2. Predictive What is most likely to be the cause of your next incident or near miss? Why? Who is most likely to be the cause of your next incident or near miss? Why?

3. HSWA 2015 AAR 2016 ASG versions HSWA 2015 Duty of officers… due diligence safety performance TLC, responsibilities, engagement & participation —-—— HSWA 2015 - consult on duties HSWA 2015

4. Risk ——- /risks of risk HSWA 2015 Health and Safety at Work (General Risk and Workplace Management) Regulations 2016 *Managing risks associated with remote or isolated work (2) To minimise risks to the health and safety of a worker associated with remote or isolated work, a PCBU must provide a system of work that includes effective communication with the worker.

5. Management of risks… Hierarchy of controls Eliminate Minimise – substitute, – isolate, – implement engineering controls, – administrative controls, – PPE.

6. Risk Matrix Likelihood Level Consequence Level RareUnlikelyPossibleProbableLikely Catastrophic MEDIUM HIGH Critical LOWMEDIUM HIGH Major LOWMEDIUM HIGH Moderate LOW MEDIUM Minor LOW MEDIUM

7. Participants

8. Risk management is dynamic

9. Supervision structures Fit for purpose gear & equipment Monitoring latest Good Practice

10. HSWA 2015 – for all of the workplace not just each adventure activity. Tested & reviewed

11. Confirming what you are doing well…

13. HSWA 2015 - health & wellbeing of workers - fatigue - other facilities, sites, workers, roles & tasks - risks & hazards - emergencies & first aid - consult with other PCBUs with the same duty - engagement & participation - H&S reps

14. SMS –1 to 5 scale Usability Updatability Scalability Integration Simplification Alignment

16. Performance Behaviour - habits What & how you do it Must know - Must do Benchmark not aspirational Continual Improvement Peak capacity External input

17. Safety Culture Do you have a strategy? Climate - survey, staff feedback… Any safety culture initiatives?

18. Voice Culture Flexible 4 to 6 principles Influencers Communication Good practice - use the system

20. Notifiable event & incident Near misses/close calls Unreported Unrecognised &/or unclassified Tools Is the reporting process capturing relevant data? Reporting & learning culture. Non-notifiable event & incident Minor operational and system issues Incident Management - Iceberg Theory Others?

21. Tools Learning culture Continual improvement Identify trends Facts not opinions Contributing causes 5 Whys Develop your pool of questions External expertise Bias Legacy issues Correlation isn't causation Substitution test Safety performance/assurance

22. People SMS Management Equipment Environment SOPs Good practice Incident Management - Fishbone

23. Hardware store fined after employee loses fingers 12 November 2014 Grove Hardware Limited, trading as Mitre 10 MEGA Glenfield, was fined $39,450 and ordered to pay reparation of $20,000 yesterday after an employee had two fingers partially amputated and nerve severed on another finger by a saw. The saw was initially guarded by perspex blade guards which kept breaking. A few days before the incident in March 2014, the guards were replaced by two steel guards which were incorrectly installed and kept jamming. The right hand guard was then removed and the left hand guard was left stuck in an upright position. These actions exposed the rotating cutting blade. WorkSafe New Zealand’s investigation also found that a key used to unlock the saw was easily accessible to all workers - it should have been restricted to trained or authorised operators only. At times the key was also left in the saw. “The Duty Manager’s log book and weekly checklist contained a check for the saw that ‘all guards should be attached and in good working condition’. Under the corrective actions section it said ‘unsafe machinery must not be used until repaired’. This was signed off by the defendant but was clearly not monitored or implemented.

24. InductionsCriteriaCurrency How do you assess the induction? What must they know? Are there any processes that they be must able to demonstrate competency in? How do you ensure each staff member is current? When do you ensure each staff member is current? Competencies CriteriaCurrency & training Technical Skills How are you assessing? What must they know? What must they be able to demonstrate? Verifying qualifications & experience. How do you ensure each staff member is current? When do you ensure each staff member is current? How are the training plans developed? SOPs Professional Other competencies Staff inductions, competency & currency www.tianz.org.nzwww.tianz.org.nz - www.supportadventure.co.nzwww.supportadventure.co.nz

25. Tick box & checklist assessment Is there clear & consistent criteria for each check/tick? Not demonstrated or incomplete Demonstrated or completed Do you use performance criteria for competency assessment? Why? When? An example of 3 scale performance criteria Sample criteria 1 Improvement Required Competency development is below requirement Recalled procedures with errors and/or gaps. i) Poor risk assessment. ii) Poor application of procedures. Poor demonstration of skills. 2 Competent Competency development meets the requirements Easily recalled procedures. i) Sound risk assessment. ii) Sound application of procedures. Effective demonstration of skills. Can complete the skills under most conditions. 3 Highly Competent Competency development is above requirements Comprehensive understanding of all procedures. i) Thorough risk assessment and situational awareness. ii) Procedures executed with certainty. Highly effective demonstration of skills. Can complete the skills under a range of challenging conditions. Assessing competency www.tianz.org.nzwww.tianz.org.nz - www.supportadventure.co.nzwww.supportadventure.co.nz

26. Supervision - progressions Range of questions… Scenarios… Range of conditions…