accountable for improving health and safety

• learning from successful leaders and colleagues who have similar challenges

• promoting safety leadership as a core and sought after capability.

More business leaders:

• ensure safety performance is a critical requirement for our business and supply chains

• demonstrate more mature attitudes towards safety leadership

• better understand our role as safety leaders in building a positive safety culture

• take an ethical stance towards health and safety

• commit to participating in our own development, including sharing ideas and experiences with our peers

• engage with our boards, peers and leadership teams on health and safety

• see safety leadership as a core capability.

Forum businesses can lead a step change by:

• learning from each other

• sharing stories of success and failure

• building strength in areas of common interest and risk

• promoting successful practices

• supporting industry bodies and associations

• building strong safety leadership programmes

• promoting a platform to create positive change.

More Forum businesses:

• share health and safety learnings and treat health and safety as a core value

• focus on risk management, especially critical risk

• share information and performance results

• are committed to continuous improvement

• monitor a range of relevant leading and lagging health and safety outcomes.

The Forum can lead a step change by:

• pooling resources and skills

• sharing information and performance results

• influencing other businesses via supply chain and procurement practices

• creating the right environment by influencing government policy, legislation and practices, and working with other key stakeholders.

The Forum:

• has actively engaged members, creates value and is sustainable

• actively promotes and shares good practice within and outside the Forum

• creates a pathway for safety leadership development

• creates opportunities for business leaders to influence the direction and shape of health and safety

• links to, and complements, other industry associations

• makes progress towards Zero Harm.


The state of workplace health and safety in New Zealand However you look at it, New Zealand is not a safe place to work. Every year far too many people are killed or seriously injured in our workplaces. Individuals, their families, the wider community, businesses and the country bear the impact of these injuries.

Source – DoL, State of the Nation Report July 2011, available at http://www.dol.govt.nz/whss/state-of-workplace/index.asp

paid by ACC

12

deaths from injury serious non-fatal injuries

estimated deaths from occupational disease

ACC claims

85 445

700–1000

33,800 $500m

months

http://www.dol.govt.nz/whss/state-of-workplace/index.asp


New Zealand’s fatal accident rate is embarrassingly poor compared with other similar countries. We have not made the improvements other countries have made over the past decade. This is completely unacceptable and ultimately unsustainable.

Source – DoL, State of the Nation Report July 2011, available at http://www.dol.govt.nz/whss/state-of-workplace/index.asp

Source – Comparative Performance Monitoring Report 13th Edition October 2011, Safe Work Australia. Available at www.safeworkaustralia.gov.au/AboutSafeWorkAustralia

Fatalities in NZ and similar countries

http://www.dol.govt.nz/whss/state-of-workplace/index.asp


Many factors contribute to New Zealand’s poor workplace health and safety performance, including attitudes towards safety, an economy based on higher risk sectors like agriculture and forestry, a relatively immature regulatory environment, and a relatively high number of businesses, including SMEs that haven’t invested in safety.

None of these contributing factors are simple to fix. But despite the challenges, there are businesses that have dramatically reduced injuries in their workplaces, in some cases almost to zero.

These companies shed light on what is achievable and what is required for a step change to occur. A common feature of these companies is effective safety leadership and a jointly held belief that health and safety is an integral part of their business. They will not compromise safety over production pressures and constantly seek to improve their safety performance.

The Forum brings many of these successful safety leaders together with others who aspire to achieve similar performance. This presents a real opportunity to lead a step change in health and safety by growing world-class safety leadership in more of our business leaders.

The Forum is based on the understanding that business leaders have a large and direct influence on health and safety performance, and that by working together, sharing ideas and using our influence we can improve New Zealand’s poor health and safety performance.

We set the conditions and influence the culture in our businesses. We have significant leverage over conditions and arrangements within the supply chain. Collectively, through the Forum, we can have a strong voice and can be a force for change.

Of course we can’t achieve Zero Harm Workplaces on our own. Government, industry, employee representatives, investors, directors and individuals all have a part to play. The Forum has the ability to work with and influence these broader stakeholder groups, but we will not replicate their work.

For these reasons, our strategy to lead a step change focuses on where we, as business leaders, can make the biggest contribution. We believe this is through leadership, shared learning and influencing others.

To deliver this strategy our members must be actively engaged. This will help boost operational capacity, will promote learning opportunities, and build long-term financial stability. It will also ensure individuals and businesses take the steps required to improve performance.

Ultimately, the Forum is about delivering results. We will develop measures to monitor our performance towards Zero Harm Workplaces, as well as measuring levels of engagement and the steps we take to achieve our goals.i

Our strategy to lead a step change

“To achieve improved health and safety performance a ‘step change’ is required. This means we need a new way of thinking about and approaching health and safety in New Zealand”.

Rob Jager

Chair, Shell Companies in New Zealand

Chair, Business Leaders’ Health and Safety Forum


Actively engage members to support and promote the Forum's vision and strategic goals. An engaged membership is our key resource as our members are the agents who will lead the step change needed to improve safety performance. To achieve our vision and to remain sustainable our membership will grow over time.

Leading a ‘step change’ Lead a new way of thinking and acting, where business leaders share a common vision to achieve Zero Harm Workplaces and demonstrate visible and active leadership practices that drive improvements in

health and safety performance.

Theme 3Influence

Use the individual and collective influence of business leaders to contribute to changes in health and safety. This will include influencing:

• government policy, regulation and legislation

• education, learning and training institutions

• boards, industry and sectors groups and associations, unions and other key stakeholders.

Theme 1Leadership

Develop and grow world-class safety leadership.

Create a pathway for business leaders to improve their safety leadership skills and practices so they can be more effective.

Our work programme will promote the assessment, development and growth of safety leadership for established and emerging leaders. It will develop knowledge, skills and practices, and will work towards increasing the number of world-class safety leaders.

Theme 2Shared learning and development

Provide opportunities for business leaders to share skills, experience and resources to overcome common challenges.

Freely share information, experiences and resources to promote learning, build relationships and improve safety leadership practices. Where possible facilitate, endorse and promote pan-industry tools, advice and practices that will improve consistency and performance.

Our strategy for 2012–14Leading a step change in workplace health and safety performance, through effective and inspired senior leadership, influence and shared learningOur strategies, and the goals and activities that support them, are ambitious and focused on results. Together they can bring about a step change - a new way of thinking and acting - where business leaders drive improved health and safety performance.

Engagement

Measuring impactMonitor our performance to determine our effectiveness and progress towards achieving our goals.


Our goals and activities 2012–14Goal 1: Grow world-class CEO safety leadership

Activity 1.1 Develop a CEO safety leadership programme which provides opportunities for assessment, development, growth and active leadership for Forum members.

Activity 1.2 Continue to provide opportunities for CEOs to be exposed to international and home-grown safety leadership experts, including their peers, to promote and support the development of CEO safety leadership.

Goal 2: Share and promote learning and development that assists CEOs to demonstrate strong leadership practices

Activity 2.1 Implement a whole-of-Forum initiative to influence safety performance across members’ supply chains.

Activity 2.2 Develop and scope a project aimed at improving process safety (high hazard).

Activity 2.3 Conduct a Forum-wide survey to determine the extent and scope of drug and alcohol programmes currently in place within member businesses.

Goal 3: Influence the shape and direction of health and safety to support Zero Harm Workplaces

Activity 3.1 Develop relationships with key stakeholders including the government, unions and industry bodies, to ensure the Forum is able to influence outcomes that will improve health and safety performance.

Activity 3.2 Work with the Institute of Directors to create greater awareness and consistency in practice for health and safety governance.

Activity 3.3 Work with education institutions to determine how health and safety knowledge and practical experience can be improved for school leavers, undergraduates, trade qualifications and management.

Goal 4: Build an actively engaged membership and value for Forum members

Activity 4.1 Maintain active participation in Forum activities and events, and promote opportunities for development through shared learning from successful safety initiatives.

Activity 4.2 Create greater organisational capacity by developing improved governance structures, and active working groups aligned to strategic themes and support functions, such as an advisory board.

Activity 4.3 Build and grow the membership and revenue stream by promoting value, building our profile and brand, and gaining more active membership engagement.

Goal 5: Measure performance towards a step change and Zero Harm

Activity 5.1 Develop a series of measures that track the Forum’s progress towards Zero Harm, including measures of:

• activities the Forum is undertaking to lead a step change

• membership engagement

• the incidence and severity of workplace injuries.


Making it happen – our work programme for 2012–14

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Appendix 1The Forum Steering Group is:

CHaIR | Rob Jager - Chairman, Shell Companies in New Zealand

TREaSURER | Philip Orchard - CEO, PAE (NZ) Ltd

SECRETaRY | Zane Fulljames - CEO, NZ Bus

EXECUTIVE DIRECTOR | Julian Hughes

Chris Ellis - CEO, Brightwater Group | Dave Chambers - MD, Progressive Enterprises | Ken Rivers - CEO, Refining NZ |

George Adams - MD, Coca-Cola Amatil NZ | John Beveridge - CEO, Fletcher Distribution | Lesley Haines - Deputy CE,

Department of Labour | Ralph Stewart - CEO, ACC | James Fletcher - MD, OCS NZ | Cos Bruyn - CEO, Downer EDI Works |

Peter Clark - CEO, PF Olsen | Bruce Emson - COO, EQC | Dr David Prentice - MD, Opus International Consultants |

David Tregoweth - Health and Safety Manager, Progressive Enterprises | Paul Lane - GM Sales, Thomson Reuters

Achievements in 2011/2012 Goals Strategy achievements / Progress

Growing World-Class Safety Leadership in New Zealand

• Provide CEOs with frequent peer-to-peer learning opportunities

• Provide CEOs with access to international and home-grown safety leadership experts

• Develop safety leadership tools and resources, such as member case studies.

• Four peer learning events hosted by:

• Ken Rivers, CEO Refining NZ

• George Adams, MD Coca-Cola Amatil

• Onno Mulder, CEO City Care

• Blair O’Keefe, CEO CentrePort

• Five further peer learning events scheduled by December 2012

• Three case studies released capturing key points from each peer learning event

• CEO safety leadership framework and maturity model developed

• CEO safety leadership self-assessment completed.

Leveraging the combined skill, experience and resources of member businesses and their people

• Explore and scope a whole-of-Forum initiative to influence the safety performance across members’ supply chains

• Refine the benchmarking process, report structure, and utility of benchmarking data

• Provide health and safety practitioners with frequent opportunities to network and share learnings from successful safety initiatives

• Scoping document completed in December 2011

• Project plan developed – May 2012

• Delivered pan-industry benchmarking report – Dec 2010

• Designed online benchmarking tool Dec 2011

• Strengthen benchmarking by:

• Endorsing a common internationally recognised standard for injury reporting

• Confirming a common risk classification system for NZ businesses

• To release first annual benchmarking report in Dec 2012

• Hosted health and safety practitioner workshops.

Increasing the Forum’s operational capacity to lift tempo

• Implement a fair and equitable membership fee schedule to ensure financial sustainability. Appoint a full-time Executive Director with administrative support to develop and promote Forum resources, engage with member and potential member businesses, and ensure momentum is built and maintained.

• Forum set up as a not for profit incorporated society Nov 2011

• Membership structure in place Jan 2012

• Executive Director appointed Jan 2012

• Over 90 confirmed members as at 30 June 2012

• Over $500,000 of membership fees confirmed in 2012 allowing Forum sustainability and a programme of work to be developed.


Forum Steering Group has strategic planning session

August 2008

March 2009

May 2009

August 2009

December 2009

March 2010

Timeline

May 2010

July 2010

December 2010

February 2011

March 2011

May 2011

June 2011

August 2011

November 2011

December 2011

January 2012

March 2012

May 2012

Department of Labour Health and Safety Leaders’ Summit

Department of Labour H&S managers workshop

CEO Leadership Summit I

CEO Leadership Summit IIH&S practitioner workshop I

Inaugural meeting of the Forum Steering Group

CEO Leadership Summit III

World-class safety leadership seminar with Richard Fulwiler

Prime Minister officially launches the Business Leaders’ Health and Safety Forum

CEO Safety Leadership Tool® delivered

Provisional Benchmarking Report released

H&S practitioner workshop II Forum report of the CEO Safety Leadership Tool® released

First peer learning event

Formed incorporated society

Human Factors leadership seminar for Forum membersFeedback workshops on results of the CEO Safety Leadership Tool®

Inaugural Annual Summit

2nd Annual Summit

3 Practitioner workshop hosted Peer learning schedule for 2012 confirmed

Executive Director startsImplemented membership structure

New Chair and Deputy appointedLaunched online benchmarking tool


Appendix 2CASE STUDY 1 How the Forum is developing more effective safety leadership

In 2010 the Forum developed a CEO safety leadership model to describe what world-class safety leaders do and say. The model, one of the first of its kind, identified eight key areas of safety leadership and combined this with four levels of leadership maturity. This model forms the basis for the Forum’s safety leadership approach, including how to assess, develop and build safety leadership performance. In 2011, 91 CEOs used the model to assess their safety leadership performance in a first of its kind survey which identified key areas of strength and areas for development. The full results of this assessment can be found at http://www.zeroharm.org.nz/tools/ceo-assessement-summary.html

Business Leaders’ Health and Safety Forum – World-Class CEO Safety Leadership Model

World-class safety leadership starts at the top and is about what I do, what I say, and what I measure.

What does world-class chief executive safety leadership look like?

Clarify the vision and focus I am clear that nothing is more important than the health and safety of my people. I communicate that in a compelling way, I foster a sense of urgency, and I set a personal example for others to follow.

Understand that health and safety is an investment

I commit the necessary resources – people, equipment, systems, information, and time – to strengthen safety culture and performance and to create a sustainable Zero Harm workplace.

Get personally involved I actively seek opportunities to be involved in safety activities like incident investigations, frontline safety meetings, and safety briefings.

Engage my organisation I inspire and work with my people so that we go the extra mile to achieve our common safety goals.

Recognise contributions and safety achievements

I take time to find out about and acknowledge the efforts my people put into safety, and I look for meaningful ways to celebrate our safety successes.

Manage the risk I ask the right questions and I insist on timely, accurate, and impartial information to ensure that safety opportunities and risks are balanced.

Monitor the right safety outcomes I regularly monitor safety process and performance outcomes to know how my business is tracking, and I change the way we do things to reflect what we learn.

Let my people get on with it I give my people the tools and responsibility for making the business safer, healthier, and more productive, and I hold myself and them accountable.


PERFORMANCE

MATURITY LEVEL

DelegatingI delegate It is my work to make sure you do your work.

I instruct It is my work to make sure we comply with health & safety legislation.

I inspire It is my work to persuade others of our collective duty of care.

I engageIt is my work to engage everyone in doing the work together.

C OR E S A F E T Y L E A D

E R S HI P P R A C T I C E S

Conforming Transforming Engaging

CEO Safety Leadership Maturity

Mature safety leaders engage their people so that health and safety performance is a shared value across their business.


Appendix 3CASE STUDY 2 How individual leaders are creating a step change in health and safety performance

100% Safe – Onno Mulder and City Care

■ The opportunity

City Care Ltd is a Christchurch-based infrastructure services company that employs more than 1250 people nationwide and has annual turnover of $250 million.

We provide water and wastewater services, parks maintenance, facilities management and construction

services. That means our people face a broad range of hazards – like working at heights, working in trenches and confined spaces, and working around live electrical wires and heavy machinery.

They often work at night, in isolated locations and during poor weather. Lately they have also had to contend with regular earthquakes.

When I took over as Chief Executive in 2005 the company’s lost time injury (LTI) frequency rate (per million hours) was 46.3. In 2011 the LTI frequency rate was about 4.8. This dramatic improvement was supported by the introduction of a behavioural-based safety programme within the organisation.

■ What we did

Behavioural-based safety works on the principle that you have to take human behaviour and attitudes into account when developing safety systems. Even if your workplace is safely designed, employees trained and compliance is stringently enforced, you still have to deal with the uncertainty of human behaviour. Behavioural-based safety changes employee behaviour by encouraging safe behaviour and discouraging unsafe behaviour.

City Care Business Processes Manager Denise Bowen worked with a behavioural psychologist, Kyle McWilliams, to create a behavioural-based system tailored to our environment. We branded our system Behave Safe and set ourselves a goal of being 100% Safe.

We started by clearly defining the behaviours we expected to see; for example, we identified nine things you would observe if someone was driving safely – like wearing a

seatbelt, driving to the speed limit and signalling for three seconds before turning. The behaviours are all written as positive behaviours – i.e. what you should do rather than what you shouldn’t – because we want to reinforce what’s right and not what’s wrong.

Everyone in the company was then tasked with periodically observing co-workers undertaking these tasks, and providing positive and correcting feedback. Originally we set compulsory targets for observations, which met with resistance, so we removed the compulsion to overcome this resistance. Interestingly, this hasn’t made much difference to the volume and quality of observations received.

The Behave Safe checklists we use in the safety observations are deliberately designed to emphasise how safe the person is, rather than their mistakes. The system uses positive reinforcement to bring about positive performance change. The observations are also anonymous, to overcome fears that information might be used against people.

However, staff know if the person they’re observing is doing something really unsafe, like not wearing protective equipment, they need to intervene straight away to ensure the safety of the staff member.


■ Example of the Behave Safe checklist for driving

These safety observation checklists are collected and evaluated, and when we began plotting them against our LTIs, we saw an interesting trend. The graphs (like the one below) show a clear relationship between the number of observations and the LTI rate. When observation rates begin to fall, a short time later LTIs begin to rise. When observation rates went up, LTIs went down. It indicated safety observations act as a good lead indicator for health and safety.

This reinforced to us the importance of focus – when the organisation focuses on health and safety the injuries reduce. When we let the focus slip, injuries go up. Behave Safe is now one of our health and safety Golden Rules. It sits alongside traditional rules like following health and safety procedures, using personal protective equipment, managing hazards, and our Unsafe Work Policy – which allows employees to refuse to work if they feel a site or situation is dangerous.

■ Leadership

As Chief Executive, I am totally committed to health and safety. My role is to provide visible and constant leadership on health and safety, and the Behave Safe process.

In practical terms this means making sure that every week the senior management team meet to review all accidents, near hits, Behave Safe observation trends and suggestions for improvement. It means reinforcing the Behave Safe message in my conversations and communications – my weekly update to staff always starts with a health and safety update. It means being personally involved in celebrating health and safety successes, and in discussing what’s going well and what’s not.

I signed the Business Leaders’ Health and Safety Forum pledge, and then we made the pledge our own. We adapted the words slightly, and offered our managers the opportunity to commit themselves to our goal of 100% Safe. This strongly reinforced the health and safety message to all staff.

■ Outcome

Our LTI rate was down to about 4.8 in 2011. However we still have more claims through the ACC partnership programme than the industry, though our injuries are less severe, which partly reflects our high reporting rate of all accidents.

Life changed dramatically for us in September 2010 when the earthquakes began. We had a massive spike in our workload. We were dealing with a new working environment and many unknown hazards. We had an extra 1250 contractors and consultants working for us over the last 18 months to ensure that the infrastructure functioned and operated in Christchurch.

Interestingly, we’ve had no LTIs during the earthquakes – although we have had a serious near miss. I put this lack of injuries down to staff being so motivated and aware of the need to protect themselves during the adverse events. Our challenge now is to carry this performance into “normal” times.

Behavioural-based safety helped us achieve a break-through in safety performance – when it was combined with our other Golden Rules (PPE, health and safety procedures, etc) and supported by all levels of the organisation.

It reinforced to us the difference we can make when we focus on health and safety. And it reaffirmed to me as Chief Executive that constant and visible leadership can help bring about a real change in safety performance

Onno Mulder – CEO City Care

Member of Business Leaders’ Health and Safety Forum


Appendix 4Operating budget for 2012

A summary of the operating budget for the 2012 year is outlined below. A full set of accounts will be available on request.

Indicative items Cost (excl GST)

Events CEO networking / peer-to-peer learning events

CEO professional development events

Whole-of-Forum events

$10,000

Forum initiative Forum-wide focus on influencing supply chain safety $50,000

Resources Safety leadership tool development

Benchmarking tool development and hosting fees

30,000

20,000

Administration Executive Director

Administrative and corporate support services (IT, legal, marketing, communications)

Travel and accommodation

$233,000

TOTaL $343,000

agreed fee schedule

The Forum introduced a membership structure in January 2012. To ensure a fair and equitable sharing of Forum costs the structure was graduated based on the size and scope of member businesses.

The fee schedule is based on member businesses meeting two of three criteria – annual turnover, asset value, and employee numbers.

Category CriteriaFees

(excl GST)

1

revenue of less than $50 million in 2010

total assets lower than $20 million in 2010

less than 200 employees

$1,000

2

revenue of between $50 and $135 million in 2010

total assets of between $20 and $50 million in 2010

between 200 and 500 employees

$2,500

3

revenue of between $135 and $350 million (or higher) in 2010


between 500 and 1,000 employees

$5,000

4

revenue of between $350 and $690 million (or higher) in 2010


between 1,000 and 5,000 employees

$7,500

5

revenue over $690 million in 2010

total assets of over $500 million

5,000 + employees

$15,000

Note: NZ Management magazine’s ‘Top 200’ list informed criteria setting.


Appendix 5Membership The Forum implemented a membership structure on 1 January 2012.

As at 30 June 2012, 96 business leaders have re-confirmed their commitment to the Forum. This has resulted in income of $509,000 from membership fees.

The membership details are outlined below.

Category Number of businesses / category Revenue received

1 29 businesses @ $1,000 $29,000

2 18 businesses @ $2,500 $45,000

3 21 businesses @ $5,000 $105,000

4 12 businesses @ $7,500 $90,000

5 16 businesses @ $15,000 $240,000

Revenue $509,000 (excl GST)


Alan Clarke - Managing Director, Abano Healthcare Group

Ralph Stewart - Chief Executive, Accident Compensation Corporation

Mark Cameron - Managing Director, Action Engineering Ltd

Rob Fyfe - Chief Executive Officer, Air New Zealand

Judy Nicholl - Chief Operating Officer, Auckland International Airport

David Carter - Executive Director, Beca Group

Matt Elliott - Managing Director, BP New Zealand Holdings

Ken Oyama - Director, Bridgestone New Zealand

Chris Ellis - Chief Executive Officer, Brightwater Group

Dean Camplin - Chief Executive, C3 Limited

Shige Takatori - Managing Director, Cableprice New Zealand

Blair O’Keeffe - Chief Executive Officer, CentrePort Limited

Mike O'Brien - Country Manager, CHEP New Zealand

Jim Boult - Chief Executive, Christchurch International Airport Ltd

Onno Mulder - Chief Executive Officer, City Care

George Adams - Managing Director, Coca-Cola Amatil (NZ) Ltd

Alister Morison - Chief Executive Officer, Cold Storage Nelson Limited

Glenn Corbett - Managing Director, Compass Group

Jono Brent - Chief Executive, Conettics

Dennis Barnes - Chief Executive Officer, Contact Energy

Grady Cameron - Chief Executive Officer, DELTA

Lesley Haines - Deputy Chief Executive - Workforce, Department of Labour

Cos Bruyn - Chief Executive Officer, Downer EDI Works

Bruce Emson - Chief Operating Officer, Earthquake Commission

Dean Addie - Chief Executive Officer, EIS

Gavan Jackson - Managing Director, Electrix Ltd

Gary Saunders - Managing Director, Envirowaste

Thomas Song - Managing Director, Ernslaw One

Tom Barratt - Managing Director, Evonik-Degussa Peroxide Ltd

Mark Gibson - Chief Executive Officer, Express Couriers

Richard Ellis - Managing Director, Fitzroy Engineering Group Ltd

John Beveridge - Chief Executive, Fletcher Building - Distribution Division

Chris Caldwell - Managing Director - People , Culture and Services, Fonterra Co-operative Group

Steve Anderson - Managing Director, Foodstuffs (New Zealand) Ltd

Jules Fulton - Executive Manager - Corporate Services, Fulton Hogan

Albert Brantley - Chief Executive, Genesis Energy

Dr Alex Malahoff - Chief Executive, GNS Science

Bill McCallum - General Manager, Hancock Forest Management Ltd

Paul Ainsworth - General Manager, Hikurangi Forest Farms Ltd

Jeremy Smith - Managing Director, Holcim New Zealand

Greg Dickson - Chrief Executive, ISO Limited

Jim Quinn - Chief Executive, Kiwi Rail

Albert De Geest - Chief Executive Officer, Luquigas Ltd

Peter Gomm - Chief Executive Officer, Mainzeal Property and Construction Ltd

Gerry Lynch - General Manager, Mars Nederland BV

Marcel Manders - Chief Executive, MB Century

Roger McRae - General Manager, McConnell Dowell Constructors Ltd

Neal Barclay - GM of Markets and Production, Meridian Energy

Harvey Weake - Managing Director, Methanex New Zealand

Don Stock - Managing Director, Naylor Love

Deane Manley - Managing Director, New Zealand Crane Group Limited

Paul Baxter - Chief Executive/National Commander, New Zealand Fire Service

John Morgan - Chief Executive Officer, NIWA

Peter McCarty - General Manager, Norske Skog Tasman

Mark Gatland - Chief Executive, Northpower

Zane Fulljames - Chief Executive Officer, NZ Bus

Terry Stack - General Manager, NZ Oil Services Limited

Ken Rivers - Chief Executive Officer, NZ Refining

Tony Cummins - Chief Executive Officer, NZL Group Ltd

James Fletcher - Managing Director, OCS Ltd

David Prentice - Chief Executive, Opus International Consultants

Alison Andrew - General Manager, Orica NZ Ltd

Chris Bush - General Manager, Origin Energy New Zealand

Philip Orchard - Chief Executive, PAE (New Zealand) Limited

Peter Clark - Chief Executive Officer, PF Olsen

Garth Cowie - Chief Executive, Port of Napier

Geoff Plunket - Chief Executive, Port Otago

Tony Gibson - Chief Executive Officer, Ports of Auckland

Nigel Barbour - Chief Executive, Powerco Limited

Dave Chambers - Managing Director, Progressive Enterprises

Rodney Green - Chief Executive Officer, Ravensdown Fertiliser Co-op

John Gilbert - Managing Director, Rebain International (NZ)

Paul McNoe - Chief Executive Officer, Red Bus Ltd

Russel Creedy - Chief Executive Officer, Restaurant Brands New Zealand

Peter Hart - Managing Director, SGS New Zealand Ltd

Rob Jager - Chairman, Shell Companies in New Zealand

Paul Ravlich - Chief Executive Officer, New Zealand Siemens

Keith Cooper - Chief Executive Officer, Silver Fern Farms

Mark Franklin - Chief Executive Officer, Stevenson Group Limited

Mark Taylor - Vice Pesident NZ Operations, Tenon Manufacturing Ltd

Chris Hilson - Chief Executive Officer, The NZ Drug Detection Agency Limited

Paul Walsh - General Manager - People and Support, The Warehouse Limited

Paul Lane - GM Sales, Thomson Reuters

Sandra Bell - VP HSE, HR and Group Services, Todd Corporation Limited

Kevin McKenna - Executive Director New Zealand, Transfield Services

Pat Hills - Chief Executive Officer, Transfield Worley Limited

Brian McCarthy - Chief Executive Officer, United Containers Ltd.

Simon MacKenzie - Chief Executive Officer, Vector

Ian Cathcart - General Manager, Veolia Water

Andrew Stevens - General Manager (NZ), VisionStream

Dr Julian Elder - Chief Executive, WEL Networks Ltd

Garry Poole - Chief Executive, Wellington City Council

Graham Wells - Managing Director, Wells Group Limited

Chris Whitaker - Managing Director, Whitaker Civil Engineering Ltd

Ian J. Cummings - General Manager, Wiri Oil Services Limited

Mike Bennetts - Chief Executive Officer, Z Energy

Forum membership as at 30 June 2012


The Pledge

Vision

I will:• Take personal responsibility for

making health and safety a vital part of my business.

• Create a workplace where everyone views health and safety to be as natural and

customer service.

My organisation will:• Hold itself accountable before

its peers by sharing its health and safety performance.

• Constantly improve its health and safety performance.

• Champion health and safety – inspiring our people, suppliers and customers to create zero harm workplaces.

• Build workplaces which guarantee reported incidents will be investigated and action taken.

The Forum will:• Use its combined skill,

experience and resources to make health and safety everyone’s responsibility.

• Combine its strengths to improve people’s ability to look after themselves and their families.

• Be open to initiatives from all sources which contribute to achieving Zero Harm Workplaces.

HON. KATE WILKINSON

MINISTER OF LABOUR

Forum SponsorForum Member

TONY GIBSON

CHIEF EXECUTIVE OFFICER, PORTS OF AUCKLAND

www.zeroharm.org.nz

Documents

strategic Plan 2012–2014 - Zero Harm · Strategic Plan 2012–2014 DOL 12117A JULY 12 Leading a step change in workplace health and safety performance, through effective and inspired