Zenergy News

AI in the Workplace: New WHS Duties Employers Can’t Ignore in 2026

Thu, 16 Apr 2026 03:54:51 GMT

Artificial intelligence (AI) and digital work systems are now firmly embedded in Australian workplaces. From automated rostering and performance monitoring to algorithm-driven task allocation, these technologies are reshaping how work is designed and managed.

In response, New South Wales has introduced landmark changes to Work Health and Safety (WHS) laws , formally extending employer obligations to include the use of AI, automation, and digital systems in the workplace .

While these reforms are currently NSW-based, they signal a broader national shift: technology is now a WHS issue — not just an operational tool.

What Has Changed Under NSW WHS Law?

In 2026, the NSW Government passed the Work Health and Safety Amendment (Digital Work Systems) Act 2026 , clarifying that employers must ensure, so far as is reasonably practicable, that digital systems do not put workers’ health and safety at risk.

This includes systems such as:

AI-driven rostering and scheduling tools
Algorithm-based task allocation systems
Performance monitoring and productivity software
Automated decision-making tools used in HR and operations

The reforms make it clear that WHS duties extend beyond physical environments to include how work is assigned, monitored, and managed digitally .

Why These Changes Have Been Introduced

The rise of digital work systems has created new and complex risks in the workplace. Regulators have highlighted concerns that AI and automation can contribute to:

Excessive or unreasonable workloads
High-intensity performance tracking
Constant monitoring and surveillance
Reduced worker autonomy
Psychosocial harm linked to algorithmic decision-making

These risks are increasingly recognised as part of the broader psychosocial hazard framework under WHS legislation.

Importantly, the intent of the reforms is not to restrict technology — but to ensure it is implemented safely, transparently, and responsibly.

What This Means for Employers

The introduction of explicit WHS obligations around AI and digital systems significantly raises the bar for employers.

Organisations can no longer assume that technology vendors or internal systems operate safely by default. Instead, they must actively demonstrate that risks are being identified and controlled.

Key employer responsibilities now include:

1. Identifying digital work systems

Employers must understand where AI or automated systems are being used across the organisation, including:

HR and rostering systems
Workforce management platforms
Performance tracking tools
Safety and compliance software

2. Assessing WHS and psychosocial risks

Each system must be assessed for potential risks such as:

Work intensification
Unrealistic performance expectations
Psychological stress from monitoring
Unsafe task allocation patterns

3. Implementing “reasonably practicable” controls

Controls may include:

Human oversight of automated decisions
Limits on algorithmic scheduling
Transparent performance criteria
Regular system audits and reviews
Clear escalation pathways for workers

4. Consulting with workers

Workers must be consulted on how digital systems affect their work, particularly where:

Workload is generated automatically
Performance is tracked continuously
AI influences safety-critical decisions

5. Managing third-party risk

Even where systems are externally provided, employers remain responsible for ensuring they are safe and compliant with WHS obligations.

What Safety Leaders Should Be Doing Now

For WHS and HSE leaders, 2026 is a critical point to review how digital systems are governed within existing safety frameworks.

A practical starting point includes:

Reviewing all AI and automated systems in use
Updating WHS risk registers to include digital risks
Assessing psychosocial hazard controls
Auditing vendor and platform contracts
Ensuring WHS policies reflect digital system use
Verifying consultation processes are in place
Preparing documentation for regulatory scrutiny

These steps are increasingly important as regulators move towards greater visibility of how technology influences work design.

How Zenergy Can Help

At Zenergy, we understand that the rapid evolution of AI and digital systems is creating new challenges for WHS leaders and organisations across Australia.

Our support includes:

Health & Safety Recruitment

We connect organisations with highly skilled WHS and HSE professionals who have experience in:

Psychosocial risk management
Digital systems and safety integration
High-risk industry environments
Regulatory compliance and assurance

With access to a strong national network of candidates across multiple industries, we help businesses secure the right expertise quickly — whether for permanent, contract, or project-based roles.

Executive Search for Senior Safety Leadership

For critical leadership appointments, we provide executive search services to secure senior WHS professionals who can:

Lead organisational safety strategy
Navigate complex regulatory environments
Embed governance for emerging risks such as AI and automation

Interim and Contract Solutions

We also support organisations with experienced interim and contract professionals who can:

Support short-term projects
Fill urgent capability gaps
Assist with regulatory change implementation
Provide specialist expertise during peak demand periods

Consulting Support

Beyond recruitment, Zenergy provides access to consulting capability to help organisations:

Strengthen WHS frameworks
Embed psychosocial risk management
Review safety systems and governance structures
Align digital systems with WHS obligations

Final Thoughts

AI is transforming the way work is designed, measured, and managed — but it is also reshaping workplace risk.

The 2026 NSW reforms make it clear that digital systems are now part of WHS compliance obligations, particularly where they influence workload, monitoring, and worker wellbeing.

For organisations, the priority is no longer whether AI impacts safety — but how effectively those risks are being managed in practice .

Those who act early will be better positioned to build safer, more compliant, and more resilient workplaces in a rapidly evolving digital environment.

Australia’s WHS Jobs Outlook 2026: Contingent Workforce Demand Across States and Industries

Tue, 14 Apr 2026 04:39:30 GMT

Australia’s labour market continues to show strong and resilient demand for WHS (Work Health and Safety) professionals. This demand is being driven by ongoing infrastructure development, mining and resources activity, the rapid expansion of renewables, and increasingly strict regulatory requirements across high-risk industries such as construction and transport.

At the same time, job listings on platforms like SEEK remain elevated nationally, often reaching into the thousands. A significant proportion of these roles are advertised as contract or temporary positions, reflecting both project-driven demand and ongoing skills shortages across the WHS sector.

The Rise of Contingent Work in WHS

Contingent employment arrangements are now a defining feature of the WHS labour market. This is largely due to the project-based nature of safety work, seasonal and regional demand fluctuations, and the need for highly specialised expertise without long-term overheads.

Recent estimates suggest contingent workers make up more than one-third of the Australian workforce, with growth driven by economic uncertainty, flexibility requirements, and ongoing skills shortages across trades, health, and compliance-heavy industries.

Why Companies Are Choosing Contingent WHS Professionals

Organisations are increasingly turning to contractors and interim WHS professionals for several key reasons:

Flexibility and scalability

Businesses can quickly scale WHS resources up or down depending on project requirements, peak workloads, or shutdown periods. This flexibility is particularly important in volatile sectors such as construction, mining, and infrastructure.

Project-based budgeting advantages

In the HSEQ sector, contingent labour is typically allocated to project cost centres rather than permanent headcount. This creates a clearer P&L structure and allows hiring managers to secure specialist expertise without impacting permanent staffing budgets.

Cost efficiency

Contract WHS professionals reduce exposure to full employee costs such as superannuation, leave entitlements, training, and onboarding. This makes them particularly attractive for short-term or budget-sensitive projects.

Access to specialist expertise

Ongoing skills shortages in WHS—particularly in areas such as psychosocial risk, silica exposure management, and high-risk industries—make it difficult to secure permanent talent. Contractors provide immediate access to experienced specialists with proven capability.

Risk mitigation and compliance agility

Regulatory change is accelerating, including psychosocial health mandates and updated exposure standards from 2026. Contractors enable organisations to respond quickly to audits, investigations, and compliance requirements without long-term commitments.

Project alignment

Many WHS roles are tied directly to infrastructure builds, site mobilisation, shutdowns, or compliance rollouts, making contract or FIFO arrangements a natural fit.

Broader workforce trends

Across Australia, organisations are increasingly adopting flexible workforce models to manage uncertainty, test talent before permanent conversion, and address ongoing labour shortages.

State-by-State WHS Market Overview

New South Wales (NSW)

NSW continues to operate under the WHS framework (Work Health and Safety Act 2011 and Regulation 2025), with high demand across construction, infrastructure, and transport.

There are typically 800+ WHS/OHS listings statewide, with many roles being contract-based due to large public sector projects and civil infrastructure programs.

Key drivers:

Major infrastructure programs
Psychosocial and silica compliance requirements
Government contractor frameworks enabling flexible hiring

Major projects:

Western Sydney International Airport (opening 2026)
Sydney Metro West
Hunter-Central Coast Renewable Energy Zone
Powerhouse Parramatta redevelopment

Outlook 2026: Steady demand, with contingent roles dominating large-scale project environments.

Victoria (VIC)

Victoria operates under the Occupational Health and Safety Act 2004, with new Psychological Health Regulations coming into effect in late 2025.

Demand remains strong, with approximately 800–900+ listings, particularly in construction, education, and public infrastructure.

Key drivers:

Psychosocial regulation rollout
Compliance-focused hiring
Major infrastructure delivery

Major projects:

Metro Tunnel (operations and integration phase)
North East Link
Suburban Rail Loop (early works)
Inland Rail Victorian sections
West Gate Tunnel

Outlook 2026: High demand driven by regulation and infrastructure momentum, with strong reliance on contingent expertise.

Queensland (QLD)

Queensland continues to show strong WHS demand across mining, resources, and construction sectors. There are typically 700+ listings, with FIFO and contract arrangements widely used.

Key drivers:

Mining and resource expansion
Regional and remote project delivery
Transport and logistics complexity

Major projects:

Cross River Rail
Bruce Highway upgrades
Gold Coast Light Rail Stage 4
Inland Rail developments
Mining expansions across central Queensland

Outlook 2026: Stable to strong, with contingent roles essential for FIFO and project-based delivery.

Western Australia (WA)

Western Australia remains one of the tightest WHS labour markets in the country, driven heavily by mining and resources. There are typically 600+ listings, with a strong reliance on FIFO and contract arrangements.

Key drivers:

Ongoing skills shortages
Remote and high-risk operations
Major mining expansions

Major projects:

Rio Tinto West Angelas Sustaining Project
BHP Pilbara expansions
Rhodes Ridge development studies
Lithium, gold, and copper projects across the state

Outlook 2026: Very strong demand, with contingent work essential to maintain workforce capacity.

South Australia (SA) and Other Jurisdictions

South Australia, along with the NT, Tasmania, and ACT, continues to show moderate but steady WHS demand across renewables, infrastructure, and public sector work.

Key drivers:

Renewable energy transition projects
Smaller labour markets requiring flexibility
Compliance and infrastructure delivery

Major projects:

EnergyConnect transmission project
Goyder Renewables Zone
Hydrogen Park SA expansions
Inland Rail-related regional activity

Outlook 2026: Moderate growth, with contingent labour supporting project peaks and specialist needs.

Overall Outlook for 2026

The Australian WHS and OHS labour market is expected to remain strong and continue expanding through 2026.

Key drivers include:

Increasing regulatory requirements (including psychosocial risk and exposure standards)
Ongoing infrastructure and renewables investment
Persistent skills shortages in safety-critical roles
Continued growth in project-based and FIFO work models

Resource-heavy states such as Western Australia and Queensland, along with populous infrastructure-driven states like New South Wales and Victoria, will continue to lead demand.

Key Challenges and Opportunities

Challenges:

Ongoing WHS talent shortages
Increasing complexity of compliance requirements
Coordination between contractors and host employers

Opportunities:

High demand for psychosocial and high-risk safety specialists
Strong market for experienced contractors and FIFO professionals
Growth in project-based and renewable energy safety roles

Final Summary

Contingent employment has become a core feature of Australia’s WHS labour market. Organisations are increasingly relying on flexible workforce models to manage cost, compliance, and project delivery pressures.

For WHS professionals, this environment presents strong opportunity—particularly for those with specialist skills, regulatory expertise, and experience in high-risk or infrastructure-heavy industries.

The market continues to reward adaptability, with contract and project-based work playing a central role in shaping the future of WHS in Australia.

Psychosocial Hazards Are Now a Core WHS Obligation — Is Your Organisation Ready?

Wed, 08 Apr 2026 07:01:25 GMT

From 1 December 2025, every Australian jurisdiction has work health and safety (WHS) regulations in place that explicitly require organisations to manage psychosocial hazards alongside physical risks.

This regulatory shift reinforces a clear message from regulators: psychological harm at work is just as serious—and just as preventable—as physical injury.

What Are Psychosocial Hazards?

Psychosocial hazards arise from how work is designed, managed and experienced. They include risks such as:

Excessive workload or job demands
Bullying, sexual harassment or aggression
Poor role clarity or low job control
Fatigue and inadequate recovery time
Exposure to trauma or distressing material

These hazards can lead to significant psychological and physical harm if not identified and managed effectively.

As highlighted by the Australian Institute of Company Directors (AICD) , the presence of new regulations does not create an entirely new duty—but rather sharpens and formalises existing obligations under WHS laws to protect psychological health, not just physical safety.

Why the Compliance Bar Has Been Raised

Historically, many organisations addressed mental health primarily through reactive supports such as Employee Assistance Programmes (EAPs). While important, this approach alone does not meet current legal expectations.

Regulators now expect organisations to adopt a preventative, systems-based approach—one that looks upstream at work design, leadership practices, organisational culture and operational pressures.

Key regulatory expectations include:

Proactively identifying psychosocial hazards
Assessing the risks associated with those hazards
Implementing control measures that eliminate or minimise risk
Regularly reviewing controls to ensure they remain effective
Consulting meaningfully with workers throughout the process

This mirrors the way physical safety risks have long been managed—but applied to psychological health.

What “Good” Psychosocial Risk Management Looks Like

According to AICD guidance, effective compliance relies on integrating psychosocial risks into your existing safety management system, rather than treating them as a standalone HR initiative.

At a practical level, this means:

Hazard Identification

Using data, worker consultation, incident trends, surveys and observations to identify where psychosocial risks exist.

Risk Assessment

Understanding the frequency, duration and severity of exposure to those hazards—and who is most affected.

Control Measures

Prioritising higher-order controls such as job redesign, workload management, improved supervision and clearer role expectations—before relying on training or resilience programmes.

Ongoing Review

Monitoring whether controls are working as intended and adjusting them as work, workforce or business conditions change.

The Board and Executive Lens

A key theme in the AICD article is governance. Directors and officers have due diligence obligations to understand, oversee and verify how psychosocial risks are being managed across the organisation.

Red flags for organisations include:

Psychosocial risks not appearing in WHS or board reports
Limited visibility of high-risk roles or functions
Controls implemented but not reviewed
Over-reliance on individual support rather than system design

As enforcement activity increases, organisations that cannot demonstrate a structured, proactive approach face heightened regulatory, financial and reputational risk.

Zenergy: Specialist Recruitment in Safety, Health and Wellbeing

As regulatory expectations around psychological health continue to rise, organisations are placing greater emphasis on building credible, capable safety, health and wellbeing functions.

Zenergy is a specialist recruitment partner focused exclusively on safety, health and wellbeing roles. We support organisations to access the expertise they need to manage psychosocial risk, workforce wellbeing and WHS obligations—across both permanent and temporary workforces.

Our value lies in knowing the market, understanding role maturity and capability requirements, and matching organisations with professionals who can operate effectively in complex, regulated environments.

Specialist Roles We Recruit

Psychosocial Risk Specialists

We support organisations to source professionals with expertise in psychosocial risk identification, assessment and management, including:

Psychosocial risk specialists and advisors
Psychological health and safety practitioners
Mental health and wellbeing specialists with WHS exposure
Consultants transitioning into internal advisory or specialist roles

These roles are increasingly critical as organisations move from awareness-based approaches to structured, systems-based psychosocial risk management.

Wellbeing Advisors and Managers

Zenergy recruits wellbeing professionals who work at both operational and strategic levels, including:

Wellbeing advisors and coordinators
Organisational wellbeing managers
Health and wellbeing leads embedded within safety or people functions

We understand the distinction between wellbeing roles focused on support and intervention, and those aligned to preventative, organisational strategies, and we recruit accordingly.

Safety, Health and WHS Leaders

Psychosocial risk does not sit in isolation. We also recruit across the broader safety ecosystem, including:

WHS advisors, business partners and managers
Health and safety leaders responsible for integrated risk portfolios
HSEQ and safety systems professionals with psychosocial exposure

This enables organisations to build cohesive teams where psychological health is embedded alongside physical safety.

Learn More

For a detailed overview of Australia’s evolving regulatory environment, read The psychosocial regulatory landscape published by the Australian Institute of Company Directors.

If you’d like support assessing your organisation’s readiness or strengthening your psychosocial risk framework, Zenergy can help.

Sources

Australian Institute of Company Directors (AICD), The psychosocial regulatory landscape — https://www.aicd.com.au
Safe Work Australia, Model Code of Practice: Managing psychosocial hazards at work — https://www.safeworkaustralia.gov.au
Safe Work NSW, Managing psychosocial hazards at work — https://www.safework.nsw.gov.au

Safety Leadership in Complex Operations: Insights from Dr Emily Novatsis

Tue, 24 Mar 2026 22:00:02 GMT

A conversation with Dr Emily Novatsis

Dr Emily Novatsis is General Manager, Safety Operations at Metro Trains Melbourne, where she leads a large multidisciplinary safety and security function supporting operational rail services across the Melbourne network. With more than two decades of experience in safety-critical industries, Emily is a respected safety leader known for connecting frontline operational realities with strategic decision-making.

A registered organisational psychologist with deep expertise in human and organisational factors, Emily’s work focuses on strengthening safety leadership, improving risk governance, and ensuring complex operational systems support people to perform safely. Her role spans both strategic oversight and operational execution — from enterprise safety governance and risk management through to frontline safety operations, investigations, emergency management, and security.

We spoke with Emily about safety leadership in complex environments, shifting from compliance to performance-based safety, and the challenges of introducing new infrastructure such as Melbourne’s Metro Tunnel.

Safety Leadership

In a complex, live rail environment, how do you ensure safety leadership remains visible and authentic — not just at executive level, but embedded in frontline decision-making?

Safety leadership begins with visibility in the field. Understanding operational risks and the effectiveness of controls comes from spending time with frontline staff — asking questions, listening carefully, and verifying that people understand both the risks in their roles and the influence they have in managing them.

“You can’t do safety from behind a desk,” Emily explains. “You need to spend time with the people who are managing risk day-to-day. That’s where you understand how things are really working.”

Those conversations often reveal whether teams are drifting from what is expected and, importantly, why. Sometimes expectations may not be practical, or there may be better ways of doing things. Identifying and closing those gaps — and feeding that learning back to teams — helps strengthen both trust and safety outcomes.

In a large operational environment, assurance systems also play a critical role. Leaders rely on multiple layers of assurance across the organisation to maintain visibility of risk. For Emily, the focus is on quality rather than quantity.

“It’s not about how many inspections or interactions you record,” she says. “It’s about whether they are genuinely testing risk controls and whether the actions coming out of audits, investigations and inspections are actually being closed out adequately.”

Ultimately, a strong safety management system should detect when things begin to drift and provide confidence that operational risks are being managed effectively.

How have you shifted the conversation from compliance-driven safety to performance-driven safety across operations?

Moving beyond compliance begins with shifting the conversation from rules to risk. This means ensuring that risk registers are clear and well understood, and that the people responsible for risks and controls know exactly what they are accountable for. Rather than asking whether teams are following procedures, the focus becomes whether controls are working effectively in practice.

“It’s about helping risk owners understand what they’re accountable for,” Emily explains. “They need to understand their risk profile and how effectively those controls are working in the field.”

This approach moves safety away from a box-ticking exercise and toward understanding how resilient the system really is. Safety governance meetings are therefore structured around critical risk and assurance rather than compliance reporting.

Emily also emphasises the importance of human and organisational factors in understanding safety performance.

“Safety management is a system,” she says. “It’s about the interaction between people, procedures, equipment and the broader operational environment. Safety is improved by understanding how these aspects of the system interact to influence performance.”

Investigations are another key learning opportunity. Rather than focusing solely on what went wrong, the goal is to identify system improvements that better support frontline operators and strengthen resilience — preventing issues where possible, detecting them earlier, and recovering more effectively when they occur. Emphasis also needs to be on learning from what goes well, because most of the time, people get things right.

What leading indicators or cultural signals do you pay closest attention to when assessing the maturity of safety culture within your teams?

Some of the most revealing signals of safety culture appear in the small things.

“Simple observations tell you a lot,” Emily says. “Did someone ask me to sign in? Is the safety notice board up to date? Are local safety meetings happening, and are actions actually being progressed?”

These details often prompt useful conversations. If actions from safety meetings remain open for months, it raises questions about whether teams know how to escalate issues or whether they are receiving the support they need to resolve them. Direct engagement with frontline staff also provides valuable insight into culture. Emily looks to understand whether people are clear about the critical risks in their roles and whether they recognise the influence they have in managing them.

In station environments, for example, a key risk is the platform–train interface. Staff play an important role in managing that risk through actions such as making clear announcements, maintaining a visible presence on platforms, and intervening when passengers behave in ways that could put themselves in danger.

Technology is increasingly supporting this awareness. Systems can now detect unusual behaviour on platforms — such as someone sitting too close to the edge or entering the track area — allowing operational teams to respond quickly.

At the same time, interventions must be balanced with other operational risks. “There’s always a balancing act,” Emily explains. “You might reduce one risk for a passenger but increase another risk for staff, particularly in environments where occupational violence can occur.”

Ultimately, a mature safety culture is one where people understand risk, feel empowered to act, and trust that their concerns will be heard and addressed.

Major Projects – Metro Tunnel

With major infrastructure programs such as the Metro Tunnel, what are the most significant safety challenges when transitioning from construction to live operations?

Large infrastructure programs introduce entirely new systems, technologies, and operational risks into the network.

One of the first priorities is ensuring that any residual risks are being managed and temporary administrative controls left from the project phase are replaced with sustainable controls where possible. At the same time, organisations must remain alert to safety issues that only emerge once systems begin operating in real conditions.

Operational safety teams also play a significant role in preparing the organisation for new infrastructure.

“New infrastructure and systems can introduce new risks,” Emily explains. “Our team was heavily involved in reviewing risk registers, assessing hazards and ensuring appropriate controls were documented and owned.”

The introduction of platform screen doors is one example of new infrastructure requiring risk assessment and operational controls. Teams were also responsible for developing emergency management plans for the new stations and coordinating with emergency services to ensure readiness from day one.

The Metro Tunnel project also introduced new signalling technology through communication-based train control (CBTC), which allows trains to operate closer together, increasing network capacity.

Introducing this technology required significant work updating safety management system documentation and translating complex engineering information into practical guidance for operational staff. “We were taking dense engineering documents and turning them into something drivers and train controllers could actually use,” Emily says. “If people can’t understand the work instructions, it won’t support safe operations.”

As with any major project transition, embedding new systems, supporting teams as they learn to work with them, and building resilience for degraded operating modes are critical steps in establishing safe and stable operations.

About the Authors

This article was co-written by Jo Retallick , Manager, Southern Region, and James German , Senior Recruitment Consultant at Zenergy.

Together, they bring deep recruitment expertise across workplace health, safety, and sustainability, offering insights into the skills, leadership, and capabilities required to succeed in complex safety environments.

AI, Regulation & the Future of Safety: Key Takeaways from the AIHS NSW Safety Symposium 2026

Mon, 23 Mar 2026 03:09:36 GMT

Zenergy’s Head of Interim Solutions, Matthew Owen, and I attended the annual AIHS NSW Safety Symposium — a standout event for HSE professionals across Australia. From keynote presentations to open discussions and industry networking, the day brought together leaders shaping the future of workplace health, safety and wellbeing. It was also an opportunity to hear directly from regulators, including the NSW SafeWork Commissioner, Janet Schorer, on the direction of policy and enforcement.

And yes — a behind-the-scenes tour of the Sydney Cricket Ground and Allianz Stadium was an added bonus.

But beyond the venue and atmosphere, the real value lay in the insights shared and the reaffirmation of the critical role HSE professionals play every single day.

The Evolving Role of HSE Professionals

Events like this highlight the ongoing importance of HSE leaders in protecting not only workers, but also their families and communities.

The role continues to evolve — balancing:

Physical safety
Mental health and wellbeing
Regulatory compliance
Commercial outcomes

HSE professionals are increasingly required to influence business leaders, collaborate across departments, and embed safety into organisational culture — all while adapting to rapid technological change.

Key Takeaways from the Symposium

1. Increasing Regulation Around AI and Digital Technology

SafeWork NSW is strengthening its regulatory focus on digital technologies, particularly AI and algorithm-driven systems.

As technology becomes more embedded in operations, businesses must ensure it supports — rather than compromises — workplace safety.

2. Stronger Focus on High-Risk Industries

There is a continued emphasis on improving safety standards across:

Tunnelling and mining
Working at heights
Exposure to crystalline silica

Regulators are actively engaging with industries to ensure robust and evolving safety frameworks.

3. Significant Investment in Mental Health

An initial $127 million investment has been pledged to support mental health and wellbeing initiatives, with a strong focus on psychosocial safety.

This reflects a clear shift towards recognising mental health as a core component of workplace safety.

4. The Reality of Workplace Impact

Over the past 20 years, 4,907 fatalities have occurred in NSW alone — a stark reminder of the human cost behind safety failures.

This extends beyond the workplace, impacting families and communities long after incidents occur.

5. Greater Support for Affected Workers and Families

There is a growing directive to ensure:

Ongoing financial support
Long-term care for affected families
Compassionate, human-centred responses

Support is no longer viewed as a one-off obligation, but a long-term responsibility.

6. Empowering HSE Leaders

A consistent message throughout the symposium: HSE professionals must be empowered to speak up without risk.

For organisations, this means:

Giving HSE leaders a seat at the table
Supporting decision-making authority
Recognising that strong safety leadership drives long-term cost savings

7. Underreporting Remains a Challenge

Fear continues to drive 35% of underreporting in workplaces.

Addressing this requires:

Psychological safety
Transparent reporting systems
Trust between leadership and workforce

8. Increased Site Engagement

New SafeWork NSW expectations will require a 20% increase in site visits by HSE professionals.

This reinforces the importance of visibility, connection, and proactive engagement with workers on the ground.

9. The Rise of Psychosocial Risk

SafeWork NSW predicts an additional 8,000 psychosocial injury claims over the next five years.

In response, organisations must:

Integrate HR and HSE functions
Strengthen psychosocial risk management
Develop more holistic safety frameworks

10. Futureproofing Workers Compensation

With rising claims and evolving risks, businesses are encouraged to:

Review current workers compensation strategies
Plan proactively for future demand
Ensure systems are fit for purpose

11. Technology as an Enabler — Not a Replacement

Emerging HSE technologies and AI-driven tools are being positioned as support mechanisms, helping to:

Improve reporting
Enhance monitoring
Drive better decision-making

However, human leadership and judgement remain critical.

12. Influencing Through Empathy

One of the more powerful themes was the importance of empathy mapping in influencing stakeholders.

Understanding the perspectives of workers, leaders, and regulators enables more effective communication — and ultimately, better safety outcomes.

Final Thoughts

The 2026 AIHS NSW Safety Symposium reinforced a clear message: The future of HSE lies at the intersection of people, technology, and leadership.

As regulations evolve and new risks emerge, organisations that prioritise:

Empowered safety leadership
Psychosocial wellbeing
Proactive compliance
Technological integration

…will be best positioned to protect their workforce and drive sustainable success.

At Zenergy, we remain committed to supporting businesses and professionals navigating this changing landscape — connecting the right people, insights, and solutions to build safer, stronger workplaces .

Psychosocial Regulation Has Landed. Is Your Safety Capability Ready?

Mon, 02 Mar 2026 03:13:08 GMT

Victoria’s Occupational Health and Safety ( Psychological Health ) Regulations commenced on 1 December 2025. For many organisations, the initial focus has been compliance — policies updated, training scheduled, risk registers amended. But the real challenge isn’t documentation. It’s capability.

This Is a Structural Shift in Safety

Under the new regulations, employers must:

Identify psychosocial hazards
Assess and document associated risks
Eliminate or reduce risks (so far as reasonably practicable)
Review control measures
Consult with employees and Health and Safety Representatives (HSRs)

Importantly, training alone is not considered a sufficient primary control. The emphasis is on work design, systems of work, leadership behaviours and organisational structures. This moves psychosocial risk firmly into the operational safety domain — not just HR or wellbeing.

The Commercial Reality

WorkSafe Victoria data shows mental injury claims carry an average fully developed cost of $270,000 per claim. Like occupational disease exposures, psychological injuries are:

Often cumulative
Complex to manage
High cost
Highly scrutinised

We’ve seen significant regulatory focus on silica, asbestos and occupational noise in recent years. Psychosocial hazards now sit alongside these as a priority risk area.

Organisations that treat this as a compliance exercise will struggle. Those that build internal capability will reduce exposure — financially, legally and reputationally.

Where Many Organisations Are Exposed

In conversations with clients across Manufacturing, Construction, Logistics, Energy and Public Sector environments, we’re seeing common gaps:

Safety leaders confident in physical hazards, less experienced in psychosocial risk assessment
Limited integration between HSE and People & Culture functions
Documentation in place, but limited evidence of systemic controls
Line leaders unsure how to identify or escalate psychosocial hazards
Growing mental injury claims but no structured prevention framework

This is not unusual — psychosocial risk management is a relatively new competency area for many safety teams. But regulator expectations are clear.

The HSE Talent Shift

The market is evolving rapidly. Forward-thinking organisations are now seeking HSE professionals who can:

✔ Conduct structured psychosocial risk assessments
✔ Translate legislation into operational controls
✔ Facilitate workforce consultation
✔ Partner effectively with HR
✔ Influence leadership and cultural behaviours
✔ Interpret data and leading indicators

The traditional “compliance and audit” profile is expanding into organisational risk advisory.

We are also seeing increased demand for:

Senior HSE Advisors with psychosocial experience
Psychosocial Risk Specialists
Integrated HSE / Wellbeing roles
Injury Management professionals with prevention capability
Project-based consultants to uplift internal frameworks

Why Strategic Recruitment Matters Now

Building psychosocial capability isn’t about adding headcount. It’s about adding the right capability.

A misaligned hire in this space can result in:

Surface-level assessments
Over-reliance on training as a control
Disconnected HR and HSE strategies
Increased claim exposure

As a recruitment partner specialising in health, safety and injury management, we are:

Mapping emerging psychosocial capability across the Victorian market
Identifying safety professionals with demonstrated risk assessment experience
Advising clients on structure and reporting lines
Supporting interim and project-based capability uplift
Providing market insight into evolving salary expectations

We are not simply filling vacancies — we are helping organisations strengthen governance and reduce exposure.

The Opportunity

Psychosocial regulation should not be viewed purely as a regulatory burden. Handled strategically, it creates an opportunity to:

Improve retention and engagement
Strengthen leadership capability
Reduce long-term claim costs
Enhance board-level governance confidence

But capability must sit behind the policy.

Final Thought

Silica reshaped safety capability across Victoria. Psychosocial regulation will reshape it again — but across culture, leadership and systems.

The question isn’t whether organisations will need psychosocial capability. It’s whether they will build it proactively — or reactively.

If you’re reviewing your HSE structure or considering how to uplift psychosocial risk capability within your organisation, I’m always open to a confidential discussion about what the market is doing and where the gaps typically sit.

Jo Retallick

Manager, Southern Region (VIC, TAS, SA)

M. 0482 076 255

T. 1300 333 400

E. jo.retallick@zenergygroup.com.au

Principles of Workplace Incident Investigations

Mon, 23 Feb 2026 03:43:24 GMT

What is an Incident Investigation?

An incident investigation is a structured and systematic approach used to uncover the causes of unplanned events in the workplace, such as incidents or accidents. The primary focus of this process is to implement corrective actions that prevent recurrence, rather than assigning blame.

By identifying root causes and systemic failures in safety procedures, equipment, or protocols, an incident investigation seeks to enhance future workplace safety and foster a culture of continuous improvement.

Effective incident investigation extends beyond immediate response. It involves a detailed exploration of how and why an event took place, allowing for the identification and correction of underlying issues and weaknesses within systems.

The process is evidence-based, involving the collection of relevant data, analysis of contributing factors, and development of well-founded recommendations. Every investigation must be comprehensive and accurate. This involves carefully examining all aspects of the incident, collecting sufficient information, and ensuring that no relevant details are overlooked.

Investigators should consider every aspect, including procedures, supervision, equipment, the work environment, and human factors. This comprehensive approach ensures that hazards are identified and managed proactively, reducing the risk of future harm.

Incident investigations should be conducted objectively and without bias. Investigators must remain impartial, focusing on facts and evidence rather than assumptions or preconceived notions.

Ultimately, a thorough investigation prioritises learning and prevention, driving meaningful improvements in workplace safety and fostering a positive organisational culture.

Workplace incident investigations are guided by a set of core principles that ensure the process is effective, thorough, and focused on improving safety outcomes. Adhering to these principles helps organisations systematically uncover the underlying causes of incidents and implement meaningful corrective actions.

What is the Purpose of Conducting an Investigation

Understanding the purpose and why an investigation is conducted is central to the effectiveness of the entire accident and incident management program. The purpose and success of the investigation process are closely linked to its intended outcome. To determine the true purpose of this process, it is necessary to consider what the investigation is expected to produce as its "output".

The Role of the Employer

The employer's responsibility in an investigation is to analyse the situation in order to correct and improve the system. The focus should be on fact-finding rather than assigning blame. However, it is important to note that some employers mistakenly believe the investigation concludes once blame has been established.

This approach is problematic because, once blame is assigned, the analysis often stops, and no further effort is made to address underlying weaknesses in the safety management system that may have contributed to the incident.

Identifying Causes and Preventative Measures

The primary purpose for employers to investigate accidents is to ensure that the causes are identified and that effective means for preventing recurrence are established. While it may initially appear that "employee error" is the main contributing factor, stopping the investigation at this point is insufficient.

Even when an employee has failed to follow a required work practice, it is essential to dig deeper and ask, "Why did this occur?" A thorough investigation will typically uncover several underlying factors that allowed or encouraged the employee's actions.

These factors might include a supervisor permitting or pressuring the employee to take shortcuts to meet production goals, inadequate equipment, or work practices that are difficult to carry out safely.

Zenergy eLearning Principles of Workplace Incident Investigations Program

Zenergy has released the Principles of Workplace Incident Investigations eLearning Course, available on the Zenergy Online WHS Training Platform .

This course is designed to build a foundational understanding of the essential elements and principles of workplace incident investigations, which is a structured and systematic approach used to uncover the causes of unplanned events in the workplace.

The course explores the purpose and principles of effective incident investigations, which extends beyond immediate response. It involves a detailed exploration of how and why an event took place to ensure that the causes are identified and that effective means for preventing recurrence are established.

By following these fundamental steps, organisations can effectively investigate incidents, identify root causes, and foster a safer working environment.

Call Us Today!

Zenergy’s eLearning programs can transform your workforce and provide job-ready skills to help your business achieve its objectives. Choose from a range of courses including Workplace Health & Safety (WHS) and Chain of Responsibility (CoR) on the Zenergy Online Training Platform .

Alcohol and Other Drugs in the Workplace

Mon, 16 Feb 2026 03:37:24 GMT

A variety of factors, stemming from both the workplace environment and individuals' personal circumstances, influence the ability to work safely. Among these factors, the use of alcohol and other drugs is particularly significant, as it can directly affect a person’s capacity to perform their job safely.

The misuse of alcohol, drugs, and other substances is a concern for everyone in the workplace. Alcohol and other drug use becomes a significant occupational safety and health issue when it impairs a worker’s judgement, coordination, motor skills, concentration, and alertness. This impairment increases the likelihood of injuries or incidents that can affect not only the individual involved but also their colleagues and others present in the workplace.

The abuse of alcohol and other drugs can also have serious consequences for both physical and mental health. Addiction and the misuse of alcohol and other drugs do not only affect the individual involved; they also impact those around them. These wide-ranging effects can be categorised as emotional, behavioural, and physical.

Employers

As with any health and safety risk, the responsibility to address drugs, alcohol, and other substance abuse in the workplace rests with everyone.

Employers have a responsibility to manage work-related risks associated with alcohol and other drugs in the workplace. It is essential to address these risks proactively to maintain a safe and productive environment. Employers should ensure, as far as is possible, that workers are free from the influence of alcohol and/or other drugs when reporting for work and whilst at work.

Workplace Alcohol and Other Drugs Policy

Some organisations choose to implement explicit workplace Alcohol and Other Drugs policies and procedures. This approach is particularly significant in roles where a worker’s impairment could result in serious injury or death to themselves, colleagues, or members of the public.

A formal alcohol and other drugs policy should make it clear to all workers what behaviour is acceptable. The content of an alcohol and drug policy should be based on the identification of hazards, the assessment of workplace risks, and the strategies to address them.

What is included in the policy will depend on the perceived extent of alcohol and drug use, the assessment of the associated risks, and the individual requirements of the workplace. The policy should be incorporated into an existing occupational health and safety policy framework.

Workers’ Responsibilities

Workers must take reasonable care to safeguard their own health and safety and must also ensure they do not put others at risk. Consuming alcohol or illicit drugs while at work is therefore unacceptable and contrary to safe work practices.

It is important that workers arrive at work, and remain throughout their working hours, capable of performing their duties safely. Workers who are unfit for work due to the effects of alcohol or other drugs pose a risk to themselves and others, regardless of whether the substances were consumed inside or outside of the workplace.

Certain jobs, such as those in road and rail transport, maritime, aviation, and mining, are subject to legal regulations regarding blood alcohol levels. In these industries, legislation mandates testing of workers to ensure compliance with safety standards and to minimise risks associated with substance use.

Zenergy eLearning Alcohol & Other Drugs in the Workplace Program

Zenergy has just released the Alcohol & Other Drugs in the Workplace eLearning Course , which is available on the Zenergy Online Training Platform.

This course has been developed to provide learners with an understanding of the dangers associated with alcohol and other drugs in the workplace. It emphasises the significant risks these substances pose and highlights how their misuse can affect an individual's ability to perform work tasks safely.

By raising awareness of these issues, the course aims to ensure that participants recognise the importance of maintaining a safe and healthy work environment, free from the influence of alcohol and other drugs.

Call Us Today!

Zenergy’s range of eLearning online training programs can help transform your workforce and provide them with job-ready skills to help your business achieve its objectives.

You can also select from a range of eLearning online training topics available, which include Workplace Health & Safety (WHS) and Chain of Responsibility (CoR) on the Zenergy Online Training Platform .

You can find out more about the courses that Zenergy provides on the Zenergy Online Training Platform or, alternatively, reach out to Zenergy on 1300 333 400 or info@zenergygroup.com.au , where we can discuss your needs.

Psychological Injury Risk: A Powerful Reminder of the Cost of Poor Consultation

Thu, 12 Feb 2026 04:19:43 GMT

A recent case reported by HRDaily offers a compelling reminder for employers across all sectors: effective consultation isn’t just best practice — it is a legal and psychological safety imperative.

In this case, NSW Personal Injury Commission Member John Turner found an employer liable for a psychological injury suffered by a worker recovering from a physical injury. Turner was direct in his assessment, noting that the employer “simply did not consult” the employee regarding possible modified or alternate duties she may have been able to undertake while recovering. This lack of engagement critically undermined the employer’s ability to rely on a “reasonable action” defence in response to her claim.

The worker had been recovering from a physical injury and sought modified duties — a common, practical, and often beneficial pathway supporting return to work. But the employer did not open dialogue about what options existed, nor did it explore her capabilities or willingness to participate in adjusted tasks. As Turner highlighted, this absence of consultation was central to the psychological injury that developed, and it was equally central to the employer’s liability.

What this means for employers:

Consultation is a non‑negotiable duty. Employers cannot assume the limits of an injured worker’s capacity without asking, listening, and exploring suitable pathways. By failing to consult even at a basic level, organisations expose themselves to significant legal risk.
Psychological injuries frequently arise from process failures — not just heavy workloads or interpersonal conflict. The HRDaily report underscores that when employees feel excluded, ignored, or unsupported during recovery, the impact can be psychological as well as operational.
Reasonable management action must be both “reasonable” and “action.” Silence or inaction cannot satisfy this standard. The Commission in this case was clear: reasonable action requires genuine engagement and evidence of thoughtfulness and procedural fairness.

The broader lesson:

As psychological injury claims continue to grow in Australia — a trend reflected in numerous decisions across commissions and courts — the consistency of employer processes is under increasing scrutiny. The HRDaily article aligns with broader commentary on psychosocial risk management and reinforces that procedural rigour, transparency, and empathy are not optional extras — they are legally relevant behaviours.

For HR leaders, managers, and executives alike, this case highlights an important opportunity:

Embed structured consultation into injury management and return‑to‑work processes;
Train leaders to maintain active, supportive communication during employee recovery;
Ensure decisions about modified duties are collaborative, not unilateral.

Acknowledgment:

This important case insight comes from HRDaily’s reporting and the findings of NSW Personal Injury Commission Member John Turner, whose detailed observations highlight the very real consequences of procedural gaps in workplace injury management.

Fatigue Management in the Workplace | WHS Training & Risk Control 2026

Wed, 11 Feb 2026 03:02:30 GMT

What is Fatigue?

Fatigue is not simply the feeling of being tired or drowsy. Instead, it refers to a condition where mental or physical performance becomes impaired.

This impairment can occur for several reasons, including a lack of quality restorative sleep, staying awake for extended periods, working during times when one would normally be sleeping, or undertaking demanding tasks. Such factors contribute to acute or ongoing tiredness, which can result in mental or physical exhaustion.

As a consequence, individuals may no longer be able to function within their usual boundaries.

When someone is fatigued, their alertness, judgment, and reaction time are negatively affected. This leads to greater risks in environments where safety is critical, putting both employees and employers at risk. It is important for both parties to take responsibility for managing the causes and effects of fatigue. Strategies include getting adequate rest, managing workload appropriately, and maintaining healthy habits.

Fatigue can result in reduced productivity and an increased likelihood of near misses, incidents, and injuries. These outcomes may occur even when the signs of fatigue are not immediately obvious, emphasising the importance of awareness and proactive management.

Fatigue: Key Signs and Symptoms
Fatigue can present itself in a variety of ways, affecting individuals both physically and mentally. Recognising these signs and symptoms is crucial in identifying fatigue early and managing its impact effectively, and these may include:

 Physical Signs – Some of the most common physical indicators of fatigue include constant yawning and heavy eyelids. In more severe cases, individuals may experience microsleeps, where they briefly fall asleep at work without realising it.
Cognitive Symptoms – Fatigue can impair cognitive functioning, leading to difficulties in decision-making and noticeably slowed reaction times. Individuals may also experience short-term memory lapses and find it increasingly difficult to concentrate on tasks.
Emotional Indicators – The emotional impact of fatigue often manifests as increased irritability and frequent mood swings. There may also be a reduced capacity or willingness to engage with others, which can affect personal and professional relationships.
Behavioural Changes – Behavioural signs of fatigue include patterns such as repeatedly arriving late and an increase in unplanned absences. Productivity at work may also decline noticeably as a result of persistent tiredness.

Managing Fatigue in the Workplace

Managing fatigue is a shared responsibility between employers and workers. Both parties play crucial roles in ensuring a safe and healthy workplace by addressing and minimising fatigue-related risks, and employer responsibilities include:

Employers are committed to maintaining a workplace that is free from risks associated with fatigue. It is essential to ensure that all workers are in a fit state to perform their duties safely and effectively.
To reduce fatigue, employers will limit consecutive night shifts to a maximum of three. Additionally, there will be a minimum recovery period of 12 hours between all shifts. These rostering practices ensure that workers and contractors have sufficient rest before starting their next shift, promoting appropriate working time arrangements.
Job rotation will be introduced to break up repetitive or monotonous tasks, helping to prevent mental and physical fatigue. Regular flexible breaks will also be provided to allow workers adequate time to rest and recover during their shifts. Working hours, including overtime, will be carefully monitored and controlled to avoid excessive periods of wakefulness and ensure reasonable time arrangements.
Work areas will be maintained to be well-lit and comfortable, with attention given to temperature and noise levels. These environmental controls help create a conducive atmosphere that supports alertness and wellbeing.
A formal fatigue policy will be implemented, along with a "no-blame" reporting system. This system encourages workers to raise any concerns about fatigue without fear of reprisal. The organisation will also promote a healthy lifestyle for all workers, both at work and at home, to further support overall wellbeing.
Training and educational programs will be provided to workers and contractors. These programs aim to foster a shared understanding of fatigue management, equipping everyone with the knowledge and tools needed to effectively recognise and address fatigue-related risks in the workplace.

Workers General Safety Obligations

Workers are required to take reasonable care of their own safety and health in the workplace. In addition, you must ensure that your actions do not endanger the safety and health of others. This responsibility underpins a safe and healthy working environment for all.

Zenergy eLearning Fatigue Management Program

Zenergy has released the Fatigue Management eLearning Course , available on the Zenergy Online WHS Training Platform .

This course builds a foundational understanding of fatigue, recognising it as a significant risk to both physical and mental well-being. Learners will gain knowledge and practical strategies to:

Understand fatigue as a risk
Identify its signs and causes
Implement effective management technique

Call Us Today!

Find out more on the Zenergy Online Training Platform or contact us at 1300 333 400 or info@zenergygroup.com.au to discuss your training needs.

Workplace Health, Safety & Sustainability Salaries in Australia 2026

Mon, 09 Feb 2026 05:34:36 GMT

Working in Workplace Health & Safety is more than a job—it’s a profession dedicated to protecting people, shaping positive workplace culture, and supporting business success. In 2026, health & safety roles are increasingly critical across Australia, driven not only by compliance requirements but also by the growing focus on safety, wellbeing, and sustainability as key organisational priorities.

This snapshot examines how salaries for WHS roles compare across Australia’s major cities—Sydney, Melbourne, Brisbane, Perth, Adelaide, and Canberra—while exploring the factors influencing pay trends and highlighting where the strongest career opportunities are emerging.

Capital City Salary Ranges – WHS Roles (2026)

Note: These salary bands reflect base + super and vary based on industry, project type, and experience.

Key Economic Drivers Impacting WHS Roles in 2026

The Australian economy is evolving rapidly, and these trends are shaping demand and pay for Workplace Health & Safety professionals:

Business Investment & AI Boom

Data Centres & Technology: Investment in AI-related infrastructure, particularly data centres, is booming, driving strong non-mining business investment.
Energy Transition: The renewable energy sector is in a major building phase, with a $170 billion pipeline of wind, solar, and battery projects supported by government and private capital.

Population Growth & Housing Market

High Migration: Strong, consistent population growth keeps demand high, contributing to long-term job growth.
Housing Shortage: Chronic undersupply and high demand are pushing home prices up, supporting residential investment with prices forecast to rise 6–8% in 2026 in some cities.

Mining & Resources (Transitioning)

Commodity Volume: Production remains high, even with softening prices for iron ore, coal, and LNG, keeping the resources sector a critical contributor to income and trade.
Diversification: Services sectors like health and finance are expanding, reducing dependence on commodity cycles.

Services Sector Expansion

Health & Care: NDIS and broader healthcare spending drive employment and economic activity.
Finance & Professional Services: Digital transformation and demand for financial services are creating new opportunities.

Public Sector Spending

Infrastructure & Services: Strong public demand in health, education, and infrastructure continues to support the economy.

Tips to Boost Your WHS Career & Salary

Upskill Smartly: A Diploma or Grad Cert in WHS or HSE is a baseline—consider adding ESG, leadership or psychosocial safety credentials to future-proof your career.
Target High-Risk Sectors: Construction, energy, infrastructure, healthcare, and government are consistently among the best-paying industries for WHS roles.
Build Soft Skills: Communication, influence, and stakeholder engagement are now just as important as technical compliance. Strong interpersonal skills set high performers apart.
Follow the Market: Stay active with industry forums and governing bodies including the Australian Health & Safety Institute (AIHS) . Roles in renewables, wellbeing, and hybrid workforce safety are growing fast.

What This Means for Employers & Candidates

For Employers

Hiring remains competitive. To attract quality WHS talent, organisations must offer clear career development, purpose-led culture, flexible work options, and visible wellbeing commitments.

For Candidates

It’s a strong job market. Candidates with industry-specific experience (construction, energy, healthcare), psychosocial risk skills , and those investing in continuous development are seeing multiple offers and upward mobility.

Outlook: 2026 & Beyond

With organisations facing growing pressure to create safer, healthier, and more sustainable workplaces, WHS professionals are increasingly taking on strategic and influential roles. As a result, health and safety practitioners are well-positioned for continued career growth, with the second half of 2026 expected to bring expanding opportunities in renewable energy, government projects, and ESG-focused safety leadership.

As the demand for WHS and sustainability professionals continues to rise, securing the right talent requires more than just a job ad—it demands market insight, speed, and a strong employer brand. Whether you're hiring for a key safety role, building a wellbeing team, or integrating ESG into your organisation, Zenergy can help.

We connect Australia’s top HSE talent with forward-thinking employers.
Get in touch today to discuss your hiring needs and access candidates who are ready to lead safety and sustainability in 2026 and beyond.

�� Contact us at info@zenergygroup.com.au or call us at 1300 333 400 .

Psychological-injury regime transformed as laws pass

Thu, 05 Feb 2026 06:04:38 GMT

Fewer psychologically injured workers will have access to compensation or ongoing benefits in NSW, with the State Government's controversial workers' comp reforms passing Parliament after a year-long battle.

The Workers Compensation Legislation Amendment (Reform and Modernisation) Bill 2025 passed the Legislative Council with a string of technical amendments on Tuesday, and the Lower House agreed to those changes last night.

As reported by OHS Alert, NSW Treasurer Daniel Mookhey announced plans to overhaul the State's workers' comp scheme, including by significantly curtailing psychological injury claims, early last year (see related article ).

In May, he introduced a wide range of reforms in the Workers Compensation Legislation Amendment Bill 2025 (see related article ).

In a contentious move in August, the Government reintroduced many of the same reforms through the Reform and Modernisation Bill, after the first Bill was referred to an indefinite parliamentary inquiry (see related article ).

That inquiry subsequently concluded that the Government's proposed laws amounted to an attempt to address the financial sustainability of the workers' comp scheme through "inconceivably lazy and unfathomably cruel measures" (see related article ).

After that, a shrunken version of the first Bill passed Parliament (see related article ), before the Government reached a deal with the Opposition, in December, to progress further changes through the Reform and Modernisation Bill (see related article ).

Higher WPIs and new reasonable-action test

This week, Mookhey told Parliament the Bill "strikes a balance to provide the support needed to help injured workers recover and return to work, to ensure that the most seriously injured workers can continue to receive the lifetime care that they need and to secure the sustainability of the workers' compensation scheme".

He explained that the finalised reforms differ from the legislation introduced in May in a number of ways, including that they require decision makers to determine whether psychological injury claims linked to "excessive work demands" involved the claimant being exposed to "repeated and serious contraventions" of the State Work Health and Safety Act 2011.

Being "subjected to excessive work demands" is a "relevant event" under the reforms.

The others are: being subjected to indictable criminal conduct; witnessing certain traumatic incidents; experiencing vicarious trauma; and being subjected to sexual harassment, racial harassment or bullying.

When the changes take effect, a worker with a psychological injury will only be entitled to workers' compensation if: a "relevant event or a series of relevant events" caused the injury; there is a "real and direct connection between" the event/s and the worker's employment; and the employment is the "main contributing factor" to the injury.

Mookhey noted that injuries associated with "work stress and minor interpersonal conflict will not be compensable", claiming this change will enable the scheme to be "catered towards more serious workplace psychological harm".

Other significant reforms include capping weekly payments "for all but the most serious primary psychological injuries" at 130 weeks, instead of 260 weeks, and increasing the whole person impairment threshold (WPI) for psychological injuries to reduce the number of workers considered to have a "serious" condition.

On 1 July 2026, the WPI will be set at 25 per cent (compared to 15 per cent for physical injuries), before gradually increasing to 28 per cent by July 2029, Mookhey explained.

The Treasurer also highlighted amendments redefining "reasonable management action" that can block psychological injury claims.

The reasonable management action defence in the original Bill was modified so that it can only be used where the management action is the predominant cause of the claimed injury, Mookhey said.

"This change addresses a significant concern raised by the union movement and ensures that a compensation claim does not automatically fail where a reasonable management action was one of several events that led to an injury," he said.

The change also reflects part of the Government's December deal with the Opposition, he added.

This article has been reproduced with permission from OHS Alert, and the original version appears at OHS Alert .

Been a Bit Hot Lately?

Tue, 03 Feb 2026 05:12:39 GMT

With the recent hot weather, it is timely to remind all businesses and workers to take proactive steps to manage the risks associated with extreme temperatures. Prolonged exposure to high temperatures and humidity can result in a range of heat-related illnesses, some of which can be severe. Conditions such as dehydration, fainting, heat rash, heat cramps, heat exhaustion, and heat stroke can occur, and in the most extreme cases, heat exposure can be fatal.

In addition to direct health impacts, working in extreme heat can also lead to fatigue. Fatigue can impair judgement and increase reaction times, making other work health and safety incidents more likely.

Employers' Duty of Care

Employers have a duty of care to their employees, which includes the responsibility to develop workplace heat management strategies or a Heat Management Plan. This should be done in consultation with health and safety representatives and workers to ensure everyone remains safe when working in high temperatures.

The strategies may include:

• Scheduling work during cooler parts of the day
• Providing appropriate shade for workers
• Rotating tasks to reduce prolonged exposure to heat
• Supplying personal protective equipment such as hats, long-sleeve shirts, and sunscreen
• Ensuring easy access to cool water, as well as crushed ice for both consumption and cooling purposes
• Implementing a buddy system, allowing workers to check in on each other
• Allowing more frequent and longer rest breaks

Understanding the Risks of Working in Extreme Heat

Working in extreme heat is a significant hazard for many workers, whether the work is indoors or outdoors. If the body must work too hard to stay cool, it can overheat, leading to heat-related illnesses.

Recent climate data shows that extreme heat events are becoming more frequent and lasting longer in Australia. This trend is expected to continue, with greater intensity and more extreme temperatures. As a result, workers are now exposed to hotter environments for longer periods of time. These frequent and prolonged heatwaves may introduce new hazards and impact the effectiveness of current control measures.

Heat-related injuries are common and can be fatal—particularly in tasks that require attention, coordination, and immediate memory skills.

Heat-Related Illnesses

The term 'heat-related illness' refers to a range of progressive conditions resulting from exposure to heat. The human body needs to maintain a temperature of approximately 37°C. When the body works too hard to keep cool, it can overheat, leading to heat-related conditions. 'Heat-related illness' is now used in place of the older term 'heat stress' and covers conditions such as:

• Dehydration
• Heatstroke
• Fainting
• Heat rash
• Heat cramps
• Heat exhaustion

Between 2001 and 2013, there were 13 work-related fatalities in Australia resulting from working in extreme heat. Twelve of these occurred outdoors, while one involved a worker in an enclosed ceiling space during a heatwave.

Worker Actions and Protection

To minimise the risks associated with heat-related illnesses, workers should take several important precautions and adopt safe practices while working in hot environments.

Hydration

It is essential for workers to drink small amounts of water frequently, rather than waiting until they are thirsty. This approach helps maintain hydration levels and supports the body’s ability to regulate temperature. Workers should avoid consuming beverages that contain caffeine or alcohol, as these can contribute to dehydration.

Appropriate Clothing

Wearing light, loose-fitting, and breathable clothing assists the body in staying cool. Additionally, workers should use suitable sun-protective gear, such as wide-brimmed hats and appropriate eyewear, to shield themselves from direct sunlight and further reduce heat exposure.

Acclimatisation

Gradually getting used to working in hot conditions—known as acclimatisation—allows the body to better adapt to increased temperatures. This process can help reduce the risk of heat-related illness and improve comfort and performance.

Symptom Recognition

It is important for workers to be vigilant for early signs of heat-related illness. Symptoms to watch for include nausea, dizziness, headaches, heavy sweating, confusion, or slurred speech. Prompt recognition and response can prevent more serious health consequences.

Heat Management in Your Workplace – Contact Us to Discuss Your Needs

Zenergy can assist organisations in conducting assessments and developing appropriate Heat Management Strategies in your workplace. Contact us for more information on how we can assist your organisation.

Workers’ Compensation and Safety: How Integrated Roles Reduce Injury Costs and Downtime in Australia

Wed, 28 Jan 2026 22:34:57 GMT

In the ever-evolving workplace safety landscape, the divide between safety systems and injury management processes is no longer sustainable. Organisations that integrate safety leadership, wellbeing initiatives, and claims management are not just reducing injuries — they’re lowering costs and minimising downtime. In 2025, the data tells a compelling story about why this holistic approach matters more than ever in Australian workplaces.

The Data Behind the Urgency

Safe Work Australia’s Key Work Health and Safety Statistics Australia 2025 report paints a nuanced picture of workplace injury trends. While the work-related fatality rate has dropped slightly — with 188 workers fatally injured in 2024 — serious claims remain high, with about 146,700 involving at least one week of lost work in 2023–24.

A particularly striking trend is the rise in mental health-related claims, now accounting for 12 % of serious cases — up nearly 15 % from the previous year — and resulting in time off almost five times longer than other injuries. These claims also tend to cost significantly more in payouts and lost productivity. This shift underscores a broader reality: psychological injury is not just a “wellbeing issue” anymore — it’s a core operational and financial risk across industries.

Why Integration Matters

Traditionally, safety teams focus on preventing incidents and ensuring compliance, leadership drives culture and performance, and claims teams manage recovery and return-to-work processes. When these functions operate in silos, opportunities are missed:

Safety teams may identify hazards but struggle to link them to broader trends.
Recovery teams may see rising claim costs without visibility into preventive measures.
Return-to-work planning can be reactive instead of being built into both safety strategy and early intervention.

Data shows that workers recover faster and more completely when return-to-work plans are developed collaboratively, well before claims are lodged. Real-time alignment allows professionals to translate risk insights into actionable strategies and coordinate care to improve outcomes. When teams communicate effectively, organisations can:

Identify patterns early and adjust prevention strategies.
Provide consistent support, improving outcomes and fostering a culture of care.
Streamline processes, reduce administrative burden, and minimise downtime.

Big Picture Benefits

Integrated approaches deliver measurable results:

Lower total costs: early intervention and prevention reduce claim severity and duration.
Faster recovery: coordinated planning supports quicker return-to-work, often in modified duties where appropriate.
Stronger culture: shared goals and metrics embed safety into everyday operations.

Mental health-related injuries, for example, now represent a significant portion of serious cases. These typically involve longer absences and complex case management, making early identification and support essential. There’s also a financial dimension: median payouts for these claims — often tens of thousands of dollars — illustrate the cost of reactive management.

Turning Integration Into Action

High-performing organisations share common practices:

Shared platforms that allow safety, wellbeing, and recovery teams to view trends and outcomes together.
Cross-functional forums that align strategic objectives with case-level interventions.
Early intervention frameworks that trigger coordinated planning as soon as an injury is reported.
Continuous learning loops that feed insights from outcomes back into safety improvement plans.

These practices strengthen both short-term recovery and long-term resilience — transforming injury management from a reactive cost center into a proactive advantage.

Looking Ahead

As Australian workplaces grapple with both psychological and physical injuries, integrated safety and recovery functions should be a strategic priority. Organisations that align prevention, wellbeing, and recovery not only reduce financial pressures but also build environments where workers feel genuinely supported — a key driver of engagement, retention, and overall business performance.

For teams looking to optimise safety and recovery outcomes, enhancing capability — whether through expert recruitment , consulting, or tailored workforce training — can elevate organisational performance. Zenergy’s expertise in connecting skilled professionals with complex safety and recovery roles, and in supporting broader capability initiatives, helps organisations navigate these evolving challenges with confidence.

How AI Is Shaping Health & Safety in Australian Workplaces (and What HSE Leaders Should Know)

Wed, 28 Jan 2026 22:34:54 GMT

Artificial intelligence (AI) isn’t futuristic anymore — it’s here, and it’s increasingly embedded in the day‑to‑day operations of organisations across Australia. From predictive maintenance to automated decision engines, AI is driving efficiency and innovation. But with transformative opportunity comes new complexity for health, safety and environment (HSE) professionals trying to keep people safe and workplaces compliant.

In this evolving landscape, safety isn’t just about fall protection and plant guarding anymore — it’s about understanding how algorithms, data systems and automated tools affect risk, culture, and worker wellbeing.

AI Behind the Buzz: What’s Really Happening in Australia

In December 2025, the Australian Government released its National AI Plan , outlining how the nation will harness AI’s economic promise while relying on existing laws — including workplace safety frameworks — to manage risk and accountability.

This approach has sparked debate. Some experts argue that the lack of new AI‑specific safety legislation leaves organisations without clear guardrails for high‑risk AI systems , while others embrace the innovation opportunities ahead. For health and safety leaders, the message is clear: AI governance and safety risk assessment are no longer optional technical extras — they are core components of a robust safety management system.

Putting People First — Worker Voice and AI Risk

Recent reports from Australian unions and industry groups highlight growing concern about the way AI technologies are introduced into workplaces, particularly when it comes to employee consultation and workplace rights. There’s a strong push for enforceable agreements that require employers to involve workers proactively before deploying AI tools.

This makes intuitive sense for safety professionals. Just as you’d consult workers about changes to machinery or work processes, AI systems — especially those that influence rostering, performance metrics or risk screening — should be subject to rigorous risk assessments and worker input. In workplaces where AI decisions affect schedules, evaluations or operational priorities, early engagement prevents surprises and builds safety ownership.

Real‑World AI Safety Challenges

A recent University of Wollongong initiative illustrates both the promise and the practical implications of AI in safety: researchers are developing an AI‑powered “smart suit” to predict high‑risk movements in construction workers, flagging injury risk before it happens. This is exactly the kind of proactive, data‑driven innovation that could reshape risk management — but implementing it requires thoughtful integration with existing safety systems and worker training.

At the same time, surveys show that Australians have mixed feelings about AI at work. While many use AI tools regularly, a significant share of workers are wary of its risks , underscoring the importance of trust, transparency and training when introducing AI‑augmented processes.

What This Means for WHS Practitioners

For safety professionals, these developments aren’t abstract headlines — they have practical implications:

Risk assessment frameworks must evolve: AI systems should be evaluated like any other work system, with psychological and digital risk factors included alongside physical hazards.
Worker consultation is essential: Proactively engaging employees early in the adoption of AI tools supports safer deployment and better safety culture.
Governance and transparency matter: Clear documentation, accountability owners for AI tools, and ethical use guidelines reduce ambiguity and help maintain trust.

There are frameworks emerging — such as the Voluntary AI Safety Standard published by the Queensland Government — that outline practical guardrails for businesses to follow, emphasising transparency, accountability and ongoing monitoring throughout an AI tool’s lifecycle.

Where Health and Safety Meets Capability and Growth

This isn’t just a compliance challenge — it’s a capability opportunity. As AI reshapes risk and decision‑making, safety leaders who upskill in digital risk governance, data literacy, and ethical technology use will be better positioned to guide their organisations confidently forward.

For teams looking to strengthen their understanding and application of modern safety principles in a digital age, ongoing professional development — from workplace safety fundamentals to advanced governance strategies — ensures safety professionals can confidently advise on and integrate new technologies.

Final Thought: AI Is a Tool, Not a Substitute for Judgement

AI can augment insight, increase efficiency, and even signal risk patterns that human eyes might miss — but it does not replace critical thinking, leadership judgement, or worker engagement. The most successful WHS outcomes occur when technology supports human decision‑making, not overrides it.

As AI becomes part of the safety conversation in Australia, health and safety leaders who recognise the importance of risk governance, worker voice and continuous learning will turn disruption into strategic advantage.

Want to strengthen your team’s safety capability in the age of AI?

Explore how Zenergy’s safety consulting and workforce development support organisations in navigating emerging risks with confidence and practical strategy — from compliance assurance to capability building.

Looking to hire the right HSE talent for an AI‑forward world?

Our specialised recruitment services help you find professionals who can bridge safety expertise with evolving technological demands.

Building Capability in HSE: Why Ongoing Training Is Critical in Today’s Risk Environment

Wed, 28 Jan 2026 22:34:50 GMT

In Australian workplaces today, the pace of change in safety, regulation and operational risk has never been faster. New legislative expectations, advances in technology, and evolving risk profiles mean teams can’t rely on “once‑off” learning — building capability through ongoing training is now a strategic imperative.

Whether it’s adapting to changes in the Heavy Vehicle National Law (HVNL) , aligning with Chain of Responsibility (CoR) obligations, navigating updated Work Health and Safety (WHS) requirements, or strengthening leadership accountability, organisations that prioritise continuous development are better positioned to protect people and performance alike.

Why Traditional Training Isn’t Enough Anymore

Historically, HSE training often took place in discrete bursts — induction programs, annual refreshers, or compliance briefings tied to regulation changes. But the modern risk environment has exposed the limitations of this approach:

Legislation evolves continuously , not annually.
Technology introduces new risks almost as quickly as it solves old ones.
Leadership expectations now include safety culture, digital risk awareness, and psychosocial risk management — areas that require nuanced skill development.

As a result, many organisations find that static training modules fail to keep pace with real‑world demands. What was relevant last year might already be outdated today.

Regulation and Accountability: A Moving Target

Across Australia, regulators are signalling stronger expectations for organisations to demonstrate not just compliance but competence. Reviews of safety frameworks have reinforced the importance of leadership accountability, risk literacy, and evidence of ongoing capability development in areas such as HVNL and CoR compliance.

For example, amendments to HVNL in recent years have sharpened the focus on primary duty of care and extended obligations under Chain of Responsibility, meaning managers and drivers alike must understand how behaviours and decisions influence safety outcomes across supply chains. This isn’t just technical knowledge — it’s a blend of risk awareness, culture, and practical execution.

Keeping pace with these complexities through informal or ad‑hoc training is simply unreliable. Instead, safety leaders need structured learning pathways that adapt to shifting requirements and equip teams with contemporary knowledge backed by real application.

Continuous Learning: A Strategic Advantage

Investing in ongoing health and safety capability isn’t just about avoiding regulatory penalties. It’s also a performance differentiator .

Organisations with mature learning cultures report stronger safety performance, more proactive risk identification, and higher engagement from operational teams — because workers feel confident and equipped to make safer decisions. When people understand why they’re doing something, they’re more likely to own the how.

Continuous training also supports:

Consistency across teams and sites — everyone learns from the same standards.
Adaptability to technological change — whether it’s AI risk tools, digital reporting platforms, or new risk analytics.
Leadership competency growth — fostering safety mindset at every level, not just compliance tick boxes.

In sectors with complex supply chains or high consequence operations, emerging risks like fatigue management, vehicle telematics data interpretation, and psychosocial hazards mean learning must continue well beyond basic induction.

Practical Pathways to Capability Development

So what does effective capability building look like in practice? Organisations achieving real impact often combine:

Structured online learning that staff can complete at their own pace, reinforcing key concepts with regular refreshers and assessments.
Blended learning experiences , where online modules are paired with facilitated discussions or mentoring on real cases.
Capability frameworks that map learning milestones to roles and responsibilities — for example, differential pathways for frontline supervisors versus executive leaders.
Regular knowledge checks and integration of feedback from incidents, audits and workplace observations to continuously sharpen learning content.

The aim is not to “train and forget” but to embed learning into everyday workflow and decision‑making. This reinforces the idea that capability isn’t a one‑off checkbox but an ongoing commitment to safe, resilient operations.

Learning That Connects to Real Outcomes

One of the most effective aspects of continuous workplace health and safety development is how it bridges knowledge and action. Teams that understand the theory behind WHS or CoR obligations are better able to recognise risk signals, escalate concerns early, and contribute to practical improvements rather than react to incidents after they occur.

It also supports leaders to move from compliance‑focused management to influential safety leadership — a shift that underpins strong safety culture. When leaders have ongoing engagement with contemporary safety thinking, they are more likely to role‑model behaviours, challenge unsafe practices and foster environments where reporting and improvement are encouraged.

Supporting Capability With Practical Tools

For organisations looking to empower their people with relevant safety knowledge, online learning platforms provide a flexible and accessible way to maintain competency across dispersed teams. When combined with structured pathways, regular reinforcement and alignment with real organisational risks, training becomes a strategic enabler rather than a compliance formality.

Bringing together training with broader advisory support — whether through consulting partnerships, specialist recruitment, or capability review services — helps embed learning into organisational systems and structures, making it more likely to stick and deliver impact.

If building sustainable capability in your safety teams is a priority, Zenergy’s industry-leading Learning Management System delivers structured, role-based learning pathways designed specifically for workplace health and safety. Our LMS equips operational teams and leaders with practical, up-to-date knowledge aligned to current legislation, emerging risks and real-world operational demands.

Backed by Zenergy’s consulting expertise and specialist safety recruitment , our learning solutions don’t just train people — they build capability, strengthen accountability and ensure your workforce is ready to perform, comply and lead with confidence.

Explore Zenergy’s HSE Learning Management System.

AI in Recruitment What It Means for HSE Talent Acquisition in Australia

Wed, 28 Jan 2026 22:34:45 GMT

Artificial intelligence (AI) is changing how organisations hire — but for health, safety and environment (HSE) talent, it’s not all smooth sailing. As AI recruitment tools become more common in Australia, employers and job seekers alike are discovering that the technology’s promise of efficiency comes with real challenges around bias, transparency and fairness. The implications are especially important in safety recruitment, where soft skills, cultural fit and leadership judgment are as vital as technical competency.

AI’s Growing Role in Recruitment — and Its Limitations

In 2025, research into Australian recruitment practices revealed that AI‑driven tools — from automated CV screening to video interview analysis — are increasingly used by employers to streamline the hiring process. But new studies warn these systems may reinforce, or even deepen, discrimination against marginalised groups such as women, older workers, or candidates from culturally diverse backgrounds.

The findings show that algorithms trained on historical data can replicate existing societal inequalities, potentially disadvantaging people who don’t fit the majority patterns in their training sets. In some cases, AI tools rank or reject candidates based on learned patterns that have little to do with actual job performance, leaving hiring managers without clarity on why decisions were made.

For WHS roles — where leadership presence and communication are critical — this lack of transparency can be especially problematic. Candidates may be screened out before they’ve even had the opportunity to demonstrate their strategic thinking or safety leadership capabilities.

Balancing Technology With Human Judgment

There’s no denying that AI can accelerate early recruitment steps. Tools can quickly sift through hundreds of applications, freeing time for recruiters to focus on deeper candidate evaluation. But Australian research emphasises that AI alone won’t fix bias or magically improve diversity outcomes—unless it’s paired with thoughtful organisational strategy and human oversight.

For example, AI might identify candidates with keywords matching job criteria, but it can’t assess emotional intelligence, leadership presence or how someone navigates complex safety dilemmas — all of which are central to workplace health and safety success. That’s why human insight remains indispensable: technology can help surface potential fits, but it can’t replace human judgement in evaluating character, critical thinking and cultural alignment.

Navigating Legal and Ethical Risks

Because AI systems often operate opaquely, organisations using them for recruitment must be aware of potential legal and ethical risks. Australia currently lacks specific AI hiring legislation, so employers using these tools must consider broader workplace discrimination and human rights laws to ensure fairness and compliance.

To support responsible use of AI in hiring, resources such as the AI and recruitment compliance checklist from the Australian Human Rights Commission offer practical guidance on fairness, transparency and accountability. These tools help organisations reflect on whether their AI‑assisted processes respect human rights and legal obligations, and encourage embedding human control at key decision points.

Why Human‑Led Recruitment Still Matters for Health and Safety

For safety professionals — whether candidates or employers — the key takeaway is clear: AI should augment, not replace, human expertise. In safety‑critical roles, recruiters must be able to interpret not just what a candidate has done, but how they think, lead and handle ambiguity. These are qualities that no algorithm yet reliably captures.

Specialised recruitment teams bring sector nuance, safety context and relational understanding that technology alone simply cannot replicate. Combining AI efficiency with human‑led screening, interviewing and judgment ensures that organisations hire the right person, not just the right resume.

Turning Insight Into Better Hiring Outcomes

If you’re navigating HSE hiring in 2025, consider these practical approaches:

Use AI for early screening, but couple it with structured human evaluation for final selection.
Audit and monitor AI tools regularly to identify bias and adapt systems over time.
Prioritise candidate experience by offering clear communication and human contact throughout the process.
Invest in capability development for your internal teams so they understand both AI tools and the core competencies of health and safety leadership.

These steps will help you harness the benefits of AI — speed and scale — while managing its risks and preserving the human insight that drives true safety leadership.

For organisations looking to strengthen their WHS recruitment strategy, specialised support can make all the difference. Whether it’s advisory services to refine your hiring process or recruitment expertise tailored to safety‑critical roles, partnering with experienced specialists means you get both technical know‑how and human judgment working in harmony.

If you’d like to explore how to future‑proof your HSE talent strategy in a world where AI plays a role without overshadowing human expertise, Zenergy’s health and safety recruitment and consulting services can help you create a balanced, effective approach.

Zenergy Wrapped 2025

Sun, 21 Dec 2025 23:26:51 GMT

Thank you for an amazing year!

Here’s a look back at the highlights we achieved together.

Growing Australia’s

Safety Talent Network

Expanded our network to 45,000+ WHS professionals

Successfully placing 153 permanent

Health, Safety and Environmental specialists

Filling 19 key Safety Executive roles across Australia

Supporting organisations with 100 skilled HSE Contractors

starting new assignments

Events Recap

This year, we brought our Women in Safety events to both Sydney and Melbourne — two inspiring days filled with learning, leadership, and meaningful conversations.

Leaders Forum Melbourne

Focused on Psychosocial Safety — exploring risks, strategies, and mentally healthy workplaces.

Gotcha4Life Golf Day

Leaders Forum Sydney

Focused on WHS Legislative Updates — clarity on regulations and what’s ahead for workplace safety.

Ronald McDonald House Sydney – Team Volunteering

Here’s to 2026!��

Thank you for your trust, collaboration, and commitment to safety throughout the year.

We look forward to supporting you again in 2026.

Supporting Ronald McDonald House Sydney Through Community Volunteering

Fri, 05 Dec 2025 02:07:23 GMT

The Zenergy team recently had the opportunity to volunteer at Ronald McDonald House Sydney , an organisation that provides comfort, stability, and a supportive “home away from home” for families navigating difficult health journeys at Randwick Children’s Hospital.

Spending time with the RMHC Sydney community reminded us of the power of compassion, connection and perspective. Our team was grateful for the chance to contribute and to witness the warmth and care that the House provides every day.

We extend our thanks to the RMHC Sydney team for welcoming us and for the meaningful work they continue to do. Zenergy is proud to support organisations that foster strength, comfort, and community when it’s needed most.

Leadership Accountability: The New Standard in Safety Governance

Wed, 12 Nov 2025 05:49:32 GMT

In Australia’s evolving workplace safety landscape, accountability has become the defining standard for leadership. The message from Zenergy’s recent Sydney Leaders Forum was clear: compliance alone is no longer enough. Boards and executives must now lead with intent, embedding safety into governance, culture, and strategy.

From Compliance to Accountability

Opening the discussion, moderator John Lee reflected on how leadership expectations have changed across industries.

“The best leaders aren’t waiting for enforcement — they’re taking ownership,” Lee said, highlighting that high-performing organisations view safety as a leadership responsibility, not a delegated task.

This marks a fundamental change from the reactive approach of past decades. Instead of treating safety as a compliance checklist, executive teams are embedding it within business decision-making — linking it directly to performance, culture, and trust.

Legal Duties and Leadership Responsibility

Katherine Morris, Partner at Norton Rose Fulbright, expanded on this idea through the lens of governance and due diligence.

Under Australia’s Work Health and Safety laws, officers and directors carry a personal legal obligation to exercise due diligence — meaning they must actively understand the risks, systems, and controls that affect worker safety.

“The standard for leadership accountability has lifted,” Morris explained. “Boards and executives must demonstrate how they are leading on safety, not just how they are complying.”

She also noted that corporate culture is now an evidentiary factor under the WHS Act. The “state of mind” of an organisation — its unspoken norms and behaviours — can influence liability. A poor safety culture is no longer just a moral issue; it’s a legal one.

Leadership Behaviours and Risk Oversight

Moderator David Ninnes guided the discussion toward leadership behaviour — how executives translate responsibility into measurable action.

The panel agreed that accountable leadership begins with visibility and engagement. Leaders set the tone by showing up in the field, asking the right questions, and demonstrating that safety performance matters as much as financial performance.

Ninnes noted that this behavioural accountability is increasingly tied to governance and culture.

“Leadership is not only about responding to incidents — it’s about influencing the systems, behaviours, and decisions that prevent them.”

Both Morris and Lee highlighted that boards are now expected to understand the human and organisational factors behind safety outcomes. This includes ensuring their governance frameworks measure more than lag indicators — focusing instead on leadership capability, workforce consultation, and early risk identification.

Building a Governance Framework for WHS

An effective governance framework, as discussed by the panel, integrates safety risk oversight into board reporting, executive KPIs, and cultural metrics.

Morris advised that leaders should regularly seek independent assurance over their WHS systems and ensure meaningful consultation occurs between management and workers.

Lee added that leadership accountability extends beyond internal systems — it’s about the relationships leaders build.

“True safety governance relies on trust between boards, executives, and the workforce. You can’t lead safely from a distance.”

How Leadership Shapes Culture

The discussion concluded on the influence of leadership on workplace culture — a recurring theme across the panel.

As Morris highlighted, workplace culture is now defined in legislation, meaning it can be used to demonstrate an organisation’s approach to safety. Leaders who prioritise openness, psychological safety, and genuine consultation create cultures that prevent harm before it occurs.

Ninnes summarised it well:

“Leadership accountability isn’t just about governance; it’s about the example leaders set every day. Culture follows conduct.”

Partnering with the Right Safety Leaders

Strong governance starts with strong leadership. At Zenergy, we understand that executive influence determines how safety, health, and sustainability are lived across an organisation.

Our HSE Executive Search practice connects boards and senior leaders with high-calibre safety, health, and environment executives — professionals who bring strategic foresight, cultural impact, and measurable governance outcomes.

Discover how we help organisations appoint the right leaders to drive accountability and performance in safety governance. Reach out to us via email at info@zenergygroup.com.au or call us at 1300 333 400.

Decoding Australia’s 2025 Workplace Health and Safety Legislation

Tue, 04 Nov 2025 05:16:17 GMT

What’s next for compliance, enforcement, and harmonisation

Australia’s workplace health and safety (WHS) framework is on the cusp of major reform. As the government sharpens its focus on enforcement, accountability, and national consistency, employers and boards are being challenged to evolve from compliance to leadership.

At the Zenergy Leaders Forum: WHS Legislative and Industry Update , industry leaders, government representatives, and policy experts unpacked the future of WHS in Australia — from psychosocial safety and regulatory reform to the realities of leadership responsibility.

This report highlights the key insights and discussions shaping the next chapter of safe and sustainable work.

A Stronger Framework for Enforcement and Collaboration

The Hon. Sophie Cotsis MP , Minister for Industrial Relations and Minister for Work Health and Safety, opened the forum with a clear message: enforcement and collaboration must go hand in hand.

“Work health and safety isn’t just a regulatory obligation — it’s a shared responsibility,” Minister Cotsis said.

Minister Cotsis outlined the NSW Government’s approach to reform, built on stronger enforcement, enhanced collaboration, and a renewed focus on fairness. Central to this strategy is the establishment of a standalone WHS regulator with increased inspection capability, alongside a tripartite advisory committee bringing together industry, unions, and families of workers affected by fatal incidents.

The Minister also addressed the government’s commitment to addressing psychosocial risk — an area now recognised as integral to business performance — and highlighted several key initiatives:

The creation of a Silica Worker Register to monitor and protect employees in high-risk environments.
Planned amendments to the Dust Diseases Act to better support younger workers diagnosed with silicosis.
A workers’ compensation reform package aimed at improving support for psychosocial injury claims.

Cotsis also reaffirmed the government’s focus on education and proactive engagement, noting that SafeWork NSW is increasing tailored outreach programs and leadership mentoring for employers.

“We’re not just enforcing — we’re listening,” she said. “Tell us what’s working, and tell us what isn’t. We want to fix it together.”

Legal Accountability and Industrial Manslaughter: Leadership Under Scrutiny

In one of the forum’s most discussed segments, Katherine Morris , Partner at Norton Rose Fulbright Australia , explored the legal implications of Australia’s WHS reforms — particularly around industrial manslaughter provisions , board accountability , and director oversight .

Morris explained that regulators are moving decisively toward a culture of personal responsibility at the highest levels of governance.

“Regulators are increasingly focused on leadership responsibility,” she said. “The best leaders aren’t waiting for enforcement — they’re taking ownership of safety as a core value.”

She noted that recent and upcoming legislative updates will further elevate the expectations on executives and board members to demonstrate active WHS oversight , shifting from reactive compliance to visible leadership.

In particular, Morris cautioned that the introduction of industrial manslaughter provisions across multiple jurisdictions, coupled with inconsistent state-based laws, will continue to challenge large organisations seeking alignment.

“Harmonisation remains critical,” she added. “Directors can no longer rely on delegation — they must show due diligence in every decision affecting health and safety.”

Her remarks reinforced that cultural maturity and legal compliance must progress in tandem. A positive safety culture — one built on consultation, empowerment, and transparency — is increasingly being recognised as both a legal necessity and a competitive advantage .

National Harmonisation and the Evolving WHS Framework

Representing the national perspective, Angela Wallbank , Executive at Safe Work Australia , spoke about the ongoing process of harmonising WHS laws and the agency’s work in reviewing the model WHS framework .

Wallbank acknowledged that while the model laws have brought Australia closer to national alignment, differences still exist between jurisdictions — particularly around industrial manslaughter , psychosocial safety , and enforcement powers .

“Businesses want clarity and practical guidance,” Wallbank said. “We’re working to make compliance simpler, clearer, and more consistent across the country.”

She noted that psychosocial safety has become one of the most significant developments in modern WHS regulation. Safe Work Australia data shows that serious mental health-related claims have increased by 46% year-on-year , costing employers four times as much and keeping employees off work five times longer than physical injury claims.

Wallbank emphasised that addressing these risks isn’t about adding complexity — it’s about integrating psychological and physical safety into one holistic framework.

“Psychosocial safety isn’t a distraction,” she explained. “It’s an essential part of how modern organisations perform and sustain their people.”

Beyond Compliance: What Leaders Can Do Now

As WHS regulation continues to evolve, the forum discussions made one thing clear — the next phase of reform will demand stronger leadership and a deeper commitment to culture.

Based on the insights shared by Minister Cotsis, Morris, and Wallbank, organisational leaders should consider the following actions to stay ahead in 2025:

Review board and executive WHS governance
Ensure directors are actively overseeing WHS performance and demonstrating due diligence in decisions impacting safety.
Integrate psychosocial risk management
Embed psychological safety into existing systems and include it in leadership training, audits, and risk reviews.
Stay informed on legislative change
Monitor developments in industrial manslaughter laws, harmonisation updates, and state-specific compliance requirements.
Strengthen consultation and engagement
Reinforce communication channels with workers, health and safety representatives, and regulators to align on shared goals.
Invest in capability and culture
Build leadership and workforce capability around safety, trust, and accountability — turning compliance into culture.

Leading the Future of Safe Work

The Zenergy Leaders Forum reinforced that meaningful progress in workplace health and safety requires connection — between policy and practice, business and government, and leaders and their people.

For Zenergy , fostering these discussions is part of our broader mission: to connect people and culture to safer, healthier, and more sustainable outcomes.

As Australia moves into a new era of WHS reform, the path forward will be defined not just by regulation, but by leadership.

Partner with Leaders in HSE Recruitment

As WHS reform continues to evolve, finding the right leaders to drive safety, culture, and compliance has never been more critical.

Zenergy specialises in HSE recruitment, connecting organisations with exceptional professionals who bring both technical expertise and the leadership capability needed to navigate change and influence safe, sustainable workplaces.

Whether you’re building your HSE function, seeking interim solutions, or looking for trusted advice on market trends and salary benchmarking, our team is here to help.

Discover how Zenergy can strengthen your HSE team:
Explore HSE Recruitment Services
Submit an Enquiry

Zenergy Supports Gotcha4Life Golf Day 2025 — Connection, Conversation, and Community at Its Best

Tue, 04 Nov 2025 04:39:07 GMT

On 26 September 2025 , Zenergy proudly joined the Gotcha4Life Golf Day at the Royal Motor Yacht Club, Broken Bay , as an event sponsor — celebrating connection, camaraderie, and the power of conversations that truly matter.

The day brought together business leaders, community members, and supporters who share one goal: to help strengthen mental fitness and prevent suicide through meaningful connection.

Together, we raised $6,205 in support of Gotcha4Life , a charity dedicated to building mental resilience and encouraging Australians to open up, check in, and be there for one another.

A Day on the Course — and Beyond

From the moment teams teed off, the atmosphere was full of laughter, encouragement, and friendly competition. The event was more than just a round of golf — it was a celebration of mateship, teamwork, and purpose.

After the game, participants gathered back at the Club for lunch, drinks, and live music. Stories were shared, new friendships were formed, and the spirit of the day carried through every conversation.

Why It Matters

Events like this remind us that connection saves lives. The mission of Gotcha4Life aligns closely with Zenergy’s own values — promoting wellbeing, community, and care in every environment we influence, whether that’s in workplaces or on the green.

Mental fitness is built through consistent, honest conversations — the kind that strengthen bonds and reduce isolation. Supporting Gotcha4Life is a meaningful way for Zenergy to continue its commitment to the wellbeing of individuals, teams, and communities.

Looking Ahead

We’re incredibly proud to stand alongside Gotcha4Life and everyone who made the day such a success. Here’s to continuing the conversation, strengthening the connections that matter, and making an even greater impact next year.

Learn more about Gotcha4Life and their mission .

Zenergy Leaders Forum: WHS Legislative and Industry Update — Leading the Future of Safe Work

Mon, 03 Nov 2025 04:46:49 GMT

Zenergy proudly hosted the Zenergy Leaders Forum: WHS Legislative and Industry Update in Sydney — bringing together industry leaders, government representatives, and workplace safety professionals for an insightful discussion on the evolving landscape of Workplace Health and Safety in Australia.

The event provided a platform for collaboration and forward-thinking dialogue between policy-makers, regulators, legal experts, and business leaders. With workplaces adapting to new challenges, the forum reinforced one key message: creating safer, healthier, and more sustainable organisations requires leadership, accountability, and shared commitment.

A Vision for Safer, Fairer Workplaces

The forum opened with a keynote address by Hon. Sophie Cotsis MP , Minister for Industrial Relations and Minister for Work Health and Safety .

Minister Cotsis outlined the NSW Government’s renewed focus on ensuring that every worker — across every industry — returns home safely each day. She spoke about the government’s commitment to reform, collaboration, and stronger enforcement, highlighting new legislative priorities designed to enhance fairness, accountability, and wellbeing in Australian workplaces.

“Safety isn’t negotiable — it’s about care, respect, and leadership,” Minister Cotsis said. “When businesses lead with safety, they lead with integrity.”

Her remarks set the tone for a day centred on connection — between policy and practice, leadership and accountability, and people and purpose.

Panel Discussion: The Changing Face of Workplace Health and Safety

Moderated by David Ninnes , Group Head of Accountability at Westpac Group , and John Lee , Independent Director , the panel brought together leading voices shaping the future of safety in Australia:

Janet Schorer , Commissioner, SafeWork NSW
Angela Wallbank , Executive, SafeWork Australia
Katherine Morris , Partner, Norton Rose Fulbright Australia

Together, they explored the current Workplace Health and Safety l andscape and what’s next for organisations navigating legislative change, psychosocial safety, and cultural transformation.

1. Emerging Safety Priorities

The panel discussed the growing complexity of safety in modern workplaces — from managing psychosocial risks to embedding mental health into safety systems. The conversation highlighted the shift from reactive compliance to proactive leadership , where organisations are expected to lead cultural change rather than simply follow regulation.

Angela Wallbank noted that psychosocial safety is now integral to business performance, not just compliance. Janet Schorer emphasised SafeWork NSW’s focus on education and enforcement, encouraging leaders to create psychologically safe environments where people can raise concerns without fear.

2. Legislative Reform and Accountability

Katherine Morris provided a legal perspective on recent and upcoming WHS changes, including industrial manslaughter provisions, harmonisation between states, and the importance of board-level accountability.

She noted that regulators are increasingly focused on leadership responsibility, with directors expected to demonstrate active oversight of safety systems. John Lee added that this shift is also cultural: “The best leaders aren’t waiting for enforcement — they’re taking ownership of safety as a core value.”

The discussion underscored that compliance and culture must evolve together — with leaders at all levels taking responsibility for shaping safer, more transparent workplaces.

3. From Compliance to Culture

One of the strongest themes throughout the discussion was the human side of safety . As workplaces become more complex, success depends on empowering people — not just implementing processes.

The panellists agreed that psychological safety and trust are now critical performance indicators. Leaders must not only model safe behaviour but also listen, engage, and support their teams in meaningful ways. When safety becomes part of the organisational DNA, engagement and performance naturally follow.

A Platform for Collaboration and Change

The Zenergy Leaders Forum highlighted the importance of collaboration between government, regulators, and business . It also showcased how Zenergy are driving these connections — creating platforms for open discussion, knowledge sharing, and collective problem-solving.

For Zenergy, this event was an extension of our mission: to connect people and culture to safer, healthier, and more sustainable outcomes. We remain committed to supporting organisations in translating policy into practice — through leadership development , HSE consulting , and workforce solutions .

Key Takeaways

Leadership accountability is non-negotiable. Directors and executives must actively engage in safety governance.
Psychosocial safety is the next frontier. Addressing psychological risk is central to sustainable business performance.
Policy and practice must align. Collaboration between regulators and industry remains vital for real progress.
Culture drives safety. Empowering workers to speak up and be part of the solution creates lasting change.
Partnerships build impact. Forums like this unite the WHS community to shape the future of safe and healthy work.

Looking Ahead

As the Workplace Health and Safety landscape continues to evolve, the call for stronger leadership, collaboration, and accountability grows louder. The Zenergy Leaders Forum served as a reminder that safety is everyone’s responsibility — and that meaningful change begins with connection.

Zenergy thanks all speakers, attendees, and partners for contributing to an inspiring and insightful event.

To stay informed about upcoming forums and insights in Workplace Health and Safety, visit zenergygroup.com.au or follow Zenergy on LinkedIn.

Zenergy Celebrates Excellence at the AWHSA 2025 Gala Awards

Mon, 27 Oct 2025 06:08:44 GMT

On 22 October 2025, the Australian Workplace Health & Safety Awards (AWHSA 2025) brought together industry leaders and innovators at the Melbourne Cricket Ground to celebrate excellence in workplace health, safety, and wellbeing.

Zenergy was honoured to be the official partner of this prestigious event — a night that recognised the people and organisations driving safer, healthier workplaces across Australia.

Congratulations to the 2025 Winners

The evening recognised outstanding leadership and innovation in WHS and HSE, including:

WHS Leader of the Year (<1,000 employees): Kurt Warren – Hansen Yuncken
WHS Leader of the Year (>1,000 employees): Ben Kirkbride – Gamuda
WHS Rising Star: Avneet Singh – Downer Group
HSR of the Year: Scott Miller – Eastern Health
WHS Team of the Year: ermha365 OVA Taskforce
Best Health & Wellbeing Strategy: University of Sydney
Best WHS Training & Development: Gamuda Australia
Best WHS Technology Innovation (<1,000 employees): DEMEX
Best WHS Technology Innovation (>1,000 employees): CBH Group
Best WHS Technology Deployment & Adoption (<1,000 employees): Level Crossing Removal Project
Best WHS Technology Deployment & Adoption (>1,000 employees): BlueScope Australian Steel Products

For the full list of winners, visit the AWHSA 2025 official site .

As a long-standing supporter of Australia’s WHS and HSE community, Zenergy is proud to partner with AWHSA in recognising those who shape safer, stronger, and more sustainable workplaces.

10 Reasons Why Workplace Health and Safety Is Essential for Every Business

Mon, 20 Oct 2025 09:59:04 GMT

Workplace health and safety (WHS) is not just a legal requirement—it is the foundation of a sustainable and successful organisation. Each year in Australia, hundreds of workers lose their lives, and thousands more experience serious injuries that could have been prevented with the right systems in place. According to Safe Work Australia, there were 195 workplace fatalities in 2023 and over 120,000 serious workers’ compensation claims.

For businesses, the cost of poor safety is staggering: $61.8 billion annually, or 4.1% of GDP, is lost to work-related injury and illness. Beyond the numbers, safety affects productivity, reputation, and the wellbeing of every employee. Here are ten reasons why every business must prioritise WHS.

10 Reasons Workplace Health and Safety Is Important

1. Legal compliance under WHS legislation

Australian WHS laws require businesses to provide a safe workplace. Non-compliance can result in heavy fines, prosecution, and even jail time for company officers. In 2023, several businesses faced penalties exceeding $3 million for breaches of WHS legislation. Compliance is not optional—it’s a fundamental duty of care.

2. Reduced risk of costly incidents

Accidents cost businesses more than downtime. Safe Work Australia reports the median time lost per serious claim is six weeks, with many employees never returning to full capacity. These lost hours add up to project delays, overtime costs, and reputational harm. A strong WHS system helps prevent incidents before they occur.

3. Improved employee morale

Employees who feel safe at work are more engaged and motivated. Research shows businesses with good WHS practices experience lower staff dissatisfaction and stronger culture. When workers know their wellbeing is taken seriously, they are more likely to stay committed and contribute positively to the company’s success.

4. Higher productivity and efficiency

Workplace injuries disrupt operations and cause costly delays. Studies have shown that workplaces with strong WHS systems enjoy up to 20% higher productivity compared to those with poor safety performance. Fewer disruptions mean smoother workflows, faster project delivery, and increased profitability.

5. Stronger company reputation

Reputation matters in today’s competitive market. Businesses known for prioritising workplace health and safety are more trusted by clients, regulators, and the community. Conversely, companies with repeated safety breaches risk negative media coverage and damaged brand equity. A strong WHS culture is a long-term investment in reputation.

6. Lower insurance and workers’ compensation costs

Every serious workplace injury contributes to higher insurance premiums. On average, Australian businesses pay thousands of dollars per claim in workers’ compensation. By reducing incidents, companies not only protect workers but also minimise claims and lower their premiums over time—directly improving the bottom line.

7. Attracting and retaining top talent

Today’s workforce wants more than a pay cheque—they want to feel valued and safe. Businesses with strong WHS practices are more attractive to skilled candidates, particularly in high-risk industries like mining, construction, and logistics. Demonstrating a commitment to health and safety can give your organisation a competitive edge in recruitment and retention.

8. Improved stakeholder trust

Investors, clients, and regulators all monitor how businesses manage safety. A strong WHS record builds trust with stakeholders and opens opportunities for contracts, partnerships, and investment. Conversely, businesses with poor safety records often struggle to secure work, particularly in highly regulated industries.

9. Reduced absenteeism and turnover

Workplace injuries and stress are leading causes of absenteeism in Australia. In fact, Safe Work Australia data shows serious claims result in an average of 6 weeks away from work—time businesses cannot afford to lose. Prioritising safety reduces absenteeism, improves staff retention, and creates a healthier, more resilient workforce.

10. Long-term business sustainability

Workplace safety is not just about today—it’s about the future. Companies that consistently invest in WHS reduce risks, maintain compliance, and build a positive culture. This approach ensures long-term stability, improved financial outcomes, and a business model that can withstand challenges.

How WHS Professionals Can Help Businesses Succeed

Every business has a responsibility to provide a safe workplace—but managing WHS effectively requires expertise. From risk assessments to incident investigations and mental health support, WHS professionals help businesses navigate complex requirements and improve outcomes.

At Zenergy , we specialise in workplace health, safety and sustainability recruitment across Australia. Whether you need a Safety Manager, Safety Advisor, or an interim WHS specialist, our team connects you with the right talent to protect your workforce and business.

To learn how we can help you hire leading WHS professionals, email info@zenergygroup.com.au or call 1300 333 400 .

Workplace Safety Nightmares: 5 Frightening Mistakes Employers Must Avoid

Mon, 13 Oct 2025 05:04:52 GMT

Avoid scary workplace safety mistakes this Halloween. Learn 5 WHS errors companies must fix to keep workers safe.

Workplace health and safety (WHS) is more than just a compliance requirement — it is a cornerstone of a productive, sustainable, and trusted organisation. When businesses cut corners or underestimate the importance of WHS, the results can be devastating: injuries, costly fines, reputational damage, and even loss of life.

According to Safe Work Australia, workplace injuries cost the Australian economy over $28 billion each year. In 2023 alone, there were 195 worker fatalities and more than 130,000 serious claims lodged due to injury or illness. These are not just numbers — they represent lives changed, productivity lost, and businesses under strain.

Unfortunately, many companies still find themselves haunted by preventable mistakes. In the spirit of Halloween, let’s explore five workplace safety “nightmares” that can creep into organisations — and how to avoid them.

Nightmare #1: No Clear WHS Procedures in Place

Imagine a workplace where no one knows what to do in the event of a chemical spill, machinery fault, or fire evacuation. Without documented and communicated WHS procedures, chaos is almost guaranteed. Employees may take inconsistent or unsafe actions, increasing the risk of harm.

For businesses, the consequences are equally severe: regulatory penalties, prolonged downtime, and heightened liability. Companies that lack clear safety procedures often discover too late that prevention is far less costly than reaction.

Lesson: Every organisation should have well-documented WHS processes, communicated across all levels, and reviewed regularly. Clarity creates consistency — and consistency keeps people safe.

Nightmare #1: No Clear WHS Procedures in Place

Lesson: Every organisation should have well-documented WHS processes, communicated across all levels, and reviewed regularly. Clarity creates consistency — and consistency keeps people safe.

Nightmare #3: Inadequate Training for Staff and Contractors

Training is the lifeblood of effective workplace health and safety. Yet, many businesses still underinvest in regular, role-specific WHS training — especially for contractors or temporary staff.

The result? Workers left uncertain about how to handle risks, machinery operated incorrectly, and supervisors struggling to enforce consistent practices. Inadequate training not only increases accident likelihood but also leaves companies vulnerable to legal action if employees claim they were never properly prepared.

Lesson: Safety training should never be a one-off induction. Businesses must commit to ongoing education, refresher courses, and contractor onboarding that reinforces safety expectations at every stage.

Nightmare #4: Cutting Corners on PPE and Equipment

From protective eyewear and helmets to machine guarding and ventilation systems, personal protective equipment (PPE) and safety gear are non-negotiables. Yet some companies still attempt to save costs by purchasing sub-standard equipment, delaying replacements, or leaving PPE compliance to “common sense.”

In 2023, “body stressing” injuries (muscle strains, slips, and falls) remained the most common causes of serious claims in Australia — many linked to inadequate PPE and poorly maintained equipment.

This mistake often backfires with tragic consequences. Injuries caused by missing or faulty equipment not only harm individuals but also result in financial losses, regulatory investigations, and long-term damage to business reputation.

Lesson: Companies must treat safety gear as an investment, not an expense. Ensuring quality PPE and well-maintained equipment demonstrates a commitment to employee wellbeing — and protects the organisation from liability.

Nightmare #5: Overlooking Mental Health and Wellbeing

Workplace safety is not confined to physical hazards. Mental health is increasingly recognised as a critical part of WHS, with stress, fatigue, and burnout leading to both psychological harm and heightened accident risk.

The Australian Productivity Commission estimates that poor mental health costs workplaces up to $39 billion annually in lost productivity, absenteeism, and staff turnover. Companies that ignore wellbeing are not only risking compliance breaches under psychosocial hazard regulations but also creating environments that repel top talent.

Lesson: A safe workplace is one where both body and mind are protected. Employers should invest in mental health resources, encourage open conversations, and integrate wellbeing initiatives into their safety strategies.

How to Prevent Safety Nightmares in Your Workplace

The five WHS nightmares above serve as powerful reminders of what can happen when businesses treat workplace health and safety as an afterthought. The good news is that every company has the opportunity to replace these costly errors with proactive practices: clear procedures, strong reporting systems, continuous training, reliable equipment, and a focus on mental wellbeing.

By embedding WHS into business strategy and culture, organisations not only protect their people but also strengthen resilience, productivity, and reputation.

At Zenergy, we understand the challenges companies face in building safer workplaces — and we specialise in connecting businesses with the right safety leaders to drive meaningful change. If your organisation is looking for a Safety Manager or other WHS professionals , our expertise in HSE recruitment ensures you’ll have the right people in place to keep nightmares at bay.

Who Is Responsible for Workplace Health and Safety? A Guide for Employers

Mon, 06 Oct 2025 02:11:16 GMT

Who is responsible for safety in the workplace? Learn employer WHS obligations in Australia and how to meet compliance standards.

In Australia, workplace health and safety is governed by clear legislation designed to protect workers and others from harm. At its core is the principle of duty of care—the obligation every business has to provide a safe working environment.

This duty extends beyond physical hazards to include psychological health , ensuring that risks such as stress, fatigue, and bullying are also managed. The question many employers ask is: who is responsible for safety in the workplace? The answer is shared, but responsibility is not equal.

Employer Responsibilities Under WHS Law

Under the WHS Act , the primary duty of care falls on the “person conducting a business or undertaking” (PCBU)—most often the employer or business owner. This includes:

Providing and maintaining safe systems of work.
Ensuring safe use, handling, and storage of machinery and substances.
Maintaining a safe workplace and facilities.
Providing workers with training, information, and supervision.
Monitoring the health and safety of employees.

Employers cannot delegate this legal duty. Even if safety tasks are assigned to managers or contractors, the business remains accountable for ensuring compliance. Failure to meet these obligations can result in heavy fines, enforceable undertakings, or, in extreme cases, imprisonment.

The Role of Managers and Supervisors in Safety

While the ultimate duty lies with the employer, managers and supervisors play a critical role in implementing WHS. They are often the first line of defence in identifying hazards, ensuring procedures are followed, and supporting workers on the ground. Their responsibilities include:

Communicating safety policies to staff.
Conducting risk assessments and toolbox talks.
Ensuring PPE is available and used correctly.
Reporting and investigating incidents promptly.
Leading by example in safe behaviours.

Supervisors act as the link between senior management and frontline workers, making their role in safety leadership vital.

Shared Responsibility: Employees and Contractors

Employees and contractors also share responsibility for workplace health and safety. Under WHS law, workers must:

Take reasonable care of their own health and safety.
Follow instructions, policies, and training provided.
Report hazards and unsafe conditions.
Avoid conduct that could put others at risk.

For contractors and labour-hire workers, responsibilities extend to following the host employer’s safety systems while also complying with their own employer’s WHS obligations. This shared responsibility ensures that everyone contributes to maintaining a safe workplace.

Why Employers Remain Ultimately Accountable

Despite safety being a shared effort, employers remain ultimately accountable. Courts and regulators consistently reinforce that a business cannot outsource its duty of care.

For example, if a contractor fails to follow procedures and an incident occurs, regulators will still investigate the business’s systems, controls, and supervision. This means companies must actively monitor compliance—not simply assume workers are doing the right thing.

The principle is clear: while others play a role, accountability rests with the employer.

How Hiring WHS Experts Protects Your Business

Managing WHS obligations requires expertise, time, and consistent effort. Many businesses—particularly in high-risk industries—benefit from hiring dedicated WHS professionals. These specialists provide:

In-depth knowledge of WHS legislation and compliance.
Practical systems for hazard management and incident response.
Training programs that build safety awareness across teams.
Cultural leadership to embed safety into everyday behaviours.

At Zenergy, we connect businesses with skilled workplace health, safety, and sustainability professionals across Australia. From Safety Advisors to WHS Managers, our candidates help companies meet compliance standards, reduce risk, and create safer environments for all. Reach out to us to learn how we can help your team.

The Future of Workplace Health and Safety Careers in Australia – Skills HSE Professionals Need

Mon, 08 Sep 2025 05:00:26 GMT

As a Workplace Health and Safety (WHS) professional in Australia, one thing is clear: the future of safety careers is evolving rapidly. Driven by technological advancements, regulatory changes, and greater focus on worker wellbeing, the skills required to thrive now go far beyond traditional compliance knowledge.

Employers in Sydney, Brisbane, Melbourne, and Perth are seeking HSE professionals who combine technical expertise with strategic thinking, leadership, and digital literacy. The ability to integrate WHS systems with modern technology, foster strong safety cultures, and influence decision-making is no longer optional — it’s essential.

This article explores how HSE careers are changing, the skills in demand, and what employers should expect from candidates in today’s market.

The Evolving Landscape of WHS Careers

Traditionally, WHS roles centred on compliance, hazard identification, and accident prevention. While these fundamentals remain vital, the scope of workplace health and safety now includes sustainability, psychosocial risk management, data analytics, and strategic risk governance.

Technology and Data in WHS

Digital tools such as Artificial Intelligence (AI), Internet of Things (IoT), and Big Data are transforming how risks are managed. Safety professionals today are expected to:

Use predictive analytics to identify hazards before they occur.
Monitor live safety data with IoT sensors across worksites.
Integrate AI into WHS systems to reduce errors and improve efficiency.
Present real-time safety dashboards to business leaders.

Sustainability and Environmental Stewardship

Australian organisations are increasingly linking WHS with sustainability goals. HSE professionals must:

Implement ISO 14001-compliant environmental management systems.
Promote sustainability through energy efficiency, waste reduction, and emissions control.
Conduct Environmental Impact Assessments (EIAs).
Align safety and sustainability with the UN Sustainable Development Goals.

Mental Health and Psychosocial Safety

With psychosocial hazards now covered under WHS regulations, mental health has become a core responsibility. HSE professionals should be equipped to:

Develop policies addressing stress, fatigue, bullying, and psychological safety.
Deliver wellbeing programs that support engagement and resilience.
Assess psychosocial risks using surveys and feedback mechanisms.

Provide training in managing stress, resilience, and respectful workplace behaviours.

Skills in Demand for HSE Professionals

To meet today’s WHS expectations, employers should seek professionals who can demonstrate:

Digital and Technological Literacy

Data analytics and risk trend interpretation.
AI-enabled monitoring and reporting.
Awareness of cybersecurity risks in safety systems.
Ability to deliver virtual audits and training.

Strategic Thinking and Risk Management

Aligning safety strategies with organisational goals.
Applying ISO 45001 principles to improve safety management systems.
Leading integrated approaches across safety, quality, and environment.
Partnering with leadership teams to embed a culture of safety excellence.

Leadership and Emotional Intelligence

Building trust and psychological safety among workers.
Leading teams through change and complex safety challenges.
Negotiating and resolving safety concerns across diverse workforces.
Understanding cultural and workforce diversity.

Commitment to Continuous Learning

Staying up to date with Australian WHS legislation and codes of practice.
Maintaining certifications such as NEBOSH, IOSH, and ISO accreditations.
Embracing new tools, technologies, and frameworks.
Actively networking with industry peers and thought leaders.

Why Employers Must Raise the Bar

The days of hiring safety professionals based only on compliance knowledge are over. Today, the role demands technical expertise, strategic insight, and strong leadership skills. Employers who want to keep their workplaces safe, sustainable, and compliant with Australian WHS standards must hold candidates to higher expectations.

By prioritising HSE professionals who bring these skills, organisations will not only meet compliance but also drive cultural and operational improvements that protect their people and strengthen business outcomes.

Conclusion

The future of workplace health and safety careers in Australia is being shaped by technology, sustainability, and evolving WHS regulations. Employers should seek HSE professionals with digital literacy, strategic thinking, leadership, and psychosocial risk management capabilities.

At Zenergy, we specialise in connecting organisations with the industry’s top HSE talent. As expert recruiters in Workplace Health and Safety, we understand the high standards required to meet today’s challenges.

If you’re looking to hire safety professionals who meet these skills, submit a brief to Zenergy today .

Zenergy August 2025 Newsletter | Safety Jobs & Event Highlights

Tue, 26 Aug 2025 02:26:51 GMT

Welcome to our August newsletter.

We’ve had a busy and energising few weeks at Zenergy, and I’m pleased to share some highlights with you. In this edition, you’ll find a wrap-up of our recent Leaders Forum Breakfast, along with a few industry insights, current job opportunities, and a list of top contractors ready to make an immediate impact.

As always, thank you for being part of our network.

Warm regards,
Dean Woods

Managing Director

Behind the Scenes at Swissport: A Site Tour at Sydney Airport - International

With Tony Filacouridis Head of HSEQ Asia Pacific Region at Swissport

In late July, Zenergy’s Director Garry Kelly had the opportunity to tour Swissport’s operations at Sydney Airport alongside Tony Filacouridis, Head of HSEQ for Asia Pacific. From baggage handling to aircraft refuelling, the visit revealed the precision, teamwork, and strong safety culture that keeps one of Australia’s busiest international terminals running smoothly.

Zenergy Leaders Forum - 'Psychosocial Safety: Getting it right'

Zenergy recently hosted over 100 industry leaders in Melbourne for an expert panel on psychosocial risk management, featuring Amanda Clements, David Burroughs, and Dr. Rod Gutierrez. As Victoria moves to strengthen legislation in this space, the session offered timely and practical insights.

Key takeaways included:

Prioritising high-impact hazards like bullying and harassment
Grouping similar hazards for more effective control
Empowering leaders as frontline risk mitigators
Building robust, trauma-informed risk infrastructure

Is your organisation prepared?

Take the psychosocial risk self-assessment to find out where you stand.

Meet the Zenergy Team

Meet Austin Wharfe:

Leading Contract & Interim HSE Recruitment in NSW & QLD

Austin Wharfe is Zenergy’s specialist in connecting contract and interim HSE talent with leading employers across NSW & QLD. From senior WHS leaders to on-the-ground advisors, he knows how to match the right people with the right opportunities. Outside of work, Austin’s an adventurer at heart – you’ll find him hiking, snorkelling, camping, or travelling with his family. Read the full blog here.

For expert interim WHS solutions in NSW and QLD,

contact Austin today .

Industry Pulse

Australian Workplace Health & Safety Awards 2025

Zenergy, in partnership with the Australian Institute of Health & Safety (AIHS) , invites you to be part of the Australian Workplace Health & Safety Awards 2025 .

As a sponsor, you’ll:

Elevate your brand
Connect with key decision-makers
Showcase your commitment to safety
Enhance your visibility across the WHS community

Package includes a 12-Month AIHS Gold Membership and Award Sponsorship at Australia’s premier WHS event.

Latest Reads

"Resilience" cultures and perpetrator "intent" flagged for major workers' comp reforms

NSW's workers' comp reforms may limit psychological injury claims, promote workplace resilience, and impact small businesses. Here's what you need to know. Read more.

10 Attributes of an Elite Work Health & Safety Director

Discover the top traits of elite WHS Directors — from strategic thinking & board engagement to emotional intelligence & innovation. Read more .

HSE Available Opportunities

Group WHS Manager

Western Sydney or Hunter Valley
Fulltime Position
$240,000

Psychosocial Technical Specialist

Melbourne
Fulltime Position
$200,000

Are You Hiring?

Whether you need a permanent team member or interim support, Zenergy connects you with top HSE, WHS, and sustainability professionals across Australia. From urgent short-term placements to long-term leadership hires, our deep industry expertise ensures you get the right fit—fast. Ready to hire? Let’s get started.

Email us now .

HSE Available Opportunities

WHS Manager

Location: Parramatta, Sydney
Industry: Transport & Logistics
Salary: $150,000 + Super

Senior Environmental Specialist & Program Lead

Location: Brisbane, QLD
Industry: Mining, Utilities, Infrastructure
Salary: $150,000 + Super

Senior Safety Business Partner

Location: Melbourne
Industry: Manufacturing/Supply Chain
Salary: $140,000 + Super

National Safety Manager

Location: Brisbane
Industry: High Risk Manufacturing & Transport Logistics
Salary: $160,000 + Super

Meet Austin Wharfe: Leading Contract & Interim HSE Recruitment in NSW & QLD

Thu, 14 Aug 2025 03:40:04 GMT

From building trusted client relationships to matching elite talent with leading employers, Austin Wharfe has a wealth of insights to share. We sat down to hear his story.

Originally from Wales, Austin relocated to Sydney in 2023, quickly establishing himself as a trusted professional in the Australian recruitment space. With experience across a range of sectors, Austin has spent the past three years specialising in health, safety, and environment (HSE) recruitment in both the UK and Australia. Adding depth to this, he holds a bachelor’s degree in Natural Hazard Management and has a strong passion for environmental and sustainability initiatives.

Austin, what sector do you lead at Zenergy?

My area of expertise and background is in contract and interim recruitment. I worked in this space in a large global recruitment business in the UK and in Australia prior to joining Zenergy, and since joining Zenergy in 2024 it has been very exciting to continue this here. I predominantly work with the HSE, HR and Talent functions in organisations to assist with recruiting HSE talent on a short-term or contract basis in all industries across NSW & QLD.

Positions:

Interim Director of Health & Safety
Site WHS Officer
WHS Managers
Environment Consultants

Duration
Some assignments are short-term, for example 12 weeks, and others cover parental leave and critical business projects for 3–9 months. One of my consultants is seconded for 12 months on a safety management system refresh project with a large household-name employer. She feels part of the team, working 4 days per week and loving it, so it is quite a variety which I really enjoy.

What attracted you to join Zenergy?

I was actually recruited by a headhunter to join Zenergy. The headhunter had worked in the HSE space previously and talked about Zenergy’s longevity and reputation in the market, and I wanted to work somewhere that not only delivers recruitment services but also understands the broader importance of health, safety, and wellbeing in organisations. The focus on quality over quantity really resonated with me and I haven’t looked back since!

The directors are very well-networked and supportive, as is the team and structure. As I came from a large global recruiting business, it has been great to work in a boutique environment where, although it sounds a bit cliché, I feel like I am really making a difference.

How do you ensure quality control and high service standards?

Building strong relationships with clients and candidates is my top priority. My vision is to work with elite candidates and consultants and match them with the best employers. Zenergy is a preferred supplier to most large organisations and it’s important I have the best talent for these companies.

I do my best to:

Get to know my clients and spend time understanding a client’s culture and technical needs
Match the best candidates to ensure the process runs smoothly from first conversation to placement

It’s this attention to detail that ensures lasting, successful hires.

I speak to all of my consultants each fortnight and I also do a customer care check-in with my clients and a formal review to make sure the assignment is on track and that they are happy with the consultant and output. I help with managing leave, expenses, and do everything I can to ensure a seamless process for my clients.

What excites or drives you?

Professionally, I am in a really good place and enjoying my role, and as my network grows it is getting easier and more exciting. I’m also looking forward to getting involved in some of the industry events Zenergy participates in, and deepening my understanding of the latest safety trends and innovations.

I enjoy the opportunity to explore new places and experience different cultures. I work hard to create more opportunities to discover new destinations and immerse myself in what makes each place unique. I recently spent a few weeks enjoying the European summer with my family, who have a property in Turkey.

Another key driver for me is the journey I’ve started by moving to Australia. Building a life here, making it a permanent home, and creating new opportunities for myself in both my personal and professional life is something I’m deeply committed to. That goal inspires me to stay focused, push myself, and make the most of every opportunity that comes my way.

What’s something you’re looking forward to in the next few months?

Building strong relationships with clients and candidates is my top priority. I’m also looking forward to getting involved in some of the industry events Zenergy participates in, and deepening my understanding of the latest safety trends and innovations.

Any advice for safety professionals looking to try contract or consulting assignments?

Sometimes the perfect assignment is in an industry you hadn’t considered yet. The core technical skills are mainly transferable, and it comes down to remaining flexible, possessing the skills and ability to operate in ambiguous environments, and having the EQ to fit into an already moving business with a view to assisting with solving the problem that you were brought in to solve.

What do you like to do in your downtime?

Outside of work, I am an avid outdoor enthusiast. Whether hiking or camping in Sydney’s surrounding National Parks, or relaxing and snorkelling at the beach, I’m always exploring the world around me and embracing the great outdoors.

Want to learn more? View Austin’s Zenergy profile and his current available jobs here.

Zenergy Melbourne Leaders Forum 'Psychosocial Safety: Getting it right'

Thu, 07 Aug 2025 02:53:53 GMT

Zenergy recently gathered 100 industry leaders for an engaging breakfast panel focused on the crucial topic of Psychosocial Risk Management.

Panel Members:

Amanda Clements - Chief Operating Officer, Safety on Tap
David Burroughs - Chief Mental Health Officer, Westpac Group & Founder Australian Psychological Services
Dr Rod Gutierrez – Deputy Chief Medical Officer, Rio Tinto

With a wealth of knowledge shared by three leading experts— Amanda Clements , COO of Safety on Tap ; David Burroughs , Chief Mental Health Officer at Westpac and Founder of Australian Psychological Services ; and Dr. Rod Gutierrez , author of The Net Effect and Deputy Chief Medical Officer at Rio Tinto —the audience was captivated by two hours of practical, actionable insights on managing psychosocial risks in the workplace.

Held in Melbourne, the session came at a critical time as Victoria prepares to implement legislative changes around psychosocial hazards . It was a timely and valuable conversation to help ensure organisations are ready for increased regulatory activity from WorkSafe Victoria.

Some of the key takeaways from the session included:

Not all hazards are created equally

Some psychosocial hazards are more likely to cause harm than others. For example, harmful behaviours such as bullying, harassment, discrimination, and incivility have a higher potential to cause psychological injury compared to job design hazards like high workload. However, job design issues can still contribute to risks such as high turnover rates and employee disengagement.

Consider bucketing your hazards

It can be overwhelming to implement controls for a long list of hazards. Grouping similar hazards into buckets can help manage control libraries more effectively—especially when one control can address multiple hazards. For instance, a “Harmful Behaviours” bucket might include bullying, harassment, and discrimination, while a “Job Design” bucket could include work volume, job control, and role clarity.

Leaders are the first line of defence

Leaders significantly influence a worker’s experience and are well-positioned to identify psychosocial hazards early and implement local-level controls. It’s essential to assess and build leadership capability and embed these practices into operational planning and day-to-day activities. More than just managers, leaders can serve as a protective factor for employee mental health and help mitigate exposure to hazards that cannot be designed out of the work.

Psychosocial risk infrastructure is critical

As regulatory action increases, it’s essential that organisations have robust psychosocial infrastructure to assess risks, monitor controls, and respond to hazards in a trauma-informed way. Where possible, integrating psychosocial risk management into existing safety management systems is ideal.

Stay Connected with Zenergy

Don’t miss the opportunity to be part of our upcoming seminars, Leaders Forums, and industry events. These sessions are designed to connect you with peers, share insights, and inspire new thinking in safety, health, and sustainability. Register your interest here and we’ll keep you informed about future events.

Want to assess your organisation’s psychosocial risk maturity?

Complete the quick self-assessment questionnaire below and an Australian Psychological Services consultant will be in touch to discuss your results.

Behind the Scenes at Swissport: A Site Tour at Sydney Airport - International

Wed, 30 Jul 2025 22:54:52 GMT

With Tony Filacouridis Head of HSEQ Asia Pacific Region at Swissport

Garry Kelly Director at Zenergy

Last week in July 2025, I had the opportunity to join a site tour of Swissport’s operations at Sydney Airport International Terminal, with Swissport executive Tony Filacouridis. It was an eye-opening experience that showcased the scale, precision, and teamwork required to keep the world moving.

The tour began landside with extensive security checking, before we were escorted airside, stepping directly onto the tarmac where arriving and departing flights were in full swing. Tony Filacouridis is Swissport’s Head of Health Safety Environment & Quality for Asia Pacific region and providing context he explained that in 2024, Sydney saw 16.3 million international passengers. Swissport managed over 53,000 aircraft movements. We watched ground crew unload baggage with speed and care, guiding containers from aircraft holds onto awaiting tugs. The choreography between baggage handlers, ramp agents, and aircraft service staff was seamless – movements carefully timed to ensure tight turnaround schedules are met. Baggage handlers in particular, work in a high-risk, high-pressure environment, they are responsible for ensuring that luggage and freight is loaded and unloaded efficiently, securely, and safely. Often in extreme weather conditions on the tarmac early in the morning and late in the evening.

Safety First

I asked Tony, ‘what is the philosophy or method of keeping employees safe at Swissport?’

Tony’s response was; “At Swissport, safety is everyone's responsibility and our highest priority. Our approach is built on strong management safety leadership, thorough risk assessment, regular team training, accessible incident reporting, and continuous improvement. We foster a culture where all team members are empowered to speak up about safety concerns, creating trust and reinforcing our shared commitment to a safe working environment. Preventing workplace incidents is fundamental to our values, and we always prioritize safety over on-time performance—because every team member makes a difference”

Tony Filacouridis

Head of HSEQ Asia Pacific at Swissport

Before anyone is allowed near aircraft, safety briefings and PPE checks are mandatory. High-visibility vests, ear protection, and radios are standard issue. I saw teams communicating constantly, using radios, hand signals, and visual awareness to keep one another safe.

Key safety procedures in action included:

Team lifting procedures and mechanical aids , such as belt loaders, used to protect workers from musculoskeletal injuries.
‘Safety zones’ around the aircraft , clearly marked and strictly observed to avoid LV and Mobile plant hazards.
Clear chocks and cones procedures , ensuring the aircraft remains stationary during loading and that a safety clearance zone is created to prevent aircraft damage..
Vehicle speed limits and designated driving lanes on the apron to minimise collision risks.

It was also impressive to see a “buddy system” in place—where more experienced crew who are promoted over time to ‘Leading Hands’ monitor newer staff to ensure procedures were followed.

One of the more fascinating parts of the day was observing the refuelling process up close. Tanker trucks manoeuvred alongside wide-body aircraft, connecting hoses under strict safety protocols to replenish fuel reserves quickly. Simultaneously, catering vehicles were delivering meals to outbound flights, while cleaning teams boarded to prepare cabins for new passengers, all within narrow departure windows.

Clear communication and safety culture was embedded in every task. Marshallers directed aircraft with focus, while team leaders checked and rechecked procedures, ensuring both people and planes remained safe. Every employee we spoke to took great pride in their work, recognising their role in contributing to the broader safety and success of the aircraft, passengers, and airport operations.

Work behind the scenes

This site tour provided an authentic glimpse into the critical work Swissport performs behind the scenes to keep flights on schedule while the organisation works diligently to keep workers safe. Watching baggage, fuel, catering, and cleaning crews work collaboratively highlighted the meticulous work Swissport and the HSEQ function does to support Sydney Airport.

"Resilience" cultures and perpetrator "intent" flagged for major workers' comp reforms

Mon, 21 Jul 2025 01:15:01 GMT

The controversial workers' compensation Bill in the NSW Upper House could be amended to require the promotion of a "culture of workplace resilience", and explicitly block claims involving "persistent and expected levels of worry" linked to pressures inherent to work.

Source: “ Parliament house sydney nsw..jpg ” by Adam J.W.C., 24 September 2010, Wikimedia Commons. Licensed under Creative Commons Attribution‑ShareAlike 2.5 Generic (CC BY‑SA 2.5)

Meanwhile, NSW Treasurer Daniel Mookhey delivered the 2025-26 State budget yesterday, and claimed it was "hit by $2.6 billion in additional workers' compensation liabilities" because of the Bill's delayed progress through the Legislative Council.

Policies aimed at speeding up construction projects and improving workforce skills "will be undermined if 340,000 small businesses have to pay 36 per cent more in workers' compensation premiums because the Parliament has refused to reform a workers' compensation system that is failing injured workers, failing small business, and failing the taxpayers too", Mookhey said in his budget speech.

The Treasurer was referring to the fact that earlier this month, the Legislative Council – where Labor Government members hold just 15 of the 42 seats – voted to refer the Workers Compensation Legislation Amendment Bill 2025 to a Public Accountability and Works Committee inquiry , instead of passing it quickly for the planned commencement day of 1 July.

As reported by OHS Alert, the controversial Bill seeks to limit workers' compensation for psychological injuries to injuries arising from a small number of "relevant events", including being subjected to violence, criminal conduct, bullying, harassment, traumatic events, or excessive work demands that are "repeated or persistent" and "not reasonable in all the circumstances" (see related article ).

The Bill also: blocks compensation for injuries arising from work stress or interpersonal conflict that does not involve bullying, harassment or excessive work demands; introduces a high whole-person-impairment (WPI) threshold for psychologically injured workers to be eligible for indefinite benefits or to pursue damages; and caps the weekly payments for psychologically injured workers with impairments under the threshold at 130 weeks, instead of 260 weeks.

At the start of June, the Bill passed the Lower House with amendments providing compensation to workers psychologically injured by "repeated and serious" WHS contraventions (see related article ).

On 16 June, the Public Accountability and Works Committee held a public hearing on the Bill. Two days later, it decided to conduct a longer-than-planned inquiry into the reforms and hold another hearing in July.

"The first hearing gave the committee the chance to examine the financial assumptions underpinning the reforms to workers' compensation in this Bill. It is clear from this hearing that there is more for us consider," committee chair Greens MLC Abigail Boyd said.

"The community is understandably concerned about this legislation. We welcome the opportunity to hear from affected people and organisations about what these reforms will mean for them," she said.

Yesterday, NSW Shadow Treasurer Damien Tudehope and Independent MLC Mark Latham, who are both members of the committee, published proposed amendments to the Government Bill. These include:

overhauling the objects of the NSW Workers Compensation Act 1987 to, among other things, ensuring injured workers have access to appropriate compensation payments, occupational rehabilitation and early return-to-work opportunities, ensuring compensation costs are contained to minimise the burden on businesses, ensuring the "traditional role of workers' compensation for physically injured workers is not jeopardised", and promoting "a culture of workplace resilience to minimise the number and cost of psychological injuries";

reducing the high WPI thresholds for psychological injuries of 25 and 31 per cent to 21 per cent, but blocking indefinite benefits to workers with a WPI of 21 per cent or more in circumstances where they have a capacity to work at least 20 hours per week and earn a specified amount;

defining "psychological injury" as "an injury that is a mental or psychiatric disorder, diagnosed by a medical practitioner in accordance with the latest version of the Diagnostic and Statistical Manual of Mental Disorders, that causes significant behavioural, cognitive or psychological dysfunction";

explicitly blocking anxiety disorder claims "where the responsibilities, pressures or safety concerns of the relevant workplace are reasonably regarded as inherent to that employment, causing workers persistent and expected levels of worry";

extending the list of reasonable management actions to include "changes to work hours and responsibilities to maintain the financial viability of the enterprise", "resolution of interpersonal disagreements and disputes", and "resolution of personal matters not related to workplace duties"; and

stipulating that the "knowledge and intent" of a perpetrator of sexual harassment, racial harassment or bullying "is the primary factor in determining whether a relevant event has occurred".

This article has been reproduced with permission from OHS Alert, and the original version appears at www.ohsalert.com.au .

10 Attributes of an Elite Work Health & Safety Director

Mon, 07 Jul 2025 00:41:07 GMT

In today’s complex world of work, the role of a Work Health & Safety (WHS) Director has evolved from a compliance-focused position to a strategic leadership role that is central to organisational success. An elite WHS Director is not only a guardian of safe work for people but also a visionary who champions a culture of care, resilience, and continuous improvement.

In this article, we explore the essential attributes of an elite WHS Director, including business acumen, board engagement, recruitment strategy, and more. Whether you’re hiring for the role or looking to grow in your WHS career, understanding these traits is key to driving a culture of safety, performance, and resilience across your business.

What sets an elite WHS Director apart? Below, we explore the key attributes that define high-performing safety leaders.

1. Resilience and Adaptability

The highest-performing WHS Directors remain composed in crisis, agile under pressure, and assured during times of change. Whether responding to business restructure, downward cycles, a serious incident or navigating new legislation, they adapt quickly while maintaining focus on their core function and bigger picture.

2. Business Acumen

Top-tier WHS Directors possess sharp business acumen. They understand how safety performance impacts financial outcomes, operations, brand value, and employee engagement. They speak the language of business, justify safety investments with compelling ROI cases, and actively contribute to broader commercial conversations in their organisations. This commercial awareness enables them to elevate WHS from a cost centre to a value-adding function.

3. Innovative and Future-Focused

Great WHS leaders embrace innovation. They look for smarter ways to keep people safe. They are not afraid to challenge outdated practices and bring in fresh thinking. Whether it’s adopting new people centred programs or where applicable and possible in certain organisations utilising predictive analytics, exploring wearable tech for example, or leveraging AI for incident reporting.

4. Recruitment

Elite WHS Directors possess the ability to recruit well. There is an understanding that building a strong safety culture starts with hiring the right people. They play a key role in recruitment by creating and influencing the selection of critical roles, ensuring new hires align with organisational values and WHS expectations. They partner with key recruiters to access talent. From safety professionals to operational leaders, they help shape high-performing teams. They also mentor and develop future WHS leaders, strengthening capability across the organisation.

5. Exceptional Communication Skills

Clear, credible, and confident communication is critical. Whether engaging with board members, frontline staff, or regulators, elite WHS Directors tailor their messaging to suit the audience. They are persuasive storytellers who can translate complex safety data into actionable insights and inspire behavioural change.

6. Strategic Thinking

An elite WHS Director understands that safety is not a standalone function—it’s an integral part of organisational strategy. They align WHS goals with broader business objectives and use data-driven insights to influence executive decision-making. Their work helps reduce risk, improve productivity, and enhance reputation.

7. Strong Leadership and Influence

Elite WHS Directors lead by example and cultivate a culture of accountability and empowerment. They shape mindsets. By gaining trust across all levels of the business, they influence safety behaviours through respect, clarity, and consistent engagement.

8. Presence

Elite WHS Directors operate confidently at the highest levels of governance. They engage with board members as trusted advisors. They provide clear, concise communication and articulate key risks in business terms, and contribute meaningfully to strategic discussions. Their ability to influence boardroom decisions ensures that WHS remains a visible and valued priority at the top.

9. Emotional Intelligence

Understanding human behaviour is at the heart of safety leadership. Elite WHS Directors demonstrate high emotional intelligence—empathy, self-awareness, and social skills. They listen actively, manage conflict gracefully, and create psychological safety for their teams.

10. Technical Mastery

An elite WHS Director possess an understanding of safety legislation, industry best practices, and risk management principles. They stay abreast of evolving standards and ensure their organisation strives for excellence. They develop long lasting relationships with key WHS law firms and lawyers, regulators and lean into these relationships to ensure their organisations are performing to the highest standards.

Final Thoughts

An elite Work Health & Safety Director is a strategic leader, a trusted advisor, and a champion of culture. As workplaces become more dynamic and interconnected, these attributes will be essential not only for WHS success but for the broader sustainability of any organisation.
Zenergy is the trusted advisor to the WHS industry and can guide your organisation through the process of securing your next elite WHS executive.

If you would like to discuss how we can help, reach out to Zenergy’s executive search team, Garry Kelly or Dean Woods, on 1300 333 400 .

HSE Audits: Key Steps, Checklists & When to Call in the Experts

Fri, 20 Jun 2025 06:03:55 GMT

Health, Safety, and Environmental (HSE) audits play a vital role in maintaining safe, compliant, and high-performing workplaces. Whether you're reviewing internal processes, checking regulatory compliance, or seeking to strengthen your overall safety culture, audits provide valuable insight. In this article, we explore why HSE audits are important, outline the key elements involved, highlight common audit checklists, and explain when it’s time to bring in expert support.

What is the purpose of the HSE audit?

Health and safety audits are carried out for the following purposes:

Identifying safety weaknesses: Audits reveal gaps or vulnerabilities in safety policies, processes, or behaviours that could lead to incidents or non-compliance.
Assessing legal and regulatory compliance: They ensure that your organisation meets the requirements of applicable WHS/OHS laws and industry-specific safety regulations.
Driving continuous improvement: Audits result in clear, actionable recommendations that enhance the effectiveness of your safety management systems and reduce future risks.

What Are the Key Elements of a Health and Safety Audit?

A thorough audit includes the following components:
Scope: Establishes the specific focus of the audit—such as departments, worksites, or business functions—to ensure targeted, relevant outcomes.
Objectives: Clearly defines what the audit aims to achieve, whether that’s identifying hazards, evaluating current controls, or improving safety performance.
Methodology: Outlines how the audit will be conducted, typically through a combination of physical inspections, staff interviews, policy reviews, and data analysis.
Data Collection: Involves gathering records, incident reports, training logs, and firsthand observations to build a comprehensive picture of current practices.
Analysis: Interprets the collected data to identify patterns, non-compliance, operational risks, and potential areas for improvement.
Reporting: Summarises the audit process and findings in a structured report, highlighting both strengths and deficiencies with supporting evidence.
Follow-up: Ensures that corrective actions are implemented, timelines are set, and progress is tracked to close the loop on identified issues.

HSE Audit Checklists

A safety audit checklist is a critical tool used in the auditing process. It is used to make certain that the audit covers all relevant areas, and all the necessary information is gathered. The checklist should be comprehensive and cover all aspects of the workplace health and safety management system. Common types of HSE Audit Checklists may include:

Safety Management System Audit Checklist: Based on ISO 45001:2018 standards, this checklist breaks down the audit into structured sections aligned with key clauses, such as leadership commitment, risk assessment, and worker participation.
Construction Site Audit Checklist: Focuses on high-risk elements in construction, including working at heights, scaffolding safety, excavation protocols, PPE compliance, and equipment maintenance.
Manufacturing Audit Checklist: Evaluates plant safety by reviewing machine guarding, lockout/tagout procedures, chemical handling, noise exposure controls, and safe operating procedures.
Environmental Audit Checklist: Reviews waste disposal methods, pollution controls, hazardous substance management, and your company’s environmental impact in line with sustainability goals.
By using HSE audit checklists, organizations can proactively identify and address safety concerns, improve their safety culture, and demonstrate compliance with relevant regulations.

Paul Pascoe , Zenergy Executive Director – HSE Consulting Services, recommends using audit checklists with specific and measurable criteria that elicit clear Yes/No responses. This improves consistency across audits and makes it easier to take decisive action based on results.

When to Call in the Experts

Although employees are most familiar with the layout and equipment used in their workplace, an independent viewpoint is important to ensure a truly comprehensive assessment. Engaging an external auditor provides an opportunity to:

Ensure objectivity and impartiality: External auditors provide an unbiased perspective, helping to identify risks or blind spots that internal personnel might unintentionally overlook.
Access deeper expertise: Experienced auditors bring industry-specific knowledge, insights into best practice, and an understanding of emerging risks and compliance trends.
Keep pace with evolving standards: Specialists stay up to date with changing legislation, codes of practice, and industry benchmarks—ensuring your audit remains current and effective.

Need Support with Your HSE Audit Program?

At Zenergy, we support organisations with comprehensive, end-to-end HSE audit programs . Whether you need an experienced consultant to conduct a detailed audit, or you're looking to strengthen your internal audit capabilities by hiring the right HSE expert , we can help.

Our team can:

Conduct independent, best-practice audits across multiple industries and environments.
Recruit highly qualified HSE professionals to lead or support your internal audit and compliance initiatives.
Provide strategic guidance to help your business close gaps, reduce risk, and build a stronger safety culture.

Contact us today to discuss how Zenergy can support your HSE audit needs—whether through expert consulting or connecting you with the right safety talent.

What Are the Types of HSE Audits?

Fri, 20 Jun 2025 05:33:58 GMT

Creating a safe and compliant work environment isn’t just a legal requirement—it’s essential to building trust, reducing risk, and protecting your workforce. One of the most effective ways to ensure your organisation is meeting its health, safety, and environmental obligations is through regular HSE audits.

These audits offer more than just a snapshot of compliance. They provide a structured, evidence-based way to assess your systems, highlight areas for improvement, and demonstrate a genuine commitment to safety excellence. In this article, we outline what HSE audits are, the three core types, their key elements, and why every organisation should consider implementing them regularly.

What Is a Health and Safety (HSE) Audit?

HSE audits are systematic assessments of an organisation's health, safety, and environmental (HSE) systems, procedures, and compliance. They are conducted to identify hazards, assess the effectiveness of safety programs, and ensure adherence to relevant legislation and standards. The goal is to improve safety practices, prevent incidents, and maintain a safe and compliant workplace.

What are the types of HSE Audits?

There are three primary types of HSE audits, each with a specific focus:

Compliance Audits

A “compliance audit” is an evaluation of an organisation's adherence to laws, regulations, rules, and standards. It's essentially an assessment of whether an organisation is following the rules and guidelines set by external authorities or internal policies. This type of audit can help identify weaknesses, improve processes, and ensure accountability.

Program Audits

A "program audit" refers to a formal process of evaluating an organisation's specific program or project. It's a structured review that assesses the program's effectiveness, efficiency, and adherence to established guidelines.

Management System Audits

A “management system” audit is a structured examination to determine if an organisation's management system (like a quality, environmental, or safety management system) is meeting its established requirements and standards.

What Are the Key Elements of a Health and Safety Audit?

A thorough audit includes the following steps:

Scope

Clearly define the boundaries of the audit—such as specific departments, sites, or operational functions—so efforts are focused and relevant.

Objectives

Set clear goals for the audit, whether to identify hazards, assess compliance levels, evaluate safety culture, or drive continuous improvement.

Methodology

Define the audit approach, including inspections, documentation reviews, interviews, risk assessments, and analysis of incident or near-miss data.

Data Collection

Collect relevant safety documents, system reports, procedures, records, and evidence to support the findings of the audit.

Analysis

Examine the data to identify trends, root causes of safety issues, compliance breaches, and potential opportunities for improvement.

Reporting

Prepare a detailed report summarising the findings, including strengths, weaknesses, non-conformances, and recommended corrective actions.

Follow-up

Ensure that agreed corrective actions are implemented, monitored, and verified within a defined timeline to close out any identified issues.

Why Is a Health and Safety Audit Important?

Regular HSE audits are critical for organisations of all sizes. Here’s why:

Evaluates the Effectiveness of Safety Programs
Audits provide insight into how well internal controls and systems are functioning, offering a clearer view of risk management performance across the organisation.
Promotes a Strong Safety Culture
Demonstrating a proactive commitment to safety improves employee engagement and morale, showing that the organisation prioritises the wellbeing of its people.
Reduces Risk of Incidents and Delays
Early identification of hazards allows organisations to take preventative action, reducing the likelihood of injuries, incidents, or costly disruptions to operations.
Enhances Reputation and Credibility
A well-audited and compliant organisation presents a positive image to clients, partners, regulators, and the public, reducing reputational and legal risk.

Need Support with Your HSE Audit Program?

At Zenergy, we’ve supported a wide range of organisations across Australia with tailored HSE audit solutions. Whether you need help with planning, conducting, or managing your audit, our experienced auditors bring technical expertise and real-world insights that add genuine value to your business.

We can:

Conduct HSE audits on your behalf in line with ISO standards, legislative requirements, and industry best practices.
Provide experienced consultants to lead or support your audit program.
Help recruit qualified HSE auditors if you need short-term or long-term talent through our specialist HSE recruitment services.

 Contact us today to discuss your audit requirements and how we can support your organisation in maintaining a safe, compliant, and high-performing workplace.

Creating a Chain of Responsibility (CoR) Management Plan

Wed, 14 May 2025 06:10:36 GMT

A Chain of Responsibility (CoR) Management Plan is a structured framework to ensure everyone involved in the transport supply chain meets their legal obligations under the Heavy Vehicle National Law (HVNL) including drivers, operators, consignors, consignees, loaders, and schedulers.

A well-developed CoR Management Plan helps your organisation and its supply chain partners meet transport safety responsibilities by outlining the minimum safety and compliance requirements. It's not just a document—it's an essential risk management tool for any organisation involved in transport activities.

Who Needs a CoR Management Plan?

Transport & logistics businesses : Especially those using heavy vehicles.
Contractors : Involved in any projects with transport components.
Self-employed operators : Individuals involved in freight or logistics.

If your business is part of the supply chain, you have legal obligations under CoR laws and must take proactive steps to manage them.

Explore online CoR training modules here

Steps to Create a CoR Management Plan

Identify Roles & Responsibilities
Indentify each participant's role in the transport chain and understand their duties under HVNL.
Conduct a Risk Assessment
Assess risks related to your transport operations and develop mitigation strategies.
Develop a Written CoR Management Plan
Include procedures, responsibilities, and control measures.
Implement the Plan
Put your plan into practice and train all relevant staff and ensure they understand their responsibilities.
Monitor & Review
Regularly review and update the plan to reflect operational changes or new legislation.

What Are the Key Elements of a CoR Management Plan?

A CoR Management Plan should address the following:

Legal Compliance : Include reference to current HVNL and other relevant regulations. Refer Heavy Vehicle National Law and Regulations
Defined Responsibilities : Clarify roles for all parties in the supply chain.
Risk Management : Systematic identification, assessment, and control of transport-related risks.
Training & Competence : Ensure staff understand and can meet their CoR obligations.
Communication : Maintain clear internal and external communication across the chain.
Documentation : Maintain accurate records and up-to-date CoR documentation.
Auditing : Conduct regular audits to verify compliance.
Incident Management : Capture, record, and investigate all relevant transport related incidents.
Corrective and Preventative Actions : Identify and action non-conformances, and prevent recurrence.

The 6 Elements under the Chain of Responsibility

These six elements are critical components of any CoR management plan:

1. Fatigue Management

Ensure scheduling does not require drivers to operate while fatigued or breach work/rest hour limits.
Include requirements prohibiting unsafe requests and conditions in contracts.
Assess driver fitness for duty, including licensing, pre-start declarations, drug and alcohol compliance, and health assessments.
Monitor and record drivers’ work and rest hours.
Manage driver fatigue through compliance inspections.
Maintain accurate records in accordance with fatigue management obligations.

2. Speed Management

Ensure there are no offers, incentives, or requests that encourage drivers to exceed speed limits.
Include requirements for prohibited practices in contracts.
Ensure driver schedules allow for lawful travel times and do not encourage speeding.
Ensure speed-limited heavy vehicles are fitted with properly calibrated limiters.
Conduct regular compliance monitoring through random or risk-based inspections of journeys.

3. Load Restraint Management

Ensure appropriate load restraint or containment is applied before departure and/or on arrival.
Use load restraint systems that meet or exceed the minimum standards outlined in the Load Restraint Guide 2018.
Conduct random or risk-targeted inspections of a representative sample of loads to ensure compliance with restraint requirements.

4. Mass and Dimension Management

Ensure heavy vehicles are not loaded beyond their registered GVM/GCM.
Prevent overloading in excess of axle mass limits.
Ensure compliance with dimension/gauge limits for heavy vehicles.
Conduct random or risk-based inspections to verify compliance with mass and dimension requirements.

5. Heavy Vehicle Safety and Roadworthiness

Maintain vehicles to ensure they are mechanically safe, defect-free, and roadworthy before entering the road network.
Complete and document all vehicle safety inspections.
Implement a system to record and report vehicle faults.
Maintain records demonstrating the effective operation of the Maintenance Management System, including inspections, servicing, urgent repairs, and authorised modifications.

6. Record Keeping

Maintain documentation for fatigue, speed, loading, mass, vehicle inspections, and incident reports.

Download our CoR Checklist PDF

Need Support with Your CoR Management Plan?

At Zenergy , we’ve helped countless businesses develop CoR Management Plans that integrate seamlessly into their operations.

Our services include:

Independent audits of your CoR documentation and supply chain partners
Assistance with drafting and implementing compliant CoR management systems
CoR Risk assessments and CoR training

Get in touch with our team to ensure your organisation is meeting its Chain of Responsibility obligations under the HVNL.

Do we need Chain of Responsibility (CoR) Training?

Wed, 14 May 2025 06:10:35 GMT

What is Chain of Responsibility (CoR) Training?

Chain of Responsibility (CoR) training ensures that everyone involved in the transport supply chain understands their legal duties under the Heavy Vehicle National Law (HVNL) . This training plays a critical role in helping organisations prevent road safety risks such as driver fatigue, overloading, and unsafe vehicle use—issues that have significant legal consequences.

If you’re unsure what CoR involves, it refers to a legal framework that makes all parties in the transport supply chain responsible for safety breaches, not just the driver. You can read a detailed overview of what the Chain of Responsibility and HVNL cover here .

Why is Chain of Responsibility Important?

Under HVNL, CoR laws require every party in the transp ort supply chain to takereasonable steps to ensure safety. This includes preventing issues like fatigue, poorly restrained loads, or unsafe scheduling practices.

These obligations align closely withWork Health and Safety (WHS) laws. If a safety breach occurs, businesses must show they took every possible step—including training staff—to meet legal duties. Our guide on responsibilities and obligations for drivers under HVNL and CoR outlines this in more detail.

Who Needs CoR Training?

Chain of Responsibility training in across Australia is essential for anyone involved in road transport activities, including:

Owners and operators of heavy vehicles
Executive officers, directors, and managers
Schedulers, freight consignors, receivers, and loaders
Drivers

If your role influences how transport tasks are planned or carried out, CoR training isn’t optional—it’s a legal requirement.

What Should CoR Training Cover?

Effective training must explai n your responsibilities under the HVNL, and how to prevent breaches. CoR training should include:

Understanding the primary duty of care
Recognising individual roles in the supply chain
Identifying and managing risks rela ted to:
Fatigue
Speed
Load restraint
Vehicle mass and maintenance
Vehicle standards and maintenance

How Is CoR Training Delivered?

Trai ning options are flexible to suit different operational needs.

Online eLearning courses via the Zenergy Training Portal
Face-to-face workshops
Live virtual sessions

Our Chain of Responsibility training online is especially useful for businesses managing compliance across multiple locations.

Why Choose Zenergy?

Zenergy delivers expert-led training to improve safety, leadership, and compliance in the transport and logistics sector. Our programs meet the requirements of CoR laws and WHS obligations while remaining practical and engaging.

Online CoR Training Courses

Available through our eLearning platform:

Accredited CoR Training

For those needing nationally accredited training, we deliver:

TLIF0009 – Ensure the safety of transport activities
TLIF0080 – Implement and monitor transport safety
TLIF0009 – Load and unload cargo

Custom LMS and eLearning Solutions

We also design and host bespoke Learning Management Systems (LMS) t o track compliance, deliver tailored content, and support training at scale.

Need Support with CoR Compliance?

If you're looking to meet yo ur Chain of Responsibility requirements nation ally, Zenergy has you covered.

Contact our team today to find the right training solution for your business.

Benefits of Chain of Responsibility Online Training in Australia

Wed, 14 May 2025 06:10:34 GMT

What is Chain of Responsibility (CoR) Training?

Chain of Responsibility (CoR) training ensures everyone in the transport supply chain understands their legal obligations under the Heavy Vehicle National Law (HVNL) . This includes:

Consignors and consignees
Schedulers, Packers and loaders
Drivers and vehicle operators
Business owners, executive officers, and managers

If your team influences heavy vehicle safety – directly or indirectly – they must understand their responsibilities under CoR legislation.

Why Is Chain of Responsibility Online Training Important?

With the evolution of HVNL and CoR legislation, workplaces must update their safety systems and training strategies. Online CoR training is one of the most efficient ways to build HSE knowledge and reduce compliance risks.

Benefits of Chain of Responsibility eLearning include:

Greater legal awareness across the business
Improved transport safety culture
Reduced breaches and liability risks
Convenient and flexible learning
Cost-effective compliance

The Benefits of Chain of Responsibility Online Training

1. Flexible, Self-Paced Learning

Employees can complete training at their own pace, fitting it around shifts or downtime. Like watching on-demand TV, learners appreciate the ability to complete modules when it suits them best.

2. Engaging Learning Formats

The best chain of responsibility online training uses multiple formats to suit all learning styles:

Video and audio content
Quizzes and assessments
Case studies and real-world scenarios
Interactive activities
Visuals and diagrams

Zenergy’s eLearning programs are locally developed for Australian compliance and regularly updated based on any legislative changes or user feedback.

3. Reduced Costs and Disruption

Online training requires only a device and internet connection, eliminating:

Travel and accommodation costs
Training room hire
Lost productivity from full-day training sessions

It’s a scalable solution whether you have 5 staff or 500.

4. Faster Learning Outcomes

Digital delivery shortens time to completion, allowing employees to apply learning immediately and managers to track progress in real-time.

5. Accessible Anywhere in Australia

Whether your staff are in metro cities or remote regions, everyone gets equal access to high-quality CoR training online.

What Are the Best Chain of Responsibility Online Training Courses?

Zenergy offers Chain of Responsibility online courses to meet the needs of different roles across your organisation, including:

All modules are available via the Zenergy Online Training Platform .

Custom CoR eLearning Solutions for Your Business

Need a more tailored approach?

Zenergy specialises in desig ningcompany-specific CoR training programs based on your existing pro cedures and operational risks. These can be hosted:

On Zenergy’s Learning Management Platform, or
On your internal LMS

We manage setup, updates, and all technical aspects – no IT team required .

Zenergy’s Learning Management System (LMS)

Our secure LMS platform:

Centralises all training content
Tracks user progress and completions
Manages certifications and records
Supports Australian compliance standards

It’s the complete solution for delivering and managing Chain of Responsibility online training.

Zenergy Can Help Your Business Stay Compliant

Our eLearning online training programs are designed by experienced HSE and transport professionals and align with the Heavy Vehicle National Law (HVNL).

If you're looking for flexible, scalable, and effective Chain of Responsibility training in Australia, Zenergy is here to support you.

Enquire now

Creating a Warehouse Traffic Management Plan

Wed, 14 May 2025 06:10:32 GMT

Effective traffic management is essential for warehouse safety. Without clear, documented procedures, the movement of vehicles, forklifts, and pedestrians within busy environments can lead to serious injuries or fatalities. A well-structured warehouse traffic management plan is vital to minimise these risks and ensure a safe workplace for all.

What Is the Traffic Management Plan Process?

The traffic management plan process involves identifying vehicle and pedestrian interactions, assessing associated risks, and implementing strategies to control those risks. This applies especially to warehouses, where forklifts, delivery trucks, and people operate in proximity.

In practical terms, creating a warehouse traffic management plan means clearly mapping out vehicle routes, pedestrian walkways, loading zones, and control systems such as signage and barriers. It also requires setting responsibilities and reviewing the plan regularly to adapt to changes in operations or site layout.

Why Is a Traffic Management Plan Important in Warehouses?

Warehouses are high-risk environments due to the constant movement of heavy vehicles and equipment. Simply having informal safety practices is not enough. Without a formalised traffic management plan:

Safety measures may be misunderstood or ignored
Pedestrian and vehicle interactions may go unmonitored
Training new staff becomes inconsistent
Emergency responses may be unclear

By implementing a written plan, warehouse managers can ensure everyone – from forklift drivers to contractors – understands and follows the same safety protocols.

In fact, the importance of traffic safety has been highlighted by recent legal cases. For example, workplace manslaughter charges contribute to a Workplace manslaughter case $13.3M haul , underscoring the financial and reputational risks businesses face when safety is not prioritised.

Developing a Warehouse Traffic Management Plan

To be effective, your warehouse traffic management plan should:

Be developed by a competent person with experience in traffic risk management
Reflect the specific layout, operations, and risks of your site
Include input from those who will implement and follow it

The process should begin with a formal traffic management site assessment and hazard identification , including:

Identifying and recording all vehicle and pedestrian movements
Reviewing any existing traffic procedures or controls
Conducting a risk assessment to evaluate the likelihood and consequences of incidents

Key Components of a Warehouse Traffic Management Plan

A robust plan will typically include the following:

Vehicle travel paths : Clearly marked routes for forklifts, trucks, and delivery vehicles, including entry/exit points, intersections, and crossing zones.
Pedestrian walkways : Segregated paths for people, clearly marked and protected from vehicle routes.
Traffic control measures : Signage, barriers, speed limits, and ground markings to guide safe behaviour.
Emergency procedures : Steps for managing traffic in emergency situations.
Responsibilities : Clear roles for those managing traffic and those required to interact with vehicles.
Monitoring and review : A process for evaluating the plan’s effectiveness, especially after an incident or operational change.

Plans should be supported by diagrams and site maps showing vehicle and pedestrian routes and hazard zones signage placement, illustrations to demonstrate traffic flow, including barriers, walkways, signage and safety controls.

Implementation and Training

Creating a plan is only the first step— implementation is key . All workers, contractors, and site visitors must be trained on the traffic management plan and understand their role in maintaining safety. Supervisors should reinforce this through regular communication and site audits.

For training, Zenergy offers an online eLearning Traffic Management for Warehousing Training Program that can be tailored to meet the specific needs of your warehouse or workplace.

Regular reviews are also critical. Your plan should be updated whenever there are changes to site layout, vehicle use, or after a near-miss or incident.

Download Your Traffic Management Plan Checklist

To help you get started, we’ve developed a Traffic Management Plan Checklist that outlines everything you need to consider when developing a plan for your warehouse.

�� [Download the Checklist]

Or, if you need expert support, reach out to Zenergy. We’ve worked with businesses across warehousing, logistics, and construction sites to design and implement tailored traffic management plans that reduce risk and improve safety performance. For more on how we can assist, check out our Traffic Management for Warehousing page.

Zenergy Can Help

At Zenergy, we’ve delivered traffic management solutions for warehouses, distribution centres, and construction sites across Australia. Our consultants conduct formal Traffic Management Assessments and work with your team to create customised plans that are practical, effective, and compliant with WHS regulations.

For training, our online eLearning Traffic Management for Warehousing Training Program outlines the general obligations and requirements for warehouse traffic management and control measures and developing, implementing and maintaining your traffic management plan.

Contact us today to discuss how we can help create a safer warehouse environment for your people and your business.

Directors' duties for psych risks unpacked in new report

Wed, 23 Apr 2025 02:02:25 GMT

The WHS obligations of company directors include taking reasonable steps to understand the psychological hazards in their workplaces, and this is a "personal" prosecutable duty, a new guide for directors warns.

Directors' obligations include establishing that their organisations and their management "are equipped with appropriate resources and processes to eliminate or minimise these risks to the extent that is reasonably practicable", the guide by the Australian Institute of Company Directors and law firm King & Wood Mallesons says.

Most of any organisation's work to address psychosocial hazards will be "driven by management", given the complexity of the risks and the deep operational knowledge required to guide action, it says.

"The board plays a supporting role in constructively challenging these efforts and maintaining oversight of how effective psychosocial risk management contributes to broader organisational culture and leadership."

Under Australia's national model WHS laws – adopted by all jurisdictions other than Victoria, which has similar legislation – officers have a duty to exercise due diligence to confirm their organisation is meeting its WHS obligations. (See section 27 of NSW's version of the laws, for example.)

This duty is a "personal duty, meaning [officers] can be prosecuted for failing to meet their due diligence obligations", the guide says.

"Prosecution typically requires proof that the officer failed to take reasonable steps to comply with their duty, assessed in the context of the organisation's overall safety and health management system," it says.

These due diligence obligations apply to paid directors, and are "recommended" for volunteer directors, who can be prosecuted in limited circumstances. "While non-executive directors have not been the focus of WHS regulators to date, this can change, and regulatory expectations are rising," the guide notes.

According to the 12-page document , company boards and governance play a crucial role in ensuring psychosocial risks are managed effectively.

Directors must oversee management's efforts at identifying and implementing control measures, set expectations and confirm that the necessary frameworks are in place.

"This includes seeking information, reviewing board reports, assessing organisational culture, and challenging management where needed to strengthen risk controls," the guide says.

Examples of how boards should address the workplace factors that create psychosocial risks include:

Overseeing how managers monitor the risks associated with work design by drawing on complaints data, employee surveys, and absence and turnover rates, and engaging regularly with management to assess risks and evaluate measures;
Confirming that management is complying with the positive duty to eliminate workplace sexual harassment, and obtaining regular reports on key behavioural risks involving code of conduct breaches and harassment cases;
Setting expectations for management to provide workers with practical assistance and timely consultation in the event of organisational change and restructures, which can create significant stress;
Engaging with management to review how it is addressing remote work risks, and ensuring there they have a clear policy to guide them in determining when remote arrangements are appropriate; and
Overseeing how HR and performance management processes are managed, and confirming that investigation procedures are fair, workers have access to appropriate support, and outcomes are handled as consistently as possible.

Governing WHS Psychosocial Risks: A primer for directors, by the Australian Institute of Company Directors and King & Wood Mallesons, April 2025

This article has been reproduced with permission from OHS Alert, and the original version appears at www.ohsalert.com.au.

Women in Safety: Connection & Collaboration

Mon, 07 Apr 2025 03:34:04 GMT

Zenergy recently hosted Women in Safety, a special networking event dedicated to fostering collaboration in the health, safety, and wellbeing sector.

Held on March 20, 2025, at The Winery, Surry Hills, this event provided a relaxed and welcoming atmosphere where professionals gathered to exchange insights, share experiences, and build meaningful connections. With attendees from diverse industries—including construction, logistics, corporate sectors, and more—the event highlighted the vital role of women in shaping safer workplaces across Australia.

A Community of Support and Growth

More than just an afternoon of drinks and canapés, Women in Safety created a space for open discussions on challenges, innovations, and best practices within workplace health and safety. By coming together, attendees reinforced the importance of mentorship, collaboration, and peer support in a traditionally male-dominated field.

From seasoned professionals to emerging leaders, participants shared valuable insights on driving cultural change in workplace safety and fostering inclusive leadership. The event underscored the power of connection—reminding everyone that through shared knowledge and support, women in safety can continue to break barriers and drive positive transformation in their industries.

Melbourne’s Women in Safety Event: Another Success

Following the Sydney gathering, the Melbourne Women in Safety event took place on March 27, 2025, at The Carlton Club in Melbourne CBD. Once again, professionals came together to strengthen industry connections and engage in meaningful discussions about the future of workplace health and safety. The event was a fantastic opportunity for attendees to expand their networks and gain fresh perspectives from like-minded professionals.

Looking Ahead: More Opportunities to Connect

For those who missed these inspiring gatherings, more opportunities are on the horizon. The next NSW Women in Safety event is set for August 2025, providing another chance to connect, exchange ideas, and strengthen the growing network of women in workplace health and safety.

If you’re interested in joining the movement, reach out to your Zenergy contact or email info@zenergygroup.com.au to stay updated on future events.

Be part of the change—connect, collaborate, and lead the way in workplace safety!

4 Leading Podcasts for WHS and Sustainability Professionals

Tue, 25 Mar 2025 03:28:40 GMT

Podcasts have become a dominant force in the world of media, revolutionising how we consume information and entertainment and the WHS, Environment & Sustainability is no different!

As the podcast industry continues to expand, listeners are discovering a wealth of benefits, from educational insights to fostering community connections. In this article, we share some of the leading podcasts and why they’ve become a growing part of modern WHS, Environment & Sustainability consumption.

Here are some of the leading podcasts that every WHS, Environmental, and Sustainability professional should tune into:

1. Safety On Tap Podcast

Host: Andrew Barrett
Why Listen? If you’re a leader looking to enhance your personal growth while making a real impact on workplace health and safety, this podcast is a must-listen. Safety On Tap focuses on professional development, offering practical insights from industry experts.

�� List en He re

2. Psych Health & Safety Podcast

Hosts: Jason van Schie & Joelle Mitchell
Why Listen? Psychological safety is a growing focus in workplaces worldwide. This podcast aims to advance the field of psychological health and safety, featuring expert guests from psychology, health & safety, and academia.

�� Lis ten Here

3. Think Sustainability

Host: Lawrence Bull
Why Listen? Think Sustainability explores real-world solutions for a more sustainable future. Covering topics from waste management to renewable energy, this podcast is perfect for professionals looking to make a positive impact on environmental practices.

�� Listen Here

4. Safety of Work Podcast

Hosts: Dr. Drew Rae & Dr. David Provan
Why Listen? This podcast takes an evidence-based approach to safety management, breaking down the latest safety research and providing practical takeaways for WHS professionals. If you want to implement data-driven safety strategies, this is the podcast for you.

�� Listen Here

Why Listen to WHS, Environment & Sustainability Podcasts?

Stay up-to-date with the latest industry trends and innovations.
Gain insights from leading experts and researchers.
Access professional development resources on the go.
Discover new strategies to enhance workplace safety and sustainability practices.

Whether you’re a seasoned professional or just starting in WHS, Environment, or Sustainability, these podcasts are an excellent way to stay informed and grow your expertise. Subscribe today and start listening!

Shaping the Future of WHS: Colin Hansen on Well-being, Engagement, and Safety Culture

Mon, 24 Mar 2025 03:21:12 GMT

Colin Hansen, WHS Director

John Holland - M7M12 Project

Colin Hansen is an accomplished Workplace Health and Safety (WHS) leader with extensive experience across the renewables, infrastructure, power generation and energy, and construction industries. Currently serving as WHS Director at John Holland, he leads the WHS function on the $1.5B M7M12 Integration Project in Sydney.

With nearly two decades in the WHS space, and over a decade of that in senior leadership positions, Colin has held key roles such as HSEQ Manager at Fredon, Group HSE Manager (A/NZ) at Waco Kwikform Group, HSE Change and Programs Manager at Essential Energy, and HSEQ Manager (APAC) at RCR Tomlinson.

Zenergy had the opportunity to sit with Colin and discuss three topics that he feels are important in the space.

How can organisations leverage employee well-being as a key driver to enhance WHS outcomes, and what tangible benefits have you observed from this approach?

In the realm of workplace safety, employee well-being emerges as a pivotal factor. It is not just an element of corporate responsibility but a strategic asset that enhances WHS outcomes. When well-being is prioritised, it resonates with employees' personal narratives, influencing their decisions and behaviours. We are seeing the positive effects of this now on the M7M12 project.

Research corroborates this approach. A study highlighted by the Harvard Business Review suggests that workplace well-being programs can lead to a 25% reduction in safety incidents.

Employees in good health – both mentally and physically – are more alert and committed, which translates to fewer risks and accidents.

By intertwining worker well-being with safety practices, we have not only been able to cultivate a healthier workforce but also build a stronger, more intuitive safety culture. This approach goes beyond compliance; it fosters a workforce that is engaged, aware, and proactive in maintaining their own safe work environment.

With a new generation entering the workforce, how should WHS communication and engagement strategies evolve to effectively connect with and educate them?

To engage the more tech-savvy generations entering the workforce, health, safety, and well-being communication and engagement must embrace interactivity and collaboration. Gone are the days when a supervisor, even an engaging and capable one, could reach the hearts and minds of the workforce at a pre-start or toolbox talk.

This demographic thrives on information exchange, primarily via digital platforms like social media, gamification, and mobile apps. E-learning tools, as highlighted in recent research*, enhance engagement and retention for younger workers, indicating that interactive, technology-driven strategies are more effective than traditional methods for that demographic.

But this is only half the picture. We are currently navigating the shifting reality of workplace engagement. We must recognise that the speed and pace of digital content, epitomised by platforms such as TikTok, Instagram, and YouTube Shorts, have transformed the attention span of our people. It is even permeating LinkedIn. The rapid-fire, bite-sized consumption habits fostered by these platforms have led to a compression of attention spans across all ages, presenting a unique challenge for WHS communication.

To mitigate the risk of low engagement, our strategies must evolve, harnessing the power of concise messaging and the visual allure of the digital age to captivate and educate our workforce.

This is not easily achieved, and two key factors are slowing our momentum. One: industry has a natural predilection to resist change, sometimes with remarkable vigour. Two: many leaders and managers in positions that permit or enable investment in technological advancement are of a generation that has not necessarily grown up with and has not enthusiastically adopted the technology. Consequently, investment and adoption of new methods of engagement are lagging behind the needs of those for whom this is most critical.

We are not yet at a crisis point, but we need to quickly adapt our methods of communication and engagement to align with contemporary methods of information consumption.

*(Xu, Qian, and Jennifer C. Richardson. 2024. "The Impact of Social Media and Gamification of a Mobile Vocabulary Learning App: Self-Regulation and Learning Persistence.")

What are the core principles of building a strong safety culture, and how can leaders drive strategic cultural transformation for long-term impact?

Good question, and a challenging one to answer briefly. I consider the larger challenge to be initially creating the culture. Building a strong safety culture starts with the narrative that safety interweaves into every aspect of operations within the business. Leaders must embody safety – genuinely. It must be authentic and backed by truth, or it is doomed to fail. At the very least, it will be perceived as disingenuous by those who do not – or even will not – engage. I am yet to meet a person who could not determine when a leader’s words of commitment to safety were just that – words. This commitment by leaders must be meaningful and demonstrated through consistent action.

Similarly to the transition from juvenile to mature adult, a mature culture of safety and well-being often develops slowly. It can only evolve when safety, well-being, and increasingly, flexibility, are the defining elements of a manager’s leadership ethos.

A good manager showing an unwavering commitment to the development of safety maturity shapes a collective mindset. This creates a positive impact over time that extends beyond the workplace. Chest-beating must be superseded by the management team with trust and involvement within the organisation. Leaders cultivate trust within the team through transparency and a willingness to listen with intent.

Leaders drive cultural transformation by articulating their vision of safety and well-being excellence and communicating it effectively. They must be adaptable and ready to adjust their strategies. Importantly, they must be able to shift their preconceptions of a person, people, or situation as new information arises. They must never base decisions on ‘what we did last time’ in the face of a new challenge.

Thank you, Colin, for your valuable insights on well-being, engagement, and safety culture. Your expertise highlights the evolving role of WHS in creating healthier, more engaged workplaces. We appreciate your time and contributions to this important conversation.

Celebrating Excellence in Workplace Safety: 2025 Australian Workplace Health & Safety Awards

Mon, 03 Mar 2025 03:17:10 GMT

Zenergy invites you to be part of the prestigious 2025 Australian Workplace Health & Safety Awards (AWHSA) —a national platform dedicated to recognising outstanding achievements in workplace health and safety. These awards celebrate individuals and organisations that are making a real impact in fostering safer, healthier work environments.

Why Nominate?

Workplace health and safety (WHS) is fundamental to building strong, sustainable businesses. The AWHSA shines a spotlight on those driving cultural and systemic improvements in WHS, from inspiring leaders to forward-thinking organisations implementing innovative safety solutions. If you or your organisation have demonstrated excellence in workplace safety, this is your opportunity to gain well-deserved recognition.

Key Dates

Nominations Open: 1 May – 31 July 2025

Finalists Announced: 1 September 2025

Gala Evening: 12 November 2025, Melbourne

Award Categories

Individual Awards

WHS Leader of the Year (Small & Large Organisations) – Recognising individuals who have demonstrated outstanding leadership in WHS, driving cultural and systemic improvements.

WHS Rising Star – Honouring an emerging WHS professional who exhibits exceptional promise, innovation, and leadership potential.

HSR of the Year – Celebrating a Health & Safety Representative (HSR) who has made a significant contribution to improving WHS through advocacy, engagement, and proactive initiatives.

Organisational Awards

WHS Team of the Year – Recognising a WHS team that has excelled in implementing innovative safety initiatives, fostering a strong safety culture, and achieving measurable improvements.

Best Health & Wellbeing Strategy – Awarding organisations that have successfully implemented workplace health and wellbeing strategies enhancing employee wellness and mental health.

Best WHS Training & Development – Recognising excellence in WHS training programs that enhance worker skills, safety awareness, and workplace safety culture.

Best WHS Technology Innovation (Small & Large Organisations) – Celebrating organisations that have developed or implemented cutting-edge technology solutions to improve workplace health and safety.

Best WHS Technology Deployment & Adoption (Small & Large Organisations) – Recognising organisations that have successfully integrated WHS technology solutions into their operations, leading to measurable safety improvements.

To be eligible, nominations must highlight initiatives or achievements from 1 January 2024 onwards .

Be Part of Australia’s Premier WHS Awards

Whether you’re a rising WHS professional, a dedicated safety leader, or an organisation pioneering workplace health and safety initiatives, we encourage you to nominate. These awards not only celebrate excellence but also inspire continuous improvement in workplace safety standards across Australia.

Join us in recognising industry leaders and innovators who are shaping a safer future for workplaces nationwide.

Don't miss your chance to be part of this prestigious event! Start preparing your nomination today.

Key Elements of the 2025 Sustainability Reporting Requirements

Fri, 28 Feb 2025 03:15:40 GMT

Australia has enacted mandatory sustainability reporting requirements, effective from 1 January 2025, through the Treasury Laws Amendment (Financial Market Infrastructure and Other Measures) Act 2024. These regulations mandate that large entities disclose climate-related financial information as part of their annual reporting obligations.

Key Elements of the 2025 Sustainability Reporting Requirements

New Requirements

The Australian Sustainability Reporting Standards (ASRS), issued by the Australian Accounting Standards Board (AASB) in September 2024, align closely with international frameworks such as the Task Force on Climate-related Financial Disclosures (TCFD) and the Global Reporting Initiative (GRI). The mandatory standard, AASB S2 Climate-related Disclosures, requires entities to report on governance, strategy, risk management, and metrics and targets related to climate risks.

Entities must disclose information on greenhouse gas emissions (Scope 1 and Scope 2 initially, with Scope 3 emissions required in subsequent years), climate risk management strategies, and the financial impacts of these risks. The reporting framework necessitates inclusion of a sustainability report within the annual report, adhering to the ASRS guidelines. treasury.gov.au

Phased Implementation

The reporting requirements will be introduced in phases:

Group 1 Entities: Large entities meeting specific thresholds (e.g., over 500 employees, revenues over $500 million, or assets over $1 billion) will commence reporting for financial years starting on or after 1 January 2025.
Group 2 Entities: Medium-sized entities (e.g., 250+ employees, $200 million+ revenue, $500 million+ assets) will begin reporting from July 2026.
Group 3 Entities: Smaller entities (e.g., 100+ employees, $50 million+ revenue, $25 million+ assets) will start reporting from July 2027.

Assurance Requirements

Independent assurance of sustainability reports will be introduced progressively, with reasonable assurance required for all climate-related financial disclosures from financial years beginning on or after 1 July 2030.

Industry Impact

Industries with significant environmental footprints, such as energy, mining, agriculture, manufacturing, and financial services, will face more extensive reporting obligations due to their substantial greenhouse gas emissions and climate-related risks. These sectors will need to provide detailed disclosures on emissions, risk management strategies, and transition plans toward sustainability.

Challenges and Opportunities

While compliance may present challenges, including resource allocation and data collection complexities, it also offers opportunities. Proactive adoption of best practices can enhance brand reputation, build stakeholder trust, and attract ESG-focused investors. Integrating sustainability into core business strategies will be crucial for companies aiming to lead in this evolving regulatory landscape.

In summary, Australia's 2025 sustainability reporting requirements mark a significant advancement in corporate transparency and environmental accountability. Businesses are encouraged to assess their ESG strategies promptly and seek expert guidance to ensure a smooth transition into this new era of responsible corporate conduct.

Is your business prepared for 2025 regulations? Speak to us today for more information.

Workplace manslaughter case contributes to $13.3m haul, as new fatality charges laid

Tue, 11 Feb 2025 03:14:17 GMT

A workplace health and safety regulator has explained what the "safest workplaces" look like, in revealing it finalised more than 100 successful safety prosecutions in 2024.

WorkSafe Victoria today said that across 109 prosecutions and 10 accepted enforceable undertakings, duty holders were required to pay a total of $13,318,433 in fines, costs and enforceable safety initiatives.

This was well down on the $16,182,657 worth of safety penalties imposed in the State in 2023, with the difference explained by the higher number of completed successful prosecutions in 2023 (153) and the fact that three companies were handed particularly hefty fines of $2.9 million, $2.1 million and $1.5 million in that year (see related article ).

In 2024, the highest fine imposed under the Victorian Occupational Health and Safety Act 2004 was $1.3 million, handed to LH Holding Management Pty Ltd in the State's first workplace manslaughter conviction (see related article ).

That case involved the death of a worker who was crushed by a forklift that tipped over because LH Holding's director was operating the vehicle unsafely on a sloping driveway.

Other large fines imposed in the State last year included:

$750,000, which went to Cutri Fruit Pty Ltd after a worker riding on machinery that wasn't designed to carry people fell and sustained fatal injuries (see related article );
$650,000, handed to Saferoads Pty Ltd after a 925-kilogram iron barrier fell on and killed a delivery driver during an unloading task (see related article ); and
$545,000, which was handed to A&J Australia Pty Ltd for 16 breaches, including fire safety failures that led to staff using a flammable liquid and cardboard instead of a fire extinguisher to put out a fire on a machine and on two workers (see related article ).

WorkSafe said the largest proportion of health and safety and dangerous goods prosecutions were against employers in the construction (49), manufacturing (26) and transport, postal and warehousing (10) industries.

Seventeen prosecutions were for unsafe machinery, 14 involved the risk of being crushed by or between objects, and 10 pertained to powered mobile plant like forklifts, it said.

Five employers were prosecuted for matters relating to occupational violence, bullying or harassment.

WorkSafe health and safety executive director Sam Jenkin noted his organisation's inspectors and investigators focus on industries and workplaces where workers are most at risk.

He warned that employers that "turn a blind eye to health and safety risks in their workplace play a deadly game that can lead to horrific injuries or loss of life, as well as costly legal consequences".

Importantly, Jenkin stressed that the "safest workplaces are those where employers proactively engage with workers and health and safety representatives, where available, to identify and address health and safety risks by making safety a priority for everyone".

"Duty holders need to have systems and processes in place to identify, assess and respond to work-related hazards to their physical or mental health, including the risk of violence and hazards such as bullying or harassment," he added.

In another development today, WorkSafe announced it had charged Lemitech Pty Ltd – a Lethbridge poultry farm operator – over the March 2023 death of a worker.

The 34-year-old man was working next to a conveyor belt with the guard removed, at the farm, when he became entangled in the rotating components of the tail pulley and suffered fatal crush injuries.

WorkSafe alleged Lemitech committed three breaches of section 26 ("Duties of persons who manage or control workplaces") of the OHS Act in failing to reduce the risk of serious injury or death by not: installing a fixed guard with a viewing window and other safety mechanisms on the tail pulley; installing a fixed guard on a nip point near the tail pulley; or implementing a lock-out-tag-out procedure to prevent the conveyor from operating during maintenance work.

The matter is listed for a filing hearing in the Geelong Magistrates Court on 11 February.

“This article originally appeared on OHS Alert and is reproduced with permission”

Everyday Respect at Rio Tinto: A Progress Review

Tue, 11 Feb 2025 03:13:03 GMT

Two years after the release of the groundbreaking 2022 Everyday Respect Report, Rio Tinto has undertaken a thorough Progress Review to assess its ongoing cultural transformation. As one of the world’s largest mining companies, Rio Tinto has been working to create a safer, more inclusive workplace culture that fosters respect, productivity, and innovation. The 2024 Progress Review highlights significant strides made, ongoing challenges, and areas requiring further attention.

The Journey Towards Cultural Transformation

Cultural change is a multi-year effort that requires consistent leadership, structural support, and engagement across all levels of an organization. Since launching its Everyday Respect initiative, Rio Tinto has embedded this agenda into its core business strategy, focusing on reducing bullying, sexual harassment, and racism in the workplace.

Key Progress Areas:

Increased Awareness and Open Conversations: The public release of the original report acted as a catalyst for change, encouraging more employees to speak up and engage in discussions about respect.
Stronger Leadership Commitment: Leaders are playing a more proactive role in championing Everyday Respect, with a focus on psychological safety and inclusive leadership.
Enhanced Training and Education: Programs such as Everyday Respect Training and Purple Banners have been widely implemented to build awareness and response capabilities.
Facility Upgrades and Safety Improvements: Investments in workplace infrastructure have improved the physical environment, making it more inclusive and conducive to employee well-being.
Greater Workforce Diversity: There has been a notable increase in gender and cultural diversity across teams, fostering innovation and improved workplace dynamics.

Ongoing Challenges and Areas for Improvement

Despite progress, resistance to change remains an obstacle, particularly among certain groups. Survey data indicates that while improvements have been perceived in many areas, instances of bullying, sexual harassment, and racism persist. Key focus areas include:

Building Stronger Buy-in: Engaging those who are resistant to cultural change, particularly male employees, to foster a collective commitment to Everyday Respect.
Enhancing Reporting Mechanisms: Increasing trust in reporting systems to ensure that employees feel safe and supported when raising concerns.
Strengthening Frontline Leadership: Providing additional training and tools to equip supervisors and managers with the skills needed to drive culture change at all levels.
Maintaining Momentum: Ensuring that Everyday Respect remains a priority in the face of organizational changes and external pressures.

Looking Ahead: Staying the Course

The findings from the 2024 Progress Review reaffirm Rio Tinto’s commitment to long-term cultural transformation. While meaningful progress has been made, continued efforts are needed to sustain positive momentum and address persistent challenges. As one employee noted:

“ Change is definitely happening, and it will get hard at times. We can’t back away ... I’m here at Rio Tinto because I want to see through this change. We need to stay the course. ”

With ongoing leadership, engagement, and strategic initiatives, Rio Tinto is on the path to embedding Everyday Respect across all facets of its global operations, ensuring a safer, more inclusive, and more productive workplace for all employees.

See full report “ he re ”.

Dating Safety Backed by Workplace Safety Code

Tue, 08 Oct 2024 03:10:49 GMT

Australia's dating apps are getting a safety makeover.

The Australian Government has implemented a new safety code for dating apps, aiming to address rising concerns over user safety and gender-based violence.

As of 1 October, an online dating industry code has been introduced, with full enforcement expected by April 2024.

The code is an effort to mitigate internet-based harm and violence, particularly in the area of online dating.

Developed through collaboration with the eSafety Commissioner and major players in the dating app industry, the code mandates companies to adopt proactive measures against potential harm and abuse.

These requirements include systems to detect harmful online behaviour, transparent reporting mechanisms, account terminations for violators across platforms, and enhanced cooperation with law enforcement when there is an imminent threat to user safety.

Companies such as Tinder, Bumble, Grindr, and other major dating platforms are required to implement these safety measures within six months.

A new rating system will also be introduced to assess how well each platform meets the code's requirements, offering users more transparency about the safety practices of different apps.

“Online dating is now the most common way to meet a partner in Australia, however the level of violence and abuse experienced by users of these platforms is deeply concerning,” said Minister for Communications Michelle Rowland.

She says the Government has secured commitments from dating platforms to improve safety, including removing dangerous users.

The code's effectiveness will be reviewed after nine months of operation by the eSafety Commissioner.

Should the voluntary measures prove insufficient in reducing harm, the Government says it will consider further regulatory actions.

Enforcement of the code will be overseen by an independent compliance committee, which will include experts in online safety, sexual or gender-based violence, and social networking platforms.

This committee will be empowered to issue warnings, demand compliance plans, and, if necessary, suspend or remove companies from the code.

October 2024 – National Safework Month

Tue, 08 Oct 2024 03:09:03 GMT

National Safe Work Month

October is National Safe Work Month – a time to commit to building safe and healthy workplaces for all Australians.

Safe Work Australia is the national policy agency responsible for WHS and workers’ compensation arrangements in Australia. Since 2009, we have run a national campaign each October to raise awareness of WHS and provide resources for Australian workplaces to run their own events.

National Safe Work Month, held annually in October, encourages all individuals and organisations to prioritise work health and safety (WHS) and take preventative action to reduce the number of work-related injuries, illnesses and fatalities.

The campaign aims to promote a positive safety culture and to emphasise the importance of good WHS practices.

Each National Safe Work Month revolves around an annual safety-related theme and each week is dedicated to a particular WHS topic. This year the weekly topics are:

Week 1: Work health and safety fundamentals

Week 2: Psychosocial hazards

Week 3: Risk management fundamentals

Week 4: Musculoskeletal injuries

Australian Workplace Health and Safety Awards | Winners 2024

Thu, 19 Sep 2024 03:05:07 GMT

Meet the Outstanding 2024 Winners

Award 1: Australian WHS Champion (CEO) - Less than 1,000 Employees

< 1,000 Employees - Mell Greenall, Before You Dig Australia

Mell is a passionate leader who puts people at the centre of all her decision making. She is committed to creating an environment for her team that allows for solutions that are developed from a place of creativity, open discussion and a genuine belief that we can all make a difference. Her time at BYDA has seen her lead the merger of 6 state based businesses into a single national organisation that has repositioned itself as the national safety partner for safe excavation near utility infrastructure.

> 1,100 Employees - Ross Taylor, Fletcher Building Group Ltd

Ross often emphasises that “great safety IS great business,” and this belief has been validated at Fletcher Building over the past two years. The businesses that prioritise exceptional safety outcomes are the same ones that achieve top-tier people engagement (eNPS), strong customer engagement (NPS), and significant progress in their sustainability goals. In FY23, the business recorded its lowest number of injuries ever. Ross notes, "You can only achieve safety when you genuinely care for people. It doesn't mean you don't demand performance, but you have to genuinely care—people can spot insincerity from a mile away.

Award 2: Australian WHS Leader of the Year

< 1,000 Employees - Wade DeManiel, CouriersPlease

Wade DeManiel joined CouriersPlease as a compliance officer in 2020. He was quickly promoted to WHS & Quality Advisor and upon completion of a Diploma in Health and Safety in November, was promoted to WHS & Quality Manager. Last year, he was a finalist in the Australian WHS Leader of the Year Awards. Wade continues developing and delivering key safety initiatives, including a new safety management system and Franchise Partner Home Safe Board.

> 1,000 Employees - Stuart Rawlins, Autopact

Hired by Autopact at the end of 2022 as Executive Head of WHS to take company on a safety journey to the next level of being a company with a high-performing safety culture.

Award 3: Australian WHS Emerging Leader of the Year

Jayson Withers, Georgiou Group

Jayson’s dedication to achieving proactive safety outcomes both within and outside the construction industry is truly commendable as an emerging leader. As a WHS Advisor, he demonstrates a strong commitment to promoting safety awareness and best practices, not only within his immediate work environment but also in broader contexts.

Winning the CCF Safety Officer of the Year award in 2023 is a testament to Jayson’s exceptional contributions to safety leadership and management. This recognition highlights his effectiveness in driving positive safety outcomes and fostering a culture of safety excellence within the construction sector as a safety leader.

Award 4: Australian HSR of the Year

Robert Nankivell, BHP Newman Operations

A local resident in the Pilbara W.A. Living in Newman with his Family. Robert is a passionate HSR & mentor to upcoming HSR’s. Also enjoys sharing skills & knowledge with others. Attends Safety meetings ( even on days off) has a great understanding of the WHS regulations & act.

HSR Of the year finalist Worksafe WA workplace excellence awards 2022/23. Also in March 2024 was invited to be a guest speaker at the Western Australian law congress, with a case study implementing WHS Law standards in practice.

Award 5: Australian WHS Team of the Year

Enabling Work Program, Gamuda

Gamuda is a global leader in engineering, property, and infrastructure, renowned for delivering cutting-edge projects across nine countries with over 4,500 skilled professionals. Our commitment to excellence is evident in our innovative solutions, our unwavering dedication to safety, and our sustainable practices which are shaping the future of infrastructure worldwide.

Award 6: Best WHS Health & Wellbeing Program

Project WERC: Workplace Engagement Respect and Care, Woolworths Group in partnership with University of South Australia (UniSA) and University of Queensland (UQ)

Our partnership unites Australia’s largest retailer with two pioneering universities to deliver an evidence-based program to prevent bullying and build a healthy workplace culture. Woolworths Group is committed to providing a safe and engaging place to work for their 190,000+ staff. University of South Australia, who leads Australia in research impact and engagement, and University of Queensland, top-ranked in the inaugural Australian ‘Best Universities Ranking,’ strive to solve challenging and complex real-world problems through research.

Award 7: Best WHS Learning & Professional Development Program

Empowering Safe & Healthy Teams, BlueScope

BlueScope is a global leader in metal coating and painting products for building and construction industries, providing vital components for houses, buildings, structures, vehicles and more.

Headquartered in Australia, with our people and operations spread across North America, Australia, New Zealand, Pacific Islands and throughout Asia.

Award 8A: Best WHS Technology Innovation

BeamSafe Thermographic Monitoring System for Lithium-Ion Battery Charging Racks, Beam Mobility

Beam is the largest provider of micromobility services in Australia and New Zealand. Beam is the only provider to operate in every state and territory in Australia and across both islands of New Zealand. With more than 14,000 vehicles operating in more than 35 Australian and New Zealand cities and towns, Beam demonstrates a commitment to safety and compliance. Beam holds the best safety record of any provider with < 1 incident per 100,000 trips.

Award 8B: Best Technology Deployment & Adoption

Adoption of Blindsight AI system in a Feedlot environment, Mort & Co

With over 25 years of lot feeding experience, Mort & Co has evolved from a humble grainfed beef producer to major agricultural supplier and leading Australian exporter. Innovative by nature, the business continues to grow, servicing global markets and proudly employing over 300 dedicated team members.

View the Gallery here.

Australia's highest WHS fine, for manslaughter, becomes law

Thu, 19 Sep 2024 03:03:00 GMT

NSW's industrial manslaughter laws

NSW's industrial manslaughter laws have passed both houses of Parliament, but State Work Health and Safety Minister Sophie Cotsis stressed that "these are not laws we ever want to use".

"We want them to act as a deterrent and a reminder that this Government takes worker safety seriously," she said.

"We want those responsible for workplace safety – who are responsible for the lives of their workers – to take that role with utmost seriousness."

Cotsis noted the offence, which will commence on a day to be appointed by proclamation, carries maximum penalties of 25 years' jail for individuals such as officers, and what will be highest fine for a workplace health and safety breach in Australia – $20 million for bodies corporate.

Currently, Australia's highest maximum safety fine is 100,000 penalty units, equating to just over $19.2 million for 2023-24, for workplace manslaughter in Victoria.

Unlike other offences under the NSW Work Health and Safety Act 2011, the maximum fine for NSW's industrial manslaughter offence will not be tied to a penalty unit number, meaning it will not increase with the consumer price index.

The offence was created by the Work Health and Safety Amendment (Industrial Manslaughter) Bill 2024 , which was amended in the Legislative Assembly earlier this week to clarify that an officer of a PCBU commits industrial manslaughter if he or she engages in grossly negligent conduct that causes the death of an individual to whom the PCBU owed a health and safety duty (see related article ).

After the Bill passed Parliament yesterday afternoon, Cotsis reiterated that the new offence will be supported by a newly established dedicated unit within the State Office of the Director of Public Prosecutions, and the Bill's provisions will be reviewed 18 months after they take effect.

Safety advocate Patrizia Cassaniti, who is also a member of SafeWork NSW's Family and Injured Workers Support and Advisory Group , dedicated the passage of the Bill to her son Christopher "and every other worker who went to work and never came home".

Christopher Cassaniti was 18 when he was killed in a major scaffolding collapse at a Macquarie Park workplace in April 2019.

The incident prompted a series of legislative and regulatory developments, including the prosecution of a PCBU that was handed a then record $2 million recklessness fine in November 2022 (see related article ).

"I would like to thank and congratulate Minister Sophie Cotsis and her team for all the hard work and the Minns [Labor] Government for making this Bill a priority and a long overdue reality," Patrizia Cassaniti said yesterday.

NSW was the last mainland jurisdiction to make industrial manslaughter an offence, with the previous State Coalition Government opting against the move.

"This is an historic moment for worker safety in NSW," Cotsis said yesterday.

"The message sent today is clear – unsafe practices will not be tolerated," she said.

“This article has been reproduced with permission from OHS Alert, and the original version appears at www.ohsalert.com.au ”

Satisfy positive duty through 7 standards: corporate lawyer

Thu, 19 Sep 2024 03:00:57 GMT

Complying with the positive duty to prevent workplace sexual harassment will require a fundamental reset, but the question of how organisations can achieve a proactive stance has already been answered, a senior employment lawyer says.

Ampol Australia senior corporate counsel Damien Marshall said that when the positive duty to prevent sexual harassment was first proposed, most HR practitioners and employment lawyers believed it would be impossible to comply with, because traditionally a harassment incident needed to occur before any action was taken.

"That complaint is a product of the way in which the [anti-discrimination] law has historically been drafted, and also a product of our practice," he told the Australian Catholic University research symposium on workplace wellbeing and psychological health and safety in Sydney this week.

The positive duty was "really simple when you think about it from a health and safety perspective", he said.

But it was "very difficult from a tried and tested and practised HR perspective, where we only act once the event has occurred and once the complaint has been made".

Under changes to the Commonwealth Sex Discrimination Act 1984 that commenced late 2022 (see related article ), employers now have a positive duty to eliminate workplace sexual harassment and discrimination as far as is possible.

Where the Australian Human Rights Commission previously needed to rely on victims of sexual harassment to step forward with a complaint, it now has proactive powers to conduct inquiries into an employer's compliance with the anti-harassment positive duty and enforce compliance (see related article ).

"[It can] go to the employer and say 'We don't have complaints, we don't have to name anyone, but you need to show us, the Commission, what you are doing to take reasonable proportionate steps to eliminate or prevent sexual harassment'," Marshall said.

"That, I suggest to you, is just as good as a named complainant, because it puts the onus in the employer to show what they're doing to prevent [sexual harassment]," he said.

"If a view has been formed that [sexual harassment] is occurring, it's going be very, very hard for an employer to show they've taken adequate steps to prevent it."

According to Marshall , how employers can get ahead on this has already been answered by the Australian Human Rights Commission in its guidelines for complying with the positive duty under the SD Act, released last year (see related article ).

The guidelines outline "seven standards" (see image below) around what the Commission expects organisations to do to satisfy their positive duty, to help them put "meat on the bones" in terms of discharging this duty, Marshall said.

Under these standards, all leadership teams should be trained on issues relating to discrimination, harassment and bullying, and how to respond to complaints, Marshall advised.

Company leaders need to show workers that they are invested in tackling sexual harassment and be seen to treat such issues seriously, he said.

Companies need to leverage knowledge, using data and prior complaints to inform them where the risks are in their organisations; they need to ask where complaints are occurring, whether in a particular department or during certain events that occur at work.

"Monitoring, evaluation and transparency" are key, Marshall said.

"Does your board or does your governing body, depending on how you are structured, get clear data about complaints that have been made?" he asked.

"And do they get the data on what the organisation's done about it? If the answer's no, well that will feed back to number one [leaders] because the leadership won't necessarily drive or demand action."

The seven standards will help organisations move away from a reactive to a proactive stance on sexual harassment, "where we take control of our culture, we take control of our information, and we do things to significantly minimise the possibility of this stuff occurring", Marshall said.

“This article has been reproduced with permission from OHS Alert, and the original version appears at www.ohsalert.com.au ”

Client Focus: Snowy Hydro Partnership | Zenergy

Fri, 16 Aug 2024 02:25:31 GMT

By Jason O’Dowd

Recruitment - Health Safety Environment & Quality

I have been fortunate to support this iconic organisation and project in many formats over the past 5 years and including recent HSEQ placements on the 2.0 project, Snowy Hunter Power Project and in the Snowy business, have assisted almost 20 Health & Safety, Environment and Quality professionals to land their dream roles and join the business or projects. I have developed relationships at all levels and am a trusted advisor to the organisation. If you have career aspirations in Health Safety Environment and Quality.

Although the Snowy 2.0 project is one of the biggest infrastructure projects in Australian history, the feeling onsite is still a warm and friendly family feel with the surrounding towns really embracing the project and welcoming the 2000+ workers to the area.

Generally, most people on the Snowy 2.0 project are working to a 2/1 roster (Two weeks on, one week off) and will have a partner doing the same back-to-back roster which covers the works.

This roster encompasses 10-hour days, sleeping in a ‘camp style’ accommodation which gives you the chance to bond with your fellow workers which in turn aids in productivity during the workday. Snowy 2.0 currently employ over 2,500 people, who are spread across the three main sites being Lobs Hole, Marica and Tangtangara. Given its location in the Snowy Mountains, the Snowy 2.0 project poses a unique set of environmental and climate factors, which brings sleet & snow in the winter and high and dry temperatures in the summer. The location is also made up of areas of difficult terrain which presents significant geotechnical uncertainty for construction with a difference of 700m in elevation across some areas.

I visited the site last year and was very grateful to be taken around the construction and manufacturing sites by the HSEQ team. If you are interested in working on energy projects in Australia, I would love to hear from you and may be able to help.

About Snowy Hydro

Snowy Hydro has been providing on-demand, reliable energy to Australia for over 70 years. It began in 1949 with the construction of the Snowy Mountains Hydro-electric Scheme.

Since then, the company has grown into an end-to-end, integrated energy provider. From 1949, when the first blast was fired, to 1974, when the physical works of the scheme were completed, over 100,000 men and women from more than 30 countries have worked on this ground-breaking project that now powers homes and businesses across Australia.

In total, we have 16 power stations, plus a pumping station, and have more than 5,500MW of generating capacity across New South Wales, Victoria and South Australia.

We have also recently expanded our renewable portfolio to include contracted energy with 10 wind and solar projects.

Snowy Hydro 2.0

In 2019 we commenced construction of the Snowy 2.0 project. This pumped-hydro expansion of the Snowy Scheme will link two existing dams, Tantangara and Talbingo, through a 27km underground tunnel and a new underground power station. It is a nation-building project that will underpin Australia’s transition to renewables.

The Snowy Scheme sits in the heart of Kosciuszko National Park. Snowy Hydro manages 6,400 hectares of the park and around 24,000 hectares of freehold land. This includes 600km of foreshore around storages including Jindabyne, Eucumbene and Tantangara.

FGJV

Future Generation Joint Venture (FGJV) is the principal contractor for Snowy Hydro’s Snowy 2.0, Australia’s largest committed renewable energy project. Bringing the combined engineering expertise of three companies – Italy’s Webuild (formerly Salini Impregilo), Australian-based Clough and US-based Lane Construction. The Future Generation teams deliver a wealth of experience to Snowy 2.0, each having been at the forefront of the design and construction of landmark projects in Australia and globally.

FGJV is planning, engineering and delivering the Snowy 2.0 project and aims to enhance and benefit the Australian community. We will create a positive and sustainable legacy for future generations while protecting the unique Snowy Mountains region.

Site Tour at Woolworths - National Distribution Centre

Wed, 22 May 2024 02:58:55 GMT

Exploring the Woolworths Auburn and Moorebank National Distribution Centres was a huge highlight for Zenergy. Spanning an impressive 75,000 square meters of floor space, equivalent to nearly five SCG playing fields combined, this state-of-the-art facility boasts cutting-edge automation that promises to revolutionise operations. With such vast capacity across both locations, Moorebank sets the stage for Woolworths to elevate its customer experience by offering an extended product range and ensuring enhanced stock availability in-store.

The Woolworths Group is set to inject approximately $700-$780 million into the technology and outfitting of these distribution hubs, in partnership with industry leaders Dematic and Vanderlande. Complementing this investment, Qube will contribute around $440 million towards constructing the distribution centers, solidifying Woolworths' commitment with an initial 20-year lease agreement.

Guided by Ben Armstrong , a Zenergy contractor, Giulia Giovagnoli and Kathleen Melville were treated to an exclusive tour of the expansive Auburn site. Zenergy are really excited to be part of the recruitment process for this groundbreaking project, due to open in 2024. The journey ahead promises innovation and growth, and we're thrilled to be at the forefront of this transformative venture.

Zenergy Insight Series - Pete Zmuda (West Gate Tunnel Project)

Thu, 16 May 2024 02:51:51 GMT

Pete Zmuda- West Gate Tunnel Project

The Zenergy Insights series, now in its 5 ^th year, is an interview series where we highlight and profile leaders in the health, safety & sustainability industry in Australian workplaces.

The Zenergy Safety Health & Sustainability team sat down with Pete Zmuda.

Pete, thanks for taking the time to answer some of our questions to share your views with our readers. To get things into perspective as to who you are, and how you fit in, you are the new Safety Director for the West Gate Tunnel Project, a 10 Billion Dollar Infrastructure project in West Melbourne. Tell me a bit about what that involves?

The West Gate Tunnel Project includes twin tunnels and an elevated motorway connecting the West Gate Freeway with the Port of Melbourne, CityLink and the city. It provides an alternative crossing of the Maribyrnong River to the West Gate Bridge and also involves upgrades to the road connections and the widening of the West Gate Freeway from the M80 Ring Road and Princes Freeway to Williamstown Road. I’ve recently taken on the role of Safety, Health, Environment and Training Director for the West Gate Tunnel Project and in addition to those functions I also take ownership of the project’s sustainability and permit teams. It’s a big job on a mega-project and I’m fortunate to have an amazing team to help deliver our part of a city changing infrastructure project.

As general overview, how did you end up getting into the WHS space as a professional in the first place and what kept you in it?

My interest in safety started when I took on a role as a Health and Safety Representative whilst working at the Animal Welfare League NSW. With that new-found interest and having a background in investigations, I landed a role as an investigator with Comcare and later a role with a large construction company as a Safety Advisor. Construction and infrastructure projects are amazing to be a part of in that you’re able to transition across industries to deliver different projects and keep learning along the way. I’ve been lucky enough to work across rail, roads, water jobs, heavy civil with drill and blast, commercial construction and others as well as moving into more corporate roles. It’s this constant change and continually learning that keeps me engaged and it’s always the people you work with that keep you in the job.

What have you found to be the biggest learning experience since starting your career in Safety?

Trying new things and pushing yourself outside your comfort zone is where the learning happens for me, but that’s probably the obvious answer. I’ve worked for and with some amazing people from whom I’ve learnt a great deal on my way up in my career and now I’m continuing to learn from the younger generations around me on what matters to them and what they need from a manager and leader. So, there’s something to be said for sticking with a manager and team you’re comfortable with, but gaining exposure to as many different people, styles, opinions and values offers more opportunity for you to learn and grow.

There is quite a lot of moving parts, and of course various risks involved in a mega project like the WGTP, how have you kept the team onboard with Safety, and keeping Safety a focus?

I’m fortunate that I’ve taken on a role from others that have set the project up to be in a good space and with a leadership team and broader supervisory team that has a real focus on safety and critical risks. In general, it’s easy to overload the team with Safety, Health and Environment stuff. The trick is to influence the culture with clear communications, setting high standards, challenging teams to improve and providing the support necessary for the teams to effectively manage risks. One of my favourite managers once said to me, ask yourself does it make it safer? If the answer is no, why are we doing it?

As someone with many years of experience within the industry, and exposure across some great talent, what do you look for with new recruits?

We can teach the technical elements of good SH&E management, but a good work ethic and the emotional intelligence to build effective and influential working relationships is much harder to find in a person you don’t know.

What suggestions or advice would you have for people trying to get into the industry?

There are probably two things. Firstly, it’s your reputation that’ll get your foot in the door not what you know, so get yourself in front of as many people as you can. It’s a very small industry. Get to networking events, attend the AIHS forums, put yourself out there and the right manager will recognise potential and your work ethic and give you a go. Secondly, don’t let imposter syndrome get you. Back yourself. Confidence will take you a long way as long as it’s with a healthy dose of humility.

How do you find balance in your week, considering career and life, and what's your go to, to switch off?

I have mixed feelings about this question. Work-life balance, work-life integration and all of these types of phrases seem loaded to me. Right now, I love my work and I don’t really feel a need to switch off but when times are stressful, I do have a few of ways to keep on top of that. Every night my wife and I walk the dog and decompress about our day – it’s not about fixing each other’s problems, just having an opportunity to vent knowing that we each understand what is going on is our lives makes a huge difference. Chuck in some good food, good company and being as active as I can in a very busy schedule helps find the right balance that is right for me.

Pete Zmuda - Safety, Health, Environment & Training Director

2024 Zenergy Leaders forum in Sydney CBD

Wed, 15 May 2024 02:47:58 GMT

Zenergy were proud to host 150 clients at the 2024 Zenergy Leaders forum in Sydney CBD last Thursday. Over breakfast on a wet Thursday morning, the attendees made up of industry leaders and executives, discussed how organisations are identifying, preventing and managing psychological risks, and what best practice looks like in a practical sense.

The panel were excellent and we would like to thank them for their contribution.

Deloitte Australia's chief human resources officer, Tina McCreery told Zenergy Group's leaders forum in Sydney yesterday that her "big four" accounting firm's new interventions target the risks associated with the way its workers work on both organisational and individual levels, but the strategies for the latter have the greatest impact.

She said Deloitte started identifying the psychosocial "hotspots" in its business two years ago, "getting underneath" the day-to-day issues impacting on workers' psychosocial wellbeing.

The firm is part of an industry that has been under the spotlight for its culture of overwork, including through an independent review that heard many EY Oceania workers were subjected to "insane pressure" and unreasonable project deadlines (see related article ).

McCreery told the forum that at the organisational level, Deloitte carried out engagement surveys, trained partners on mental health and engaged the executive board on these issues.

However, the protective measures the company implemented on the ground level, to manage the time workers spend on projects for clients, really made a difference, she said.

Deloitte introduced a range of interventions, including steps to determine at the start of an engagement what the project will look like in terms of flexibility needs, hours of work and contact hours, she explained.

It leveraged technology to solve some of the issues around the risks, including bots that can identify unreasonable hours and alert workers' "coaches" to step in and check in with an overworking individual "and see what is going on".

Other initiatives like "coaching conversations" mean workers are regularly asked how their work is impacting on their wellbeing, and any red flags are "routed to people to step in", McCreery said.

The "big shift" resulting from the intervention is that workers now feel comfortable raising psychosocial issues and are aware of all the escalation paths, so they are "putting their hands up much more" when they are not coping.

Fellow panellist Louisa Hudson, safety, security and wellbeing executive at Telstra, said companies can strike a good balance between individual and organisational level approaches.

She used organisational change as an example of a psychosocial hazard.

Organisational measures for this hazard include risk assessing and designing the change, taking into account all the factors that are likely to cause workers harm if it is not managed well, she said.

This could include the design of the change, the timeframe, and how the company will communicate with workers.

"Then you come down to that individual level and say... How will that change be felt at a local level?" Hudson said.

Companies need to consider how to ensure they understand what the vulnerabilities on the individual worker level will be to the change, in terms of things like workload, introduction of new processes, and introduction of new technology, she said.

They need to consider what to put in place to mitigate those risks.

Further, companies need to ensure they are educating and building the capacity of the workforce to understand the basics of psychosocial risk.

David Burroughs, Director at Australian Psychological Services, told the forum that 95 per cent of workers' psychosocial issues can be managed by with good leaders if they can identify the risks involved in the matter, whether they involve things like role clarity, reward and recognition, or role conflict.

"The space can be overcomplicated," he said.

If companies have leaders who understand what good work looks like, how their behaviour influences people's experience of working, and how to have a conversation around the actual work, they can solve most of the issues at that "localised level", Burroughs said.

Zenergy Leaders forum.

Pictured here, the Panel members. Left to right:

Panel Members:

Tina McCreery – Deloitte, Chief Human Resources Officer ( LinkedIn )
Louisa Hudson - Telstra, HSWE Executive ( LinkedIn )
Jim Kelly - SafeWork NSW, Director Health & Safe Design ( LinkedIn )
David Burroughs – Westpac, Chief Mental Health Officer ( LinkedIn )

If you would to get in touch with any of the panel please contact your account manager at Zenergy

Pictured here, the Zenergy team. Left to right: Garry Kelly, Megan Lively, Da niel Clancy, Giulia Giovagnoli, Devon Lowe, Charlene Galea, Kathleen Melville, Dean Woods, Jason O'Dowd.

Sample of documents from panel discussion

Safework NSW - Managing Psychosocial Hazards At Work

https://www.safework.nsw.gov.au/resource-library/list-of-all-codes-of-practice/codes-of-practice/managing-psychosocial-hazards-at-work

https://www.safework.nsw.gov.au/hazards-a-z/mental-health#regulations

Comcare against ADF - Charges over psychosocial risks to ADF member

https://www.comcare.gov.au/about/news-events/news/charges-over-psychosocial-risks#:~:text=Comcare's%20investigation%20identified%20alleged%20failures,a%20formal%20mental%20health%20assessment

Fairwork - Variation of modern awards to include a right to disconnect

https://www.fwc.gov.au/hearings-decisions/major-cases/variation-modern-awards-include-right-disconnect

Worksafe QLD - Psychosocial risk assessment tool

https://www.worksafe.qld.gov.au/__data/assets/pdf_file/0027/19476/psychosocial-risk-assessment.pdf

Psychological Health and Safety Strategy 2024-2026

https://www.safework.nsw.gov.au/resource-library/mental-health/psychological-health-and-safety-strategy-2024-2026

Zenergy Upcoming Leaders Forum

Mon, 22 Apr 2024 02:42:31 GMT

The annual Zenergy Leaders Forum is one of the premier events on the senior health, safety & sustainability calendar in Australia.

This is a non-ticketed invitation only event hosted by Zenergy. Attendee numbers at the Zenergy forum are 150 and will include executive, people and culture directors, CEO, COO and directors of health & safety and HSE personnel.

The topic for this year is “Integrated Psychosocial Risk Management”. All of the event information is below and reach out to your account manager at Zenergy for further details.

Groping dismissal highlights raised bar of consent

Mon, 22 Apr 2024 02:38:46 GMT

This article has been reproduced with permission from OHS Alert, and the original version appears at www.ohsalert.com.au .

A commission has cautioned that society's "significantly raised" bar for what constitutes consent for physical interactions is "even higher" in work-related environments, in upholding the summary dismissal of a worker for inappropriately touching a colleague.

In Perth, Fair Work Commission Deputy President Melanie Binet said that regardless of the intention of the worker, who claimed he was simply moving his female colleague "out of the way", his conduct was a valid reason for dismissal.

Workers should be "on notice" of the increased scrutiny of behaviours, given the extensive social discourse and media coverage on sexual harassment issues, she said.

"This is particularly so in the mining industry in Western Australia where a parliamentary inquiry [see related article ] focused community attention on the odious frequency of sexual harassment and assault of women in the mining industry."

The Deputy President added that recent amendments to the Commonwealth Fair Work Act 2009 that specifically identify sexual harassment as a valid reason for dismissal (see related article ) "reflect a societal recognition that sexual harassment has no place in the workplace in the same way as violence or theft don't".

The worker was an Alcoa of Australia Ltd advanced mechanical tradesperson when he was sacked for inappropriately touching the colleague in an office at Alcoa's Pinjarra Alumina Refinery in September last year.

The worker claimed he turned his back to the colleague to squeeze between her and a desk to go to speak to another person and his hands made contact with her lower torso.

Afterwards, the colleague's partner entered the office and found her visibly distressed. He confronted the worker, accusing him of grabbing the colleague's buttocks and squeezing it.

The issue was escalated, and the worker was summarily dismissed after an investigation concluded he sexually harassed the colleague by making "unwelcomed and socially inappropriate physical contact".

Alcoa found the worker breached codes and policies that he had been trained on, which stated that harassment was not determined by the intent of the person who engaged in the conduct but by the impact on the recipient.

The worker admitted touching the colleague but claimed this only occurred because the room was crowded. He said he did not intend to behave in a sexual manner and apologised to the colleague as soon as he found out she was upset.

He claimed unfair dismissal and sought reinstatement in the FWC.

Deputy President Binet found the worker's accounts of the incident were inconsistent, with the parts of the colleague's body that he touched changing in his various statements.

She accepted the colleague's evidence that the worker groped her in an "intimate sexual location" and his conduct caused immediate and ongoing effects to her health and wellbeing.

The worker could have waited until there was space for him to pass between the desks, requested the colleague to move from the gap or gently touched her arm to get her attention, the Deputy President said.

"There was simply no justification for him to turn his back then have his hands at [the colleague's] buttocks level, touch her buttocks and consciously push her out of his way," she said.

"I am not convinced that [his] conduct was intended to be entirely without a sexual nature," she concluded.

She stressed that even if she was wrong on this point, this type of unwelcome touching could objectively be seen as being capable of making recipients feel offended, humiliated or intimidated.

The Deputy President also slammed the worker's representatives for choosing "to follow a well-worn but discredited path of blaming the victim" by accusing the colleague of inviting the "accidental" contact by standing in the narrow walkway.

"Women should be able to attend their workplaces without fear of being touched inappropriately," she said in dismissing the worker's case.

"It is a sad inditement of the positive work that has been undertaken by employers, unions and regulatory bodies in the mining industry that young women like [the colleague] are still frightened to report incidents of harassment for fear of being ostracised."

Zenergy Team Outing Highlights

Mon, 22 Apr 2024 02:32:07 GMT

An Afternoon of Fun and Fierce Competition: Our Team's Lawn Bowls Adventure

In a show of teamwork and friendly competition, the Zenergy team recently got together for a fun outing at a local lawn bowls club. It was a beautiful autumn day, and there was plenty of laughter as everyone traded their work clothes for bowling shoes and hit the green for some laid-back competition.

As the games went on, the relaxed atmosphere quickly turned into a battle of skill and strategy. Laughter and friendly banter filled the air with each roll, and it wasn't long before the competitive spirit took hold, drawing everyone into the excitement.

Plans for more outings are already in the works, so it's safe to say that our lawn bowls adventure was a hit. Here's to more good times with this fantastic team!

Zenergy Safety Ladies’ Lunch Event Highlights

Tue, 16 Apr 2024 02:29:28 GMT

Empowering Women in Safety: Insights from the Zenergy Safety Ladies' Lunch

In March, Zenergy hosted the Safety Ladies' Lunch, bringing together women from diverse industries to exchange insights and forge connections. Attendees hailed from logistics, construction, infrastructure, manufacturing, and corporate sectors. This luncheon provided a valuable opportunity for women professionals in health and safety to unite, network, and collaborate within a traditionally male-dominated field.

Beyond simply a luncheon, the gathering offered a dynamic platform for sharing experiences and strategising ways to enhance safety across various workplaces. By leveraging their collective expertise and resources, these women are not only shattering barriers but also effecting tangible change in their industry. A significant takeaway emphasised the importance of maintaining connections and sharing insights. Attendees, ranging from seasoned experts to emerging talents, shared success stories and innovative approaches, united by a shared commitment to workplace safety and wellbeing.

Collaboration proves essential in addressing complex health and safety challenges. The Zenergy luncheon cultivated an environment conducive to collaboration, where participants exchanged best practices and discussed emerging trends. By pooling their knowledge and resources, these women are driving substantial progress in their field.

The event offered a supportive space for women in safety to cultivate relationships, seek mentorship, and exchange contact information for potential future collaborations. As the Safety Ladies' Lunch concluded, attendees left feeling inspired and invigorated. With plans already underway for future gatherings, the next Zenergy ladies lunch will be September 2024.

Safety blitz to prevent deaths and injuries from construction falls

Tue, 16 Apr 2024 02:21:16 GMT

WorkSafe Victoria recently launched a statewide blitz to tackle fall risks on building sites, such as unsafe or incomplete scaffolds, inappropriate ladder use, steps, stairs and voids or falling from or through roofs.

The initiative was launched after nine Victorian workers died in 2023 as a result of falls from height, including four in the construction industry. The number of accepted workers’ compensation claims from construction workers injured in falls from heights also increased to 441 – up from 421 in 2022 and 404 the year before.

Construction continues to be the highest-risk industry for falls from heights, making up a third of the 1352 total falls from height claims accepted last year.

Of the construction workers injured, 160 fell from ladders, 46 from steps and stairways, 31 from buildings or structures, 27 from scaffolding, and 13 from openings in floors, walls or ceilings.

WorkSafe Victoria executive director of health and safety, Narelle Beer, said inspectors would be out in force with an extra emphasis on ensuring employers are doing everything they can to prevent falls.

“As a leading cause of injury in the construction industry, falls from height is always a priority for our inspectors – but they will be making this a particular focus as they visit building sites over the coming weeks,” Beer said.

“The safest way to prevent falls is to work on the ground. Where that’s not possible, employers should use the highest level of safety protection possible, such as complete scaffolding, guard railing and void covers.”

Beer said WorkSafe Victoria can and will take action against employers who fail to ensure the highest level of risk control measures are in place to protect workers from falls.

“A fall can happen in just seconds and it can turn your world upside down – so there’s no excuse for taking shortcuts when working at heights,” she said.

The statewide blitz will be supported by fall prevention messaging across social media, newsletters and online, reminding employers and workers that fall can be fatal or cause life-changing injuries.

Source: Australian Institute of Health & Safety (AIHS)

Medicinal cannabis keeps worker away from opioids

Thu, 11 Apr 2024 02:40:18 GMT

This article has been reproduced with permission from OHS Alert, and the original version appears at www.ohsalert.com.au .

An injured worker has proved that medicinal cannabis is a reasonable treatment his employer should pay for, even though it has not improved his functionality.

The medical evidence in the case included differing views on how effective cannabis oil treatment was for the worker, and whether it should be used, NSW Personal Injury Commission Member Jill Toohey noted.

But there was no dispute that it significantly reduced the severe pain caused by his work injury, and allowed him to stop taking "high-risk medications" like addictive opioids, she found.

The worker was injured lifting a 100kg bed while working as a maintenance officer for Leading Edge Maintenance Services in 2017.

The employer accepted liability for his lumbar spine injury, and agree to refer him to have his whole person impairment assessed to pursue lump sum compensation, but refused to pay for his cannabis oil treatment.

In the PIC , the worker argued cannabis oil was a reasonable medical treatment under section 60 of the NSW Workers Compensation Act 1987.

He told the Commission his work injury caused him increasingly debilitating pain for which he was admitted to hospital some 15 times.

He had been using cannabis oil since a 2019 trial prompted by his doctors' concerns over his increasing use of opioids, he said. The treatment provided significant relief and allowed him to stop taking opioid medication, but self-funding the treatment came at a "huge financial burden", at $1,500 per month, he contended.

The worker argued the employer's objection to cannabis oil as a treatment was not in keeping with modern medicine.

The use of cannabis oil was now well recognised as a reasonable medical treatment by the Commission, he argued, citing the recent PIC presidential decision, Couch v Electus Distribution Pty Limited [2023] NSWPICPD 8 (see related article ).

In Couch, President Judge Gerard Phillips quashed a decision denying a worker an entitlement to medicinal cannabis for chronic pain from a work injury. He affirmed that the criteria for determining claims for reasonably necessary treatment, from Diab v NRMA Ltd [2014] NSWWCCPD 72 , were:

the appropriateness of the treatment;
the availability of alternative treatment and its potential effectiveness;
the cost of the treatment;
the actual or potential effectiveness of the treatment; and
the acceptance by medical experts of the treatment as being appropriate and likely to be effective.

The President Judge noted that this was not a "confined list of matters" that claimants needed to establish, and each case must be determined on its own facts.

In the case at hand , Leading Edge told the PIC the worker's medical reports raised questions over whether the cannabis oil treatment was helping him, showing he was sleeping up to 16 hours a day and his physical presentation was "bizarre".

The worker did not appear interested in pursuing alternative treatments, instead moving onto an addictive option that decreased his pain but did not improve his functionality, it argued.

Leading Edge's pain medicine specialist reported that the worker was advised to consult a pain management team and undertake exercise programs, but opted to go with medicinal cannabis treatment over a prolonged 18-month "trial", which was not medically appropriate and resulted in his function deteriorating.

Member Toohey agreed the evidence showed the worker's functioning had not been improved by medicinal cannabis.

But the pain medicine specialist was wrong to conclude the treatment had not benefited him, given his pain was reduced to a point where he was able to wean himself off highly addictive opioid medication, she said.

The fact that the treatment had not improved the worker's functioning was not a determinative factor of its effectiveness under the Diab criteria.

"There are difficulties with [the worker's] evidence," Member Toohey acknowledged. "There are differing views about how effective treatment with cannabis oil is and whether it should be used at all, and he has only undertaken some of the forms of alternative treatment that have been recommended," she said.

However, there was enough evidence to find that cannabis oil was a reasonably necessary treatment for his work injury, after considering the criteria from Diab, she found.

Zenergy Insight Series - Evelyn Dougal (Redbull)

Charlene.Galea@zenergygroup.com.au (Charlene Galea) — Thu, 21 Mar 2024 00:47:09 GMT

Evelyn Dougal - Redbull

The Zenergy Insights series, now in its 5 ^th year, is an interview series where we highlight and profile leaders in the health, safety & sustainability industry in Australian workplaces.

Originally hailing from North West Ireland, Evelyn relocated to Australia almost 10 years ago. She has been responsible for safety and risk management in a range of industries including Manufacturing and Property and in 2023 joined Redbull as their Safety, Health, and Wellbeing Manager for Australia.

Evelyn it is great to sit down today, we appreciate you taking the time out to share your views with our readers.

Back to the beginning, how did you become a WHS Professional?

Like many in the WHS profession, it was originally unintentional, it was a career change when I moved to Australia in 2016, before this I was working in the Pharmaceuticals industry in Ireland. I got my first position in Sydney supporting a WHS Team within a large property management company and I really enjoyed it. It was more people centric and allowed me to use my problem solving, analytical and communication skills. I ended up extending and staying with the company for a year and that set me off on a career trajectory where I have recently been appointed to the exciting position with Redbull.

What factors are important for you to be good in your roles?

I have worked in operations in blue and white-collar industries and what has helped me in all areas is solid communication and interpersonal skills. Fundamentally speaking, I have built relationships throughout my career by simply being helpful. Where capacity exists, this would mean supporting teams or individuals beyond their expectations. This has bode well for me throughout my career and has been the foundation of my reputation in the past. These are the foundation to building relationships with employees at all levels and other stakeholders at business level for example contractors. In my experience, other important factors include strong influencing skills in order to get buy in and support for initiatives and of course keeping up to date with regulation and best practice.

You just mentioned ‘best practice’, what do you notice among ‘best practice’ organisations and how they manage risk?

For me it is about shifting the dial from a reactive culture to a proactive culture. Identifying risk and areas of concern and importantly when it is reacting, addressing and working through issues in a methodical and supportive manner. Organisations that focus on hazard identification and regular and spot training, as well as thorough role definition and clarity. Getting everyone involved in initiatives and recognising good practice – that’s were influential skills come are useful.

Learning from the past. Proactive investigations. Striving to make things better and safer for everyone.

What are some of the things you are doing at Redbull to manage psychosocial risk and hazards?

At Redbull we have a strong focus on employee wellness and wellbeing and focus on creating a supportive and open environment. We have channels for our team members to talk in confidence regarding psychosocial risk and concerns. We are about the carry out a psychosocial assessment using surveys (People at Work), interviews and employee feedback. The recommendation and actions plan will be specific to the finding from this study. As part of this we will be offering Mental Health support training to all Managers and Supervisors in how to recognise signs of distress and initiate a supportive conversation.

What is most satisfying or enjoyable part of your role?

I am very people focused so helping people and being able to come up with solutions to support our workforce is highly satisfying. Part of my remit is also fleet management which has been a great business to work with and some learning. It’s an energetic, vibrant organisation where there is a can-do attitude and I think this comes down to our brand and the types of people who have attracted to work at a company like Redbull.

How do you fill your time outside of work? Or do you have any passion projects that keep you busy? I love catching up with friends and going for a wine or trying a new restaurant. I also love spending time by the sea and in the water whether it is going for a swim, diving, spending time at the beach and recently I’ve got myself a surfboard and been taking lessons. I am still more of a paddler than a surfer!

Thank you Evelyn, it’s been great to talk with you and I am excited to hear about your accomplishments at Redbull in 2024!

Devon Lowe

Zenergy's tour at Frucor Suntory

Thu, 29 Feb 2024 00:42:44 GMT

Exploring the Frucor Suntory office in North Strathfield marked a recent highlight for Zenergy. Guided by Sasha Abram , the Health Safety and Wellbeing Director, Kathleen Melville and Giulia Giovagnoli highly valued the opportunity to tour Frucor Suntory's cutting-edge office, especially following the recent placement of their HSE Manager, and gained invaluable insights into Frucor's ambitious growth plans for the upcoming year.

Frucor Suntory stands as a prominent player in the Oceania beverage industry, notably dominating the energy drinks market in Australia and New Zealand. Zenergy is thrilled to partner with such a growing enterprise, currently embarking on an exciting new chapter. By harnessing the best of Suntory from across Australia and New Zealand, Beam Suntory, and Frucor Suntory, they are creating a new multi-beverage powerhouse – Suntory Oceania. Zenergy is eagerly embracing the chance to be part of this journey.

This tour offered us an insider's perspective on their beverage offerings and even affords us the opportunity to sample their products.

What are the WHS implications of the “right to disconnect”

Wed, 28 Feb 2024 00:36:46 GMT

What are the WHS implications of the “right to disconnect”

Workers will be able to refuse to monitor, read or respond to contact from their employer as part of a new law which grants them the “right to disconnect” from work outside of normal working hours, unless the refusal is unreasonable.

The Closing Loopholes Bill No. 2, which was recently passed by federal parliament, was one of the more contentious rights granted under the legislative changes.

Greens Senator Barbara Pocock said the newly legislated right will make a difference for workers who are not paid for being available and who donate many unpaid hours to their workplace.

“In implementing this right, we are playing catch up with 20 other nations who have already acted on this massive problem,” she said.

“This change will help workers protect their mental health and improve work-life balance. It will especially help those in insecure jobs who need that legislative backup.”

Shadow Minister for Employment and Workplace Relations Michaelia Cash said the law opens up another level of complexity for businesses at a time when they are doing it very tough.

“In a country with five time zones during the summer months and in a globally competitive economy, it’s not clear how this will help increase productivity in the workplace,” she said.

Employers also took issue with the law, claiming they are impractical and will add unwarranted conflict and uncertainty into workplaces.

“There are already provisions in the Fair Work Act and awards that regulate the extent to which employees can be unreasonably required to work outside normal hours,” said Innes Willox, chief executive of employer association Ai Group.

“These changes were unfortunately added into the mix at the last moment, without being properly thought through, with a view to securing the Greens’ support for the passage of the rest of the legislation.”

Unions welcomed the passing of the Bill and said the law will give new rights to casual and gig workers, protect road transport workers, and provide new rights for workers to disconnect from work when they are not being paid.

“For the first time, all Australian workers will have the right to refuse unreasonable, unpaid work such as the expectation they will monitor and respond to emails out of hours in which they are being paid,” said ACTU secretary Sally McManus.

Long working hours have recently come under increased scrutiny, especially following COVID and a widespread trend for workers to put in longer hours given many no longer had commutes and found it difficult to disconnect as their workplace and home became one and the same.

A Centre for Work Health and Safety survey found that, due to the ability to work from home, employees were working longer hours, experienced increased demands from their superiors or found it hard to ‘switch off’ from work outside of work hours.

Another survey by the Centre for Future Work found that 71 per cent of employees had worked outside their scheduled work hours often due to overwork or pressure from managers.

The survey found that the most commonly experienced negative consequences of overtime work were physical tiredness (35 per cent), followed by stress and anxiety (32 per cent), and being mentally drained (31 per cent).

Parliamentary inquiries have also examined how the advancement of technology has led to “availability creep”, where employees feel they need to be available all the time to answer emails, calls or simply deal with their workload.

“This has only been exacerbated by the pandemic,” the Select Committee on Work and Care Interim Report stated.

“Availability creep impacts mental health, exacerbates work-life stress, impacts on productivity and takes workers away from a fair day’s work for a fair day’s pay.”

The new “right to disconnect” law contains important exemptions for employers where after-hours contact would be considered reasonable.

In certain industries and occupations, the right of disconnect will be limited because of the need to monitor certain work-related communications.

Employers would also be able to contact workers about matters such as rostering and shift work, in an emergency, where there is a WHS concern, or where a worker receives appropriate compensation.

In taking into account whether a refusal by an employee is unreasonable, a number of employee-related matters must also be considered, including the nature of the employee’s role and the employee’s level of responsibility, and the employee’s personal circumstances (including family or caring responsibilities).

Source: Australian Institute of Health & Safety (AIHS)

Nominations Now Open - Australian Workplace Health & Safety Awards 2024

Wed, 28 Feb 2024 00:33:48 GMT

The Australian Institute of Health & Safety , in partnership with Zenergy Safety, Health & Wellbeing , are proud to announce that nominations are open for the 2024 Australian Workplace Health & Safety Awards! After the high calibre of entrants in 2023, we look forward to an even bigger awards season.

The awards provide national recognition to organisations and individuals demonstrating excellence and innovation in the field of workplace health & safety.

Nominations open: 19th February 2024

Nominations close: 1st May 2024 No

Finalists announced: Week commencing 11th June 2024

Awards Gala Dinner: 29th August 2024 in Sydney

The awards will recognise 12 individual and organisational achievements, across 9 award categories.

2024 Categories

Award 1: Australian WHS Champion (CEO) of the Year
Less than 1,000 employees
Greater than or equal to 1,000 employees
Award 2: Australian WHS Leader of the Year
Less than 1,000 employee
Greater than or equal to 1,000 employees
Award 3: Australian WHS Emerging Leader of the Year
Award 4: Australian HSR of the Year
Award 5: Australian WHS Team of the Year
Award 6: Best WHS Health & Wellbeing Program
Award 7: Best WHS Learning & Professional Development Program
Award 8a: Best WHS Technology Innovation
Award 8b: Best Technology Deployment & Adoption

We invite you to nominate your organisation or an individual in your organisation for the awards at via the link below. Organisations of all sizes are encouraged to nominate individuals or initiatives they believe are worth of the recognition

For further information reach out to the team at Zenergy on 1300 333 400

After the HUGE success of the 2023 Australian Workplace Health & Safety Awards (AWHSA), the Australian Institute of Health & Safety (AIHS), invite you to partner with us by way of sponsorship in 2024

2023's Award Category Sponsors:

Check out the photos from last years Gala Awards

Zenergy Team Celebration Event Highlights

Mon, 19 Feb 2024 02:36:14 GMT

Celebrating Success and Hard Work

In a spirit of camaraderie and good vibes, the Zenergy team recently organised a fantastic outing to the Northern Beaches. Under the warm summer sun and against the backdrop of Manly Beach, laughter resounded as our team, including the Melbourne crew who flew up to Sydney to join in, united for a day of connection and celebration.

We couldn't be more thrilled with the accomplishments of our Zenergy Safety, Health & Wellbeing team and the remarkable effort they've put in together.

Zenergy Newsletter December 2023

wow@shazamme.com (Default Author) — Mon, 15 Jan 2024 04:46:53 GMT

Health, Safety & Sustainability 2023 Wrap Up

The past year has been filled with many great success stories and we are truly grateful for the support from our industry colleagues over the past 12 months.

2023 at Zenergy, has been a year of growth and highlights, we welcomed 4 additional high level recruitment professionals that have made an instant impact to our team and to our candidates and clients.

Throughout the year we held numerous events, forums, breakfast seminars and initiatives, culminating in October with our partner the AIHS, we hosted the 2023 Australian Workplace Health & Safety Awards in Melbourne. With record attendance and award submissions this has grown to be the premier industry awards and something we are extremely proud of. Watch this space for the awards next year in Sydney in September.

To all of our clients, candidates and colleagues we want to take this opportunity to say a heartfelt thank you to you and to wish you and your families a happy, peaceful & present holiday season and new year.

We look forward to reconnecting with you in 2024.

Zenergy Updates and Events

Welcome to the Team

In 2023 we have have welcomed several new Zenergy staff including our new Head of Temporary and Interim Solutions, Stuart Jeltsema along with Recruitment Consultant, Megan Lively who has joined the Victorian office.

Zenergy Client Visits

CSR

Exploring the CSR Gyprock Wetherill Park site through a guided tour was a recent highlight for us at Zenergy. Kathleen Melville and Giulia Giovagnoli gained a firsthand understanding of CSR Limited's day-to-day production of gyprock plasterboard. This immersive experience delved into the entire manufacturing process — from raw gypsum to mixing, heating, drying, and the final product being loaded onto trucks.

The tour not only provided valuable insights into the intricacies of gyprock production but also offered a comprehensive view of the site's expansion and the thriving business it supports. Witnessing the manufacturing journey from start to finish was not only informative but also exciting, highlighting the growth and success of the site.

Team Global Express

Recently, two members of our Melbourne team, Daniel Clancy and Megan Lively , had the privilege of embarking on a captivating site tour hosted by our esteemed client, Team Global Express.

Guided by industry expert Lavan Ruban , the HSW Manager at Team Global Express, Daniel and Megan were immersed in a firsthand experience of the state-of-the-art parcel sortation system and operational intricacies across their 50,000m² warehouse located in Melbourne. Throughout the tour, they gained valuable insights into the meticulous risk management practices in place. Lavan took great pride in showcasing the company to the Zenergy team, offering profound insights into the significant impact Team Global Express has in the Australian business landscape.

Health, Safety & Sustainability Job Market 2023

The Zenergy WHS Job Opportunities Index maintains exceptional strength and resilience, defying the current trend of economic softening and declining consumer confidence. While uncertainties persist regarding the sustainability of these record levels, the WHS job market remains robust amid economic fluctuations.

Industries including manufacturing and retail are at an all-time high in WHS opportunities in 2023 and we foresee this trend to remain in place through 2024. The energy industry, particularly renewables, supported by a generational federal spend in grid enhancement and carbon reduction, this is having a cascading effect in employment requirements across multiple supporting industries and will be evident in 2024. Changes in government has softened new infrastructure spend and traditionally strong employers including public sector transport organisations will see reduced staffing needs in 2024.

Regional Demand for WHS Professionals

The % of WHS job opportunities available by sector in July 2023

Consistency characterizes the national job market's strength across major employment regions since the beginning of the 2022 calendar year, maintaining proportional shares within the market. Approximately one-third of WHS job opportunities are situated in NSW, while QLD and VIC also hold substantial portions of the job market. Smaller employment markets like ACT,
NT, TAS, and to some extent SA, encounter greater volatility due to their lower volumes of opportunities. Nevertheless, these regions have also displayed robust performance.

Zenergy Team Outing

We could not be prouder of what our Zenergy Safety, Health & Wellbeing team has achieved together over the past year and most notable of all, doing it with a warmth and camaraderie that makes it an absolute pleasure coming to work each day!

This our Sydney & Melbourne team celebrating our hard work and success at the famous Cafe Sydney.

Chain of Responsibility (CoR) eLearning Course

This online course introduces you to requirements and obligations of Fatigue Management, Speed Compliance and Heavy Vehicle Safety and Roadworthiness, Load Management including Mass and Dimension and Load Restraint as they relate to Chain of Responsibility and the Heavy Vehicle National Law and the key aspects of these risks and how to manage them in accordance with the Heavy Vehicle National Law

Module 1. Fatigue Management

Module 2. Speed Compliance.zip

Module 3. Roadworthiness

Module 4. Load Restraint

Module 5. Mass and Dimension Limits

Get this course for $165.00 - Click Here

Zenergy Health, Safety & Sustainability

25 Brisbane Street, Surry Hills, Sydney, NSW 2010

1300 333 400

www.zenergygroup.com.au

Company fined $60,000 for exposing workers to trench collapse risk

wow@shazamme.com (Default Author) — Fri, 08 Dec 2023 01:19:15 GMT

Company fined $60,000 for exposing workers to trench collapse risk

This article has been reproduced with permission from AIHS, and the original version appears at https://www.aihs.org.au.

A company recently pleaded guilty and was fined $60,000 in the Goondiwindi Magistrates’ Court, Queensland, for exposing workers to the serious risk of a trench collapse.

The defendant was engaged by the Goondiwindi Regional Council in 2021 to locate a leak in an underground filtered water supply pipe. The pipe was located approximately 2.2 metres underground and a trench was dug to a depth of approximately 2.5 metres.

On 16 June 2021, the defendant directed two workers to climb into the trench to repair the pipe in a bid to fix the leak. This direction exposed the workers to significant risk if the wall of the trench had collapsed. There was no risk assessment undertaken, no safe work method statement and no supervision or training provided to the workers excavating the trench. Although the trench did not collapse, the workers were exposed to chlorine gas leaking from the pipe as it was being repaired. The following day the defendant completed a risk assessment and enlarged the trench.

The court heard there was clear guidance from both the Work Health and Safety Regulation 2011 and Excavation work Code of practice about what the defendant was required to comply with. The presiding magistrate acknowledged the purpose of the Work Health and Safety Act 2011 – to ensure the health and safety of workers and workplaces – and that there was sufficient guidance available to the defendant to comply.

The court noted the defendant was engaged in excavation work and determined they knew the risks involved, which was demonstrated after the incident when fixes were made at minimal cost. The magistrate said it was fortunate no injuries were sustained by the workers. The court accepted the defendant had entered an early plea of guilty, had no prior convictions, cooperated with the investigation, and addressed the risk post-incident.

The defendant was fined $60,000 plus court costs, with no conviction recorded.

Record $2.31m recklessness fine follows four deaths, sends safety warning to company officers

wow@shazamme.com (Default Author) — Tue, 05 Dec 2023 00:54:14 GMT

Record $2.31m recklessness fine follows four deaths, sends safety warning to company officers

This article has been reproduced with permission from OHS Alert, and the original version appears at www.ohsalert.com.au .

Company executives must ensure systems are in place to deal with non-compliance with safety requirements and those systems are properly monitored, a regulator has stressed after an employer was handed a record recklessness fine relating to the deaths of four police officers.

The NSW Downing Centre Local Court found an appropriate penalty for Connect Logistics Pty Ltd's breaches of the Heavy Vehicle National Law was $2.8 million, before reducing this to $2.31 million to reflect the company's guilty plea.

This was the highest fine ever imposed under the HVNL, National Heavy Vehicle Regulator prosecutions director Belinda Hughes said.

Connect Logistics was also barred from operating for 12 months, while its managing director Corey Matthews was convicted and fined $22,500 and placed on a supervisory intervention order, Hughes said.

"This case demonstrates the national reach of the HVNL, with the company and managing director based in NSW, but the incident occurring in Victoria," she stressed.

In April 2020, a truck engaged by Connect Logistics was travelling along Melbourne's Eastern Freeway when the driver, Mohinder Singh, fell asleep at the wheel and the vehicle crashed into two police cars involved in a traffic stop, killing the four police officers.

Singh, who was driving under the influence of drugs, was eventually jailed for at least 14 years and six months, while Connect Logistics and Matthews were charged with breaching NSW's version of the HVNL, and Singh's Connect Logistics supervisor Simiona Tuteru was charged with four counts of manslaughter under Victorian law.

The Victorian Director of Public Prosecutions subsequently withdrew the manslaughter charges against Tuteru, and sought to prosecute him for allegedly recklessly breaching his HVNL duty as a party in the chain of responsibility for a heavy vehicle by allowing Singh and others "to drive in excess of their permitted work or rest hours".

As reported by OHS Alert, the Victorian Court of Appeal recently cleared the way for the DPP to pursue that matter.

In the NSW case at hand , Local Court Magistrate John Arms heard Connect Logistics was charged with a category-1 recklessness offence under the HVNL for failing to implement systems to properly manage its truck drivers' fatigue and fitness for duty. He heard Matthews was charged with failing to exercise due diligence to ensure his company complied with its safety duties, and stressed that a company director cannot put "his hands over his ears and his eyes" to avoid safety responsibilities.

Prior to the quadruple fatality, Matthews became aware of problems with his drivers' time sheets and took some steps to address the issue, but then "accepted the word of someone that was [part of] the problem" that the issue had been resolved, and "didn't do anything further", the Magistrate said.

An NHVR investigation found that in the seven months leading up to the deaths, more than 40 per cent of Connect Logistics' driving shifts featured one or more fatigue-related breaches, and the supervisor checked and endorsed more than 500 of the 800-plus offending shifts. It found falsified timesheets were approved by senior management and no non-conformance reports were issued to any drivers.

In a report on the case, the NHVR said key takeaways for executives include that they must have a system in place to deal with non-compliance with HVNL provisions, monitor adherence to the system, and proactively ensure compliance-related activities are occurring, instead of relying on the word of others.

"There is no point having procedures and policies where the drivers are not aware of them or trained in them," the NHVR said.

"Responses to any breaches of the HVNL must be real and timely. As an executive, remain proactive in your organisation's business activities and request regular briefings from your staff to ensure you remain up to date with developments and risks," it said.

"As an executive you cannot push your responsibility onto others."

In a statement, NHVR CEO Sal Petroccitto said "chain-of-responsibility requirements form part of the HVNL primary safety duty and executives are required to exercise due diligence to ensure a company complies with this duty".

"This tragedy is a sobering reminder of the consequences that can occur when there is a failure to ensure safe transport activities," he said.

"Fatigue is one of the leading factors that affects safety and heavy vehicle crashes, and this catastrophic incident exemplifies what can happen when fatigue management requirements are blatantly ignored."

What are the Responsibilities and Obligations for Drivers under the Heavy Vehicle National Law and Chain of Responsibility?

wow@shazamme.com (Default Author) — Mon, 27 Nov 2023 02:29:53 GMT

Fatigue

Under fatigue management laws - a driver must not drive a fatigue-regulated heavy vehicle on a road while impaired by fatigue or in breach of work and rest hour requirements. Outlined below are some of the top fatigue-regulated requirements:

As a driver of a heavy vehicle you need to ensure you are fit for duty for each shift. This means you have had sufficient rest, so you are not fatigued and you are not under the influence of drugs or alcohol. You need to recognise the signs of fatigue. If you feel fatigued you should not drive and stop driving, have a rest break and notify your supervisor or scheduler you are fatigued.
You need to comply with the maximum work hour and minimum rest hour requirements as set out in the legislation. If issues such as delays prevent you from complying, discuss this with your supervisor or scheduler immediately.
Fatigue Record Keeping - Under the Heavy Vehicle National Law as a driver you must provide your Record Keeper with the yellow copy of your Work Diary sheet within 21 days of its creation.

Speed

Under speed management laws a driver must not drive at a speed over the speed limit applying to the driver for the length of road where the driver is driving:

You must obey all speed limits, follow all road rules and drive to suit the weather, traffic and road conditions.
You must not adjust or tamper with speed limiters. This is a serious offence. If you are concerned the speed limiter in your vehicle is not working correctly notify management immediately so it can be rectified.
If you have concerns about the time allowed for trips or delivery schedules talk to your supervisor or scheduler so you do not feel pressured to meet the delivery schedules.

Load Restraint

As a driver the things you should be doing to ensure you comply with the Load Restraint requirements are:

Ensure the packaging on the goods loaded on your vehicle to be transported are in good condition. If not, you should refuse to transport the load until it has been rectified by the loading staff.
You need to eliminate low and very low friction situations in the load by placing it on timber or rubber and follow the correct dunnage practices.
You need to eliminate gaps in the load and wherever possible block that load against a rated headboard.
You need to use the correct number of restraints as per the NTC Load Restraint Guide or certified load restraint system.

Mass and Dimension

Under no circumstances a heavy vehicle should exceed its vehicle mass and dimension limits and as a heavy vehicle driver this means you need to:

Select the right vehicle or combination for the load. For example: ensuring adequate load carrying capacity, and avoiding excessive overhang.
You need to ensure that you know the mass and dimension limits of your heavy vehicle or combination. If you don’t know, you need to find out checking with the supervisor.
You need to review the load documentation, such as dispatch dockets or manifests prior to loading and ensure that the load doesn’t exceed your allowable limits.
You need to position the load so it does not cause overloading of an axle group. Wherever possible check actual weights and dimensions using weighbridges or tape measures. Where overloads or other breaches are identified you need to readjust your load before proceeding.
You need to obtain the required documentation such as permits and container weight declarations prior to commencing the journey and carry these with you.
You need to ensure Oversize Overmass loads comply with notices and permits.
When out on the road you need to remain vigilant and adhere to road warning signs such as restricted roads, tunnels and bridges with a load clearance.

Heavy Vehicle Safety and Roadworthiness

If you are an owner driver and purchasing a heavy vehicle, you need to ensure it complies with Australian Design Rules and all vehicles need to be registered.

You need to ensure vehicles are serviced as a minimum as per the manufacturer’s recommendations. However, services may need to be more frequent depending on operating conditions, for example, frequent operation on unsealed roads. You should know when your vehicle had its last service or when it is due for the next service.
All maintenance and repairs should be carried out by a person with appropriate skills, experience and qualifications.
You need to conduct a daily visual pre-start safety check to detect problems with critical safety components. If you identify a vehicle is unsafe or defective during your pre- start or any stage during your shift you need to notify your mechanic as soon as possible to get it rectified.

Zenergy eLearning Program – Chain of Responsibility (CoR) for HV Drivers

Zenergy has a range of Chain of Responsibility (CoR) eLearning training topics including Heavy Vehicle National Law and Chain of Responsibility (CoR) for Drivers. This course is designed for heavy Vehicle Drivers and introduces the requirements of the Heavy Vehicle National Law (HVNL) and Chain of Responsibility and how it relates to you as a heavy vehicle driver.

Click on the following link to review further course details:

https://whs.talentlms.com/catalog/info/id:133

Zenergy – Heavy Vehicle National Law and Chain of Responsibility (CoR)

Zenergy experienced consultants can assist in the development of CoR Transport Safety Management System (TSMS) documentation and conducting independent audits of your Management System documentation for management of transport safety including Chain of Responsibility (CoR) provision to ensure meets their responsibilities under the Heavy Vehicle National Law (HVNL).

For more information on our services feel free to email us at info@zenergygroup.com.au or call 1300 333 400.

What are the Mass and Dimension Requirements under the Chain of Responsibility?

wow@shazamme.com (Default Author) — Fri, 10 Nov 2023 03:02:26 GMT

Heavy Vehicle National Law (HVNL) and Chain of Responsibility (CoR)

Under the Heavy Vehicle National Law:

“Parties in the supply chain must ensure the vehicle, the vehicle’s components and load, comply with the mass requirements applying to the heavy vehicle.”
“Parties in the supply chain must ensure the vehicle, the vehicle’s components and load, comply with the dimension requirements applying to the heavy vehicle.”

Under the Heavy Vehicle National Law and the specific Chain of Responsibility Duties no heavy vehicle may travel on a road when loaded in excess of its allowable mass and dimension limits. General dimension and mass limits apply to all heavy vehicles, unless operating on approved route or under an accreditation or exemption, or a permit that allows an approved increase in mass and dimension limits at that time.

Overloaded and oversize heavy vehicles have a disproportionate impact on public infrastructure and where an overloaded heavy vehicle is involved in a crash, the likely outcomes are more serious. Mass can also be an issue in heavy vehicle stability. High, dense loads result in a high centre of gravity and can increase the risk of roll-overs.

Mass, dimension and restraint can also be related because a poorly restrained and distributed load can result in instability, and it can result in other vehicle and road surface impacts.

Mass Limits

Mass limits are set according to the following mass management options which include:

General Mass Limits (GML)
NHVAS Concessional Mass Limits (CML)
NHVAS Higher Mass Limits (HML)
Over-size and Over-mass Permit or Notice
Grain Harvest Mass Management Scheme
Livestock Loading Mass Management Scheme

General Mass Limits, or GML apply to all heavy vehicles and is the allowable mass unless the vehicle is operating under an accreditation or an exemption under the HVNL. The National Heavy Vehicle Regulator or NHVR, has developed a “Common Heavy Freight Vehicle Configurations” chart that can be used for guidance.

Concessional Mass Limits (CML) allow a heavy vehicle to operate mass limits 5% above the GML where the Operator is accredited under the National Heavy Vehicle Accreditation Scheme (NHVAS).

General Dimension Limits

General dimension requirements may relate to the dimensions (width, height, length, overhang) of a:

Heavy vehicle or combination (together with its equipment);
Component of a heavy vehicle or combination; and
Heavy vehicle’s load.

The general WIDTH limit for a vehicle is 2.5 metres.

The general HEIGHT limit for a vehicle is 4.3 metres.

The maximum allowable length of a heavy vehicle is:

For a combination other than a B-double, road train or a car carrier—19 metres
For a B-double—25 metres
For a road train—53.5 metres
For a car carrier —25 metres
For another vehicle—12.5 metres

Managing Mass & Dimension Limits in your Business

The general requirements for Managing Mass & Dimension Limits in your Business include:

Conducting a risk assessment of your mass and dimension obligations.
Documenting mass and dimension limit policies and procedures that outline the control measures.
Consulting with other parties on how they manage mass and dimension requirements – for example, requesting a copy of their mass & dimension risk assessment, policies and procedures.
Conducting regular contract reviews of the effectiveness of controls implemented by others in the supply chain.
Ensuring contracts and agreements do not contain incentives that may cause or encourage the parties to breach mass and dimension requirements.
Ensuring Commercial arrangements include prescriptive requirements to comply with legal obligations.

Zenergy eLearning Program – Chain of Responsibility (CoR) for Operational Staff

This course includes Module 5. Mass and Dimension Limits – Provides an overview of the Heavy Vehicle National Law (HVNL) and Regulations requirements and obligations for Mass and Dimension Limits.

Click on the following link to review further course details: Chain of Responsibility (CoR) for Operational Staff

Zenergy – Heavy Vehicle National Law and Chain of Responsibility (CoR)

Zenergy experienced consultants can assist in the development of CoR Transport Safety Management System (TSMS) documentation, conducting independent audits of your Management System documentation for management of transport safety, including Chain of Responsibility (CoR), to ensure it meets your responsibilities under the Heavy Vehicle National Law (HVNL).

For more information on our services feel free to email us at info@zenergygroup.com.au or call 1300 333 400.

What are the Load Restraint Requirements under the Chain of Responsibility?

wow@shazamme.com (Default Author) — Wed, 08 Nov 2023 00:02:02 GMT

National Transport Commission Load Restraint Guide 2018

There is one common law Australia wide and the Legal requirements are outlined in the National Transport Commission Load Restraint Guide 2018. In the National Transport Commission Load Restraint Guide 2018, only one page is the law and the rest of the book is just a guide.

The legislation does not mandate how to restrain loads, only the forces that must be resisted. This are called the Load Restraint Performance Standards. You can use any method to restrain a load, however, it is recommended that an engineer certifies an alternative method.

Under this Law:

Loads must be restrained to meet the Performance Standards.
Loads must not become dislodged from the vehicle.
Loads must not adversely affect the vehicle’s stability or weight distribution.

Fundamentals

Load restraint is the most technical element of the Chain of Responsibility and there are 5 fundamentals which include:

Packaging - Packaging involves combining light weight or small items together into single units that will strengthen the load and improve the stability. Packaging includes strapping items together to from a bundle, or placing on a pallet, using crates, stillages or similar. The role of lashings to prevent the load from coming off the truck, it is the role of packaging to stop individual items from coming loose and flying off the vehicle.

Under CoR it is the packers/loaders responsibility to ensure the product is safely packed for transport. Drivers should notify the loading site of any packaging inadequacies so these can be rectified or replaced prior to leaving site.

Friction - Friction is the most important load restraint fundamental – more important than the number of restraints. Friction is the resistance to movement caused by the roughness of two surfaces in contact and depends on surface roughness and downward force. What we don’t want is situations with a low or very low friction and we need to break up low friction situations with timber or rubber.

Dunnage - Dunnage is used to:

Elevate the load to increase the lashing angle;
Increase the stability of the load;
Separate parts of the load;
Increase the friction between the load and the trailer deck or between parts of the load; and
Allow for easier loading and unloading.

Load Configuration - Load Configuration which is the way the load is loaded on the truck. One of the major issues with loading is the gaps in the load. Gaps in the load allow movement in transit which loosen the restraints. You can eliminate gaps in the load using items such as dunnage or pallets.

Lashings - The number of lashings required are determined using the tables in the NTC Load Restraint Guide as shown on these pages. There are number of items which need to be considered to determine the number of lashings which include:

Type of lashing and tensioner used – chains, webbing or rope.
Blocked (headboard) or Unblocked (no headboard or more than 200mm away).
Friction - High, Medium, Low or Very Low.
Lashing Angle.
Weight of the load.

Managing Load Restraint

The key elements of Managing Load Restraint includes:

Conduct a risk assessment of your loading obligations.
Document loading policies and procedures that outline the control measures.
Consult with other parties on how they manage loading – for example, request a copy of their loading risk assessment, policies and procedures.
Conduct regular contract reviews of the effectiveness of controls implemented by others in the supply chain.
Ensure contracts and agreements do not contain incentives that may cause or encourage the parties to breach loading requirements.
Commercial arrangements should include prescriptive requirements to comply with legal obligations.

Zenergy eLearning Program Chain of Responsibility (CoR) for Operational Staff

Module 4. Load Restraint – Provides an overview of the Heavy Vehicle National Law (HVNL) and Regulations requirements and obligations for Load Restraint and the National Transport Commission Load Restraint Guide 2018 and the law.

Click on the following link to review further course details: Chain of Responsibility (CoR) for Operational Staff

Zenergy – Heavy Vehicle National Law and Chain of Responsibility (CoR)

For more information on our services feel free to email us at info@zenergygroup.com.au or call 1300 333 400.

Site Tour at CSR, a recent highlight with Zenergy

wow@shazamme.com (Default Author) — Tue, 24 Oct 2023 23:09:30 GMT

Exploring the CSR Gyprock Wetherill Park site through a guided tour was a recent highlight for us at Zenergy. Led by George Szymura , the HSE Manager, Kathleen Melville and Giulia Giovagnoli gained a firsthand understanding of CSR Limited's day-to-day production of gyprock plasterboard. This immersive experience delved into the entire manufacturing process — from raw gypsum to mixing, heating, drying, and the final product being loaded onto trucks.

The tour not only provided valuable insights into the intricacies of gyprock production but also offered a comprehensive view of the site's expansion and the thriving business it supports. Witnessing the manufacturing journey from start to finish was not only informative but also exciting, highlighting the growth and success of the site.

Zenergy highly values this opportunity, as it significantly contributes to our ability to support CSR in the recruitment of their health, safety, and environment team. The firsthand knowledge gained during the tour enhances our understanding of CSR Limited's operations, enabling us to better align our support with their specific needs.

Meet the Team

Reach out for a confidential discussion on how Zenergy can help with your next career move.

CoR: Heavy Vehicle Safety and Roadworthiness Requirements

wow@shazamme.com (Default Author) — Mon, 23 Oct 2023 21:39:22 GMT

Heavy Vehicle National Law (HVNL) and Chain of Responsibility (CoR)

Under the Heavy Vehicle National Law (HVNL) parties in the CoR have an obligation to ensure all transport equipment is properly maintained, safe, roadworthy and ‘fit for service’. This includes where any heavy vehicle used to carry goods by road must meet all relevant Heavy Vehicle Standards and Australian design rules and be maintained in a safe and roadworthy condition at all times. Those responsible must ensure that proper and routine inspections are carried out and any necessary maintenance and repairs are conducted in a timely manner.

Managing Heavy Vehicle Safety & Roadworthiness

Managing Heavy Vehicle Safety & Roadworthiness in your Business includes:

Conducting a risk assessment of your heavy vehicle safety and roadworthiness obligations.
Documenting policies and procedures relating to heavy vehicle safety and roadworthiness that outline the control measures.
Consulting with other parties on how heavy vehicle safety and roadworthiness, are managed within their business.
Conducting regular contract reviews of the effectiveness of controls implemented by others in the supply chain.
Ensuring contracts and agreements do not cause or encourage the parties to operate vehicles that are unsafe or defective.
Ensuring commercial arrangements include prescriptive requirements to comply with legal obligations.

Vehicle Standards

Under the Vehicle Standards you must ensure vehicles comply with Australian Design Rules and are able to be legally registered.

Maintenance Programs

Maintenance Programs involve conducting regular servicing of vehicles, components and equipment. As a minimum, service schedules should be aligned with the manufacturer’s recommendations. This could include asking the driver when the last service was conducted or when the next service is due. Maintenance and repairs should be carried out by a person with appropriate skills, experience and qualifications.

Daily visual pre-start check to should be conducted to detect problems with critical safety components and formalise this process for management to inspect daily pre-start checks to ensure they are being completed.

Defects

Responsibilities for reporting and management of defects applies to both operators and drivers and other supply chain parties.

Record Keeping

In accordance with HVNL and the NHVAS Maintenance Management Standard, record keeping requires documented evidence that will be maintained to demonstrate the effective operation of the Maintenance Management System, by retaining pertinent records and all records are to be retained for three (3) years.

Zenergy eLearning Program Chain of Responsibility (CoR) for Operational Staff

This course includes Module 3. Roadworthiness – Provides an overview of the Heavy Vehicle National Law (HVNL) and Regulations requirements and obligations for managing Heavy Vehicle Safety and Roadworthiness.

Click on the following link to review further course details: Chain of Responsibility (CoR) for Operational Staff

Zenergy – Heavy Vehicle National Law and Chain of Responsibility (CoR)

For more information on our services feel free to email us at info@zenergygroup.com.au or call 1300 333 400.

Temporary Contractors Solutions - Holiday Period 2023

wow@shazamme.com (Default Author) — Mon, 23 Oct 2023 04:40:41 GMT

Health Safety & Wellbeing Professionals Available
In the lead up to and during the festive period, organisations in many industries see a significant increase in workload and activity. Each year the team at Zenergy partner with these organisations to secure short-term, temporary or contract resources, in order to support the organisation during these busy times.

Why do organisations bring in short-term resources towards the end of the year?

Seasonal workload increase
Impending deadlines
Annual leave
Resignations
Specialist projects
Unexpected leave

Positions:

WHS Manager
Audit / Investigation
HSE Administrator
WHS Business Partner
Interim Head of Health & Safety
Safety Consultant

Prequalified Candidates

Zenergy have a pool of high performing modern Health & Safety professionals and consultants that are:

Available to start immediately
Interviews, reference and qualification checks completed
Have experience in temporary assignments
Understand what is required to hit the ground running

Duration

Assignments can vary from part-time to full-time, ranging between 8-26 weeks.

Turnaround Time

48 Hours from brief to interview and start.

For support with resources, submit your vacancy HERE or call 1300 333 400

Exploring Team Global Express with Zenergy: A Remarkable Site Tour

wow@shazamme.com (Default Author) — Wed, 04 Oct 2023 03:44:58 GMT

Exploring Team Global Express with Zenergy

Recently, two members of our Melbourne team, Daniel Clancy and Megan Lively , had the privilege of embarking on a captivating site tour hosted by our esteemed client, Team Global Express .

Being granted access to witness the continued growth trajectory of Team Global Express was truly inspiring. This experience provided the Zenergy Safety, Health & Wellbeing team with invaluable insights that will undoubtedly contribute to guiding Health, Safety, and Environment (HSE) professionals towards more informed career choices.

What are the Fatigue Management Requirements under the Chain of Responsibility?

wow@shazamme.com (Default Author) — Thu, 21 Sep 2023 01:41:33 GMT

What are the Fatigue Management Requirements under the Chain of Responsibility ?

Chain of Responsibility

Under the Heavy Vehicle National Law (HVNL) parties in the CoR and under the fatigue management laws - ”a driver must not drive a fatigue-regulated heavy vehicle on a road while impaired by fatigue or in breach of work and rest hour requirements.”

A fatigue-regulated heavy vehicle is:

A vehicle with a Gross Vehicle Mass (GVM) of over 12 tonnes;
A combination with a total GVM of over 12 tonnes;
A bus with a GVM over 4.5 tonnes fitted to carry more than 12 adults (including the driver);
A truck, or combination including a truck, with a GVM of over 12 tonnes with a machine or implement attached.

Driver Fatigue

Fatigue is a major work health and safety hazard for truck drivers. The Heavy Vehicle Driver Fatigue reforms were introduced in September 2008. These reforms were carried over into the HVNL. The HVNL defines “fatigue” as when you feel:

sleepy;
physically or mentally tired, weary or drowsy;
exhausted and/or lacking in energy; or
acting in a way consistent with the above.

Work and Rest Hours

Drivers must comply with certain maximum work and minimum rest limits. Parties in the supply chain must do all that is reasonably practicable to prevent drivers from exceeding these limits. Work time refers to the time taken for:

All driving; and
Any other task related to the operation of a fatigue-regulated heavy vehicle.

Options for Managing Hours

Due to the wide nature of businesses and industries, there is “no one size fits all” for managing driver work and rest hours. Therefore, the HVNL sets out three options for managing hours that allow for increased flexibility without compromising safety.

The first option is Standard Hours . Standard hours are for drivers and operators not operating under a National Heavy Vehicle Accreditation Scheme (NHVAS) or an exemption. It prescribes the maximum work and minimum rest that can be performed safely without additional safety countermeasures.

Next is Basic Fatigue Management (BFM) . BFM is where drivers and operators must be accredited under the NHVAS. This allows for more flexible work hours including up to 14 hours in a 24-hour period.

The third option is Advanced Fatigue Management (AFM) . Under AFM drivers and operators must be accredited under the NHVAS. Rather than prescribed work and rest hours, AFM offers flexibility to propose it's own hours based on a risk-based approach to managing fatigue. This is primarily suited to line haul-type operations.

Record Keeping

Under the record-keeping requirements, a driver of a fatigue-regulated heavy vehicle must record their hours in a National Driver Work Diary when they are driving outside a 100km radius from their base under Standard Hours; or when operating under BFM, AFM or an exemption regardless of the distance. A driver is not legally required to use a Work Diary if they always do local work, that is driving only within a 100km radius of their base) under Standard Hours.

Managing Fatigue in your Business

The key elements of Managing Fatigue in your Business include:

Conducting a risk assessment of operations that may cause a driver to drive while impaired by fatigue or in breach of work and rest hour requirements.
Documenting fatigue management policies and procedures that outline the control measures.
Consulting with other parties on how they manage fatigue – for example, request a copy of their fatigue management risk assessment, policies and procedures.
Conducting regular contract reviews of the effectiveness of controls implemented by others in the supply chain.
Ensuring contracts and agreements do not contain incentives (for early pick-up or delivery) or penalties (for late delivery) that may cause or encourage the driver to drive whilst fatigued or breach their work and rest hours.
Ensuring Commercial arrangements include prescriptive requirements to comply with legal obligations.

Zenergy eLearning Program Chain of Responsibility (CoR) for Operational Staff

This course includes Module 1. Fatigue Management – Provides an overview of the Heavy Vehicle National Law (HVNL) and Regulations requirements and obligations for Fatigue Management, an introduction to fatigue, recognising the signs of fatigue, and the causes of fatigue, compliance to the work and rest hours requirements.

Click on the following link to review further course details: Chain of Responsibility (CoR) for Operational Staff

Zenergy – Heavy Vehicle National Law and Chain of Responsibility (CoR)

For more information on our services feel free to email us at info@zenergygroup.com.au or call 1300 333 400.

Crocodile attack of two workers attracts WHS charge

wow@shazamme.com (Default Author) — Wed, 20 Sep 2023 23:35:47 GMT

Crocodile attack of two workers attracts WHS charge

This article has been reproduced with permission from OHS Alert, and the original version appears at www.ohsalert.com.au .

The Department of Defence breached WHS laws by failing to prohibit workers from swimming in crocodile-inhabited waters, in the lead up to two soldiers being attacked by a 2.5-metre saltwater crocodile, a prosecutor has alleged.

The Commonwealth Director Public Prosecutions charged Defence with contravening section 32 ("Failure to comply with health and safety duty–Category 2") of the Commonwealth jurisdiction's Work Health and Safety Act 2011, following a Comcare investigation into the attack.

Defence is accused of breaching its primary duty of care in a way that exposed workers to the risk of death or serious injury.

The August 2021 incident occurred in the far north Queensland community of Portland Road, where soldiers were in the process of transporting a landing craft from Darwin to Townsville for maintenance.

Two Darwin-based Army soldiers were given permission to use a Zodiac boat to go fishing in the Portland Road area.

After anchoring the Zodiac, the men went swimming and were almost immediately attacked by the crocodile, which dragged one of them underwater and mauled him while the other soldier fought off the animal.

They eventually escaped to the boat, but both soldiers had suffered significant injuries, including bite and claw wounds.

The CDPP alleged Defence failed to provide and maintain a safe system of work or provide relevant training to workers, Comcare revealed today, in announcing the WHS charge.

Defence should have prohibited workers from entering crocodile-inhabited waters unless there was an operational or safety-related reason to do so, and implemented policies for conducting risk assessments in such circumstances, the prosecutor alleged.

Further, the employer should have a provided a detailed safety briefing about the risk of crocodile attack when entering the water, it alleged.

The section-32 charge carries a maximum penalty of $1.5 million.

The matter is listed for mention in the Brisbane Magistrates Court on 15 September 2023.

What are the Speed Management Requirements under the Chain of Responsibility?

wow@shazamme.com (Default Author) — Mon, 18 Sep 2023 23:19:44 GMT

What are the Speed Management Requirements under the Chain of Responsibility ?

Chain of Responsibility

Under the Heavy Vehicle National Law (HVNL) the primary duty of all relevant duty holders is to ensure that all heavy vehicle journeys can be completed within legal speed limits. From a Chain of Responsibility perspective, “Each party must ensure, so far as is reasonably practicable, the party’s conduct does not cause or encourage the driver of the heavy vehicle to exceed a speed limit applying to the driver.”

“A person must not ask, a party in the chain of responsibility to do or not do something the person knows, or ought reasonably to know, would cause the driver to exceed a speed limit applying to the driver.”
“A driver must not drive at a speed over the speed limit applying to the driver for the length of road where the driver is driving.”

Speed Limits

Under the Heavy Vehicle National Law the maximum speed limit for heavy vehicles is 100km/hr unless a lower speed applies to the section of road and a road train must not travel at a speed that exceeds 90km/hr.

Managing speed in your business

The key elements of Managing speed in your business include:

Conducting a risk assessment of operations that may contribute to a driver speeding.
Documenting speed management policies and procedures that outline the control measures.
Consulting with other parties on how they manage speed – for example, requesting a copy of their speed risk assessment, policies and procedures.
Ensuring contracts and agreements do not contain incentives (for early pick-up or delivery) or penalties (for late delivery) that may cause or encourage the driver to exceed the speed limit.
Ensuring commercial arrangements include prescriptive requirements to comply with legal obligations.
Conducting regular contract reviews of the effectiveness of controls implemented by others in the supply chain.

Licensing and Training Requirements

Licensing and training requirements include having drivers provide a record of their driving history before commencing employment as well as ongoing checks during employment and confirming that drivers are licensed for the heavy vehicle or combination they are operating. This also includes ensuring drivers agree to adhere to Australian Road Rules and include these conditions in employee and subcontractor agreements, driver declarations and inductions.

Scheduling

Scheduling and driver speed may be adversely affected by the set:

Pick-up times or windows;
Journey times or windows;
Delivery times or windows.

For scheduled heavy vehicle movements, the terms of engagement with any person or subcontractor (at any level) must not directly or indirectly force, encourage, induce, or reward any driver to or for exceeding any legal or safe speed limit. This includes scheduling and payments tied in whole or part to meeting schedules or work times.

Therefore, systems and processes are required to be implemented so no demand is placed on any driver in relation to any pick-up, delivery, or transit time that would directly or indirectly force, encourage, induce or reward any driver to or for exceeding any legal or safe speed limit.

Monitoring Speed Compliance

Monitoring Speed Compliance includes monitoring driver speeds against the posted speed limit with automated real-time notification of breaches via In-Vehicle Monitoring Systems. This includes reviewing the records of In-Vehicle Monitoring Systems and taking action to address any speeding breaches and record the frequency and severity of breaches as well as corrective action taken.

You must ensure and fit speed-regulated heavy vehicles with fit-for-purpose, maintained, calibrated, speed-limiting devices that have not been adjusted or tampered with. Where a speed breach is identified it shall be formally investigated and appropriate actions taken based on the outcome of the investigation.

Zenergy eLearning Program Chain of Responsibility (CoR) for Operational Staff

This course includes Module 2. Speed Compliance – Provides an overview of the Heavy Vehicle National Law (HVNL) and Regulations requirements and obligations for Speed Compliance, practical solutions and the key elements of managing the risks of speed compliance in your business, and specific requirements and obligations which include licence requirements, scheduling, speed breeches, monitoring speed compliance and speed limiter tampering.

Click on the following link to review further course details: Chain of Responsibility (CoR) for Operational Staff

Zenergy – Heavy Vehicle National Law and Chain of Responsibility (CoR)

For more information on our services feel free to email us at info@zenergygroup.com.au or call 1300 333 400.

What is the Heavy Vehicle National Law and Chain of Responsibility?

wow@shazamme.com (Default Author) — Thu, 14 Sep 2023 04:02:05 GMT

What is the Heavy Vehicle National Law and Chain of Responsibility?

Heavy Vehicle National Law (HVNL)

The National Heavy Vehicle Regulator (NHVR) administers one set of laws, the Heavy Vehicle National Law (HVNL) for heavy vehicles over 4.5 tonnes of gross vehicle mass. The purpose of this law is to promote and support the safe and productive transport of goods and people by heavy vehicles. The HVNL consists of the Heavy Vehicle National Law and five sets of regulations.

Chain of Responsibility

Every party in the heavy vehicle transport supply chain has a duty to ensure the safety of their transport activities, whatever their role in the supply chain. Known as the Chain of Responsibility (CoR) the law aims to encourage compliance with road laws and enforce those requirements. Chain of Responsibility (CoR) is a concept that places legal obligations on parties in the transport supply chain. The Chain of Responsibility (CoR) law ensures everyone who works with heavy vehicles – from the business that employs a driver to the place where goods are delivered – is accountable for safety. This means that multiple parties can be held responsible for a breach of the HVNL.

Parties in the Chain of Responsibility

You are a party in the CoR when you perform any of the following 10 functions:

Employ a heavy vehicle driver (employer)
Engage someone to drive a heavy vehicle under a contract for services (prime contractor)
Direct the control and use of a heavy vehicle (operator)
Schedule the transport of goods and passengers in a heavy vehicle, or schedule a driver’s work and rest hours (scheduler)
Consign goods for transport by a heavy vehicle (consignor)
Receive goods delivered by a heavy vehicle (consignee)
Pack or assemble goods for transport in a heavy vehicle (packer)
Manage premises where five or more heavy vehicles are loaded or unloaded each day (loading manager)
Load a heavy vehicle (loader)
Unload a heavy vehicle (unloader)

You are a CoR party because of a function you perform, not because of a title or job description, or the words of a contract. If you engage in any of the above activities, you or your business are accountable for heavy vehicle safety according to your primary duty.

Fatigue

Driver fatigue or drowsy driving is a safety hazard for the road transport industry. The main causes of fatigue are not enough sleep, driving at night (when you should be asleep), and working or being awake for a long time. It is important to be aware of the signs of fatigue. Under fatigue management laws - ”a driver must not drive a fatigue-regulated heavy vehicle on a road while impaired by fatigue or in breach of work and rest hour requirements.

Speed

Under speed management laws

“Each party must ensure, so far as is reasonably practicable, the party’s conduct does not cause or encourage the driver of the heavy vehicle to exceed a speed limit applying to the driver.”
“A person must not ask, a party in the chain of responsibility to do or not do something the person knows, or ought reasonably to know, would cause the driver to exceed a speed limit applying to the driver.”
“A driver must not drive at a speed over the speed limit applying to the driver for the length of road where the driver is driving.”

Load Restraint

The legal requirements are outlined in the National Transport Commission under the Load Restraint Guide 2018 and the Law requires:

Load must be restrained to meet the Performance Standards.
Load must not become dislodged from the vehicle.
Load must not adversely affect the vehicle’s stability or weight distribution.

Mass and Dimension

Under the mass and dimension laws:

“Parties in the supply chain must ensure the vehicle, the vehicle’s components and load, comply with the mass requirements (gross and axle) applying to the heavy vehicle.”
“Parties in the supply chain must ensure the vehicle, the vehicle’s components and load, comply with the dimension requirements (height, width and length) applying to the heavy vehicle.”

Roadworthiness

There are two categories of roadworthiness standards, both of which must be met:

The prescribed Vehicle Standards
The other aspects of the mechanical condition of a heavy vehicle that may impact upon the safe use of the vehicle on a road.

Workplace Health & Safety (WHS)

The Heavy Vehicle National Law (HVNL) aligns with model Workplace Health & Safety (WHS) legislation and as with WHS legislation, there is a “primary duty” for every supply chain party to eliminate or minimise potential risks associated with transport activities by doing all that is reasonably practicable to ensure safety.

As with WHS management, this means parties need a Safety Management System.

Zenergy eLearning Program – Chain of Responsibility (CoR) for Owners, Senior Management, Managers

This online course introduces you to the requirements of the Heavy Vehicle National Law (HVNL) and the Chain of Responsibility which promotes and supports the safe and productive transport of goods and people by heavy vehicles. This course provides an overview of the Heavy Vehicle National Law (HVNL) and Regulations, Chain of Responsibility (CoR) primary duties and obligations to ensure so far as is reasonably practicable the safety of your transport activities and an on outline of the Supply Chain parties under the Chain of Responsibility (CoR).

Click on the following link to review further course details: Chain of Responsibility (CoR) for Owners, Senior Management, Managers

Zenergy – Heavy Vehicle National Law and Chain of Responsibility (CoR)

For more information on our services feel free to email us at info@zenergygroup.com.au or call 1300 333 400.

Traffic Management For Warehousing

wow@shazamme.com (Default Author) — Wed, 13 Sep 2023 02:08:58 GMT

Traffic Management For Warehousing

Warehouses are typically extremely busy places and often high-pressure environments. On any given day, forklifts can be found navigating their way through complex product and rack aisles or delivering products to loading docks for delivery to trucks awaiting pickup.

Adding to the complexity, warehouse workers are often busy picking and preparing stock for customer orders, sometimes in relatively close proximity to forklifts.

Managing warehouse traffic is an important part of ensuring workplace health and safety. Vehicles, including powered mobile plants, moving in and around a workplace, reversing, loading, and unloading are frequently linked with death and injuries to workers and members of the public.

Risk Control Considerations

Let’s look at the key issues and the general risk controls for managing traffic on Warehousing Sites.

Pedestrian safety

Where there are vehicles like cars, trucks, or forklifts at your workplace there is a risk that they will collide with people. Within the warehousing site, eliminating risks to pedestrians by removing vehicles from the workplace must be considered first and the best way to protect people is to keep them physically separated from the vehicles.

Pedestrians working with vehicles including trucks and vans and powered mobile plant

The best way to protect pedestrians working with vehicles including powered mobile plant is to keep them physically separated from vehicle operating areas. Where possible workers that are not needed for the activity should be excluded from vehicle areas.

Using Loadshifting equipment

Load shifting equipment can include powered mobile plant like forklifts, ride-on pallet movers, walkie stackers and manual equipment, for example, pallet jacks and trolleys. In warehouses and factories, forklifts are commonly used to lift, stack and transfer loads. Forklifts can be one of the most high-risk pieces of equipment in the workplace and you should be aware of the risks which may include:

Collisions with pedestrians and loads falling onto them
Rollovers and the forklift moving unexpectedly
Forklifts being unable to stop quickly, and
Reduced visibility when the forklift is loaded.

The Layout of the work area

Another consideration is the layout of the workplace and the physical barriers to separate pedestrians and vehicles. These types of control measures may include:

Minimising the cross-flow of traffic, intersections and eliminating blind spots
Clearly defining and positioning worker and customer pick-up parking areas so they can be accessed without crossing driveways or loading dock vehicle paths
Clearly marking pedestrian walkways or using physical barriers to separate pedestrians and powered mobile plant operating areas
Using speed limits, stopping distances as controls where pedestrians and vehicles often interact
Defining areas where powered mobile plant is used as ‘pedestrian exclusion zones’ and excluding powered mobile plant from pedestrian walkways and work areas; and
Clearly indicating:

o Traffic flow with line markings or signs

o Loadshifting equipment parking areas

o Driver-designated safety zones

o Car parking areas, and

o Speed limits and speed inhibiting devices like speed humps.

Truck Loading and Unloading

Powered mobile plant, including forklifts, should not be near a driver who is attending to their vehicle whilst loading or unloading. Where drivers need to be in the loading area, for example to arrange loads, the powered mobile plant operator should not operate the plant until the driver has completed the task and is clear of the area.

Signs, warning devices and visibility

Signs - Displaying clear warning signs in areas that are easy to find and are well lit remind people of the traffic management hazards and other requirements.

Warning Devices - If there is a possibility of a powered mobile plant colliding with pedestrians, the plant should include visual warning devices like flashing lights and high-visibility markings to warn people at risk from the movement of the plant.

Visibility - Drivers should have good visibility when operating powered mobile plant and vehicles and there are several control measures that can improve visibility in the workplace.

Traffic Management Plans

Practicing traffic safety rules in the warehouse is one thing. However, unless these practices are written on paper, informal safety practices will only create confusion and risks. By creating a traffic management plan, warehouses can define safety methods that everybody – workers, visitors and contractors– must follow. Warehouse managers and supervisors can use traffic management plans as both a blueprint to train new personnel and set a benchmark to quantify points of interaction during operations.

Zenergy eLearning Program – Traffic Management for Warehousing

This online course outlines the general obligations and requirements for warehouse traffic management and control measures to prevent people being injured by moving vehicles in warehousing. The aim of this online course is to outline the duties to workers and others to ensure they are not exposed to work health and safety risks which includes implementing and reviewing control measures to prevent people being injured by moving vehicles in warehousing.

Click on the following link to review further course details: Traffic Management for Warehousing

Zenergy – Warehousing Traffic Management Plans

Zenergy experienced consultants can undertake a formal Warehousing Site Traffic Management Assessment of the site and specific areas and develop a Traffic Management Plan that manages risks and communicates information regarding control measures.

For more information on our services feel free to email us at info@zenergygroup.com.au or call 1300 333 400.

Traffic Management on Construction Sites

wow@shazamme.com (Default Author) — Tue, 12 Sep 2023 00:57:41 GMT

Traffic Management on Construction Sites

Construction sites are busy places with intersecting traffic between cars, trucks, cranes, mobile equipment, industrial vehicles, and pedestrians such as workers, managers, delivery staff, and visitors. There is a powered mobile plant moving around; deliveries coming and going; loading and unloading of materials; and different trades working alongside each other to get the job done.

Managing traffic at a construction workplace is an important part of site safety. Construction vehicles moving in and around a site, reversing, loading and unloading are often linked to accidents and injuries. Inadequate planning and control are the root causes of many construction vehicle accidents.

With so much happening in and around construction sites, good traffic management is an essential part of keeping people safe – and keeping project schedules on track. Construction sites are not the only workplaces where traffic and people must work together, but transport management can be more of a headache in construction than in other industries. The problem in construction is that every site is different, different site layout, different access points, different requirements, different tasks, and different plants and machinery and the site needs various layout arrangements at different stages of the projects.

Risk Control Considerations

Let’s look at the key issues and the general risk controls for managing traffic on Construction Sites.

Keeping People and Vehicles Apart

It sounds simple: keep pedestrians and vehicles apart – but it’s not always as easy as it seems. The majority of construction transport accidents result from the inadequate separation of pedestrians and vehicles. Traffic routes are high-risk places but also places where people and machines don't need to be together, so it's easier to keep them apart.

Keeping Site Plant Away From Hazards

It's not just people that machine and vehicle drivers on your site need to be aware of. The site traffic plan should allow for suitable and level routes for traffic on the site. Construction sites don't have the luxury of a finished road or traffic route until the end of the project. Excavations, and uneven, or unstable ground can create a danger of overturning vehicles.

Maintaining and Inspecting Plant and Vehicles

All vehicles and plant on site need to be safe. Built-in controls such as guards, brakes, and alarms need to work to be effective. There are legal requirements to make sure equipment is maintained and in good working order, and it is important for the safe movement and operation of vehicles on site. All plant and vehicles should be inspected and maintained so that they are safe to be on site.

Minimising Vehicle Movements

While construction site traffic is often unavoidable, it should be reduced as much as possible. It is a familiar story, something about waiting for a bus and they all come at once. Well, the same can happen with deliveries, especially during site setup. This requires planning ahead and scheduling deliveries and other vehicle movements so they can be managed safely. The fewer vehicles on site at once, the less crowded, and safer the site will be.

Reversing Vehicles

Where possible, construction sites need to avoid the need for vehicles to reverse as this is a major cause of fatal incidents. One-way road systems allow vehicles to always travel in a forward direction which can minimise risks, especially in storage areas.

Signs, warning devices and visibility

Signs should be used to alert workers and pedestrians to potential hazards from vehicles entering and exiting the construction workplace and other requirements like pedestrian exclusion zones. Signs should be placed at all entrances to the site, as well as along pedestrian routes. These signs should be brightly coloured and easy to read, with clear instructions on how to safely navigate the construction area.

Speed

The faster plant and vehicles are moving, the less time drivers have to react, and the less chance pedestrians have of getting out of the way. The speed limit selected for the work zone depends on several factors, such as the degree of vehicle and pedestrian conflict, the type and extent of the work, the characteristics of the road, and the separation between workers and the passing traffic lanes.

Traffic Management Plans

When traffic management forms part of a proactive and comprehensive plan on a construction site, it is far more likely to be effective. As well as being a requirement of many construction projects, traffic management plans ensure all transport hazards have been considered, and that suitable mitigation strategies have been put in place – reducing the likelihood of surprises once work starts on site.

Zenergy eLearning Program – Traffic Management for Construction Sites

This online course outlines the general obligations and requirements for Traffic Management on Construction Sites and control measures to prevent people being injured by moving plant, equipment and vehicles.

The aim of this online course is to outline the duties to workers and others to ensure they are not exposed to work health and safety risks which includes implementing and reviewing control measures to prevent people being injured by moving vehicles on construction sites.

Click on the following link to review further course details: Traffic Management for Construction Sites

Zenergy – Construction Site Traffic Management Plans

Zenergy's experienced consultants can undertake a formal Construction Site Traffic Management Assessment of the site and specific areas and develop a Traffic Management Plan that manages risks and communicates information regarding control measures.

For more information on our services feel free to email us at info@zenergygroup.com.au or call 1300 333 400.

Australian Workplace Health & Safety Awards 2023

wow@shazamme.com (Default Author) — Fri, 08 Sep 2023 03:23:49 GMT

Australian Workplace Health & Safety Awards 2023

The Australian Institute of Health & Safety , in partnership with Zenergy Safety, Health & Wellbeing , recently hosted the Australian Workplace Health & Safety Awards for 2023 in Melbourne. After a highly successful event in Melbourne, we are delighted to reveal the following winners:

Australian WHS Champion (CEO) of the Year:

Less than 1,000 employees: Andriy Kotykhov, machinemonitor

Greater than or equal to 1,000 employees: Fiona Notley, Curtin University

Australian WHS Leader of the Year:

Less than 1,000 employees: Melissa Pollock (COHSProf, FAIHS), Abergeldie Complex Infrastructure

Greater than or equal to 1,000 employees: Tanya Pelja, BGIS

Australian WHS Emerging Leader of the Year : Ally Orr, Endeavour Energy

A ustralian HSR of the Year : Desmond Thompson, Keolis Downer, proud operator of Yarra Trams

Australian WHS Team of the Year : Mitchell Services Limited (ASX: MSV), Human and Organisational Resilience and Critical Risk Management: A Sustainable Strategy for Improving Workplace Safety

Best WHS Health & Wellbeing Program : Xero

Best WHS Learning & Professional Development Program : Major Road Projects Victoria, The MRPV Civil Construction Safety Cadetship Program

Best WHS Technology Initiative : University of Newcastle, College of Engineering, Science and Environment NU Isolator

AIHS CEO Julia Whitford thanked all finalists by saying “A heartfelt congratulations to all of the outstanding finalists and winners driving change in WHS, and a big thank you to everyone who joined us and contributed to the incredible energy of the night!”

Zenergy would like to thank the AIHS and all of the sponsors.

AWHSA 2023 Gala Awards - Photo Gallery

WorkSafe Issues Safety Alert Following Worker's Injury from Incomplete Scaffolding Fall

wow@shazamme.com (Default Author) — Wed, 09 Aug 2023 05:13:32 GMT

Safety Alert Issued Following Worker's Injury in Incomplete Scaffolding Fall

WorkSafe Victoria recently issued a safety alert reminding employers, principal contractors and supervisors about the deadly risks associated with working on incomplete scaffolds.

Background

The alert was issued following an incident in which a worker was seriously injured after falling from scaffolding at a residential construction site.

The injured worker was doing rendering work on the top level of the scaffold before they fell. The scaffold was incomplete, was missing planks, guard rails, mid rails and ties, and also had loose planks and excessive gaps between the scaffold and the building.

Safety issues

Falls are a leading cause of fatalities in the construction industry, according to the alert, which said falls often occur as a result of inadequate or incomplete fall prevention. Accessing and working from incomplete scaffolds can expose workers to a fall from height that could result in fatal injuries.

The alert recommended a number of ways to control risks

During scaffold design and erection duty holders need to make sure:

An engineering design has been produced for where containment sheeting (e.g. shade mesh) or hoarding is affixed to scaffolding.
For complex scaffolds, design drawings are produced by a suitably competent structural engineer or the scaffold supplier and scaffolding is erected in accordance with the design.
Scaffolding is constructed on a stable surface or solid ground that is capable of bearing the imposed loads.
People other than scaffolders are prevented from accessing incomplete scaffolds (eg by using warning signs and barriers).
Scaffold components are compatible with each other.
The scaffolding is adequately braced and tied.
Exclusion zones around the base of the scaffold are maintained.
The No Go Zone (NGZ) requirements are complied with where scaffolding is erected near overhead power lines. This includes compliance with ‘Permit to Work’ requirements issued by the power distribution company (e.g., hoarding boards or shade mesh to be secured to the scaffold as a barrier).
A handover certificate is provided to the builder and the scaffold is fitted with completed scaffold tags once the scaffold is complete.

Ensuring scaffolding remains safe

In addition, duty holders must ensure scaffolding is erected and dismantled in a method that controls the risk of falls for scaffolders. Once the scaffold has been handed over, duty holders need to make sure the scaffolding remains safe, fit for purpose, stable and complete by:

Having a suitably competent person, such as a trained site supervisor regularly inspect (e.g. weekly) the scaffold to identify any obvious signs of damage or tampering of the scaffold.
Having scaffolding regularly inspected by the scaffold supplier or a licensed scaffolder (including before first use) and at regular intervals not exceeding 30 days.
Having scaffolding inspected by the scaffold supplier or a licensed scaffolder prior to use after any alterations, repairs or adverse weather (e.g., high winds or storms) that could affect scaffold integrity or stability.
Ensuring damaged planks and components are removed or replaced by the scaffold supplier or a licensed scaffolder.
Ensuring there is a system in place to prevent unauthorised modifications or alterations to the scaffold (e.g., anti-tamper devices, training, induction, monitoring, and supervision).
Providing safe and clear access and egress to all working platforms (eg clear access to a ladder or stairs).
Ensuring scaffolding is protected from impact by mobile plant and vehicle traffic.
Ensuring scaffolding is isolated from unauthorised users and the public.
Ensuring guard rails and mid rails are in place as edge protection.
Ensuring toe boards or kick boards and mesh (if required) are in place to prevent objects from falling onto persons below.
Ensuring scaffolding is only used for the purpose for which it was designed.
Ensuring that works are only conducted on a scaffolding bay with a full deck of planks.

Legal duties

Employers have duties under the Occupational Health and Safety Act 2004 (OHS Act).

They must, so far as is reasonably practicable:

provide and maintain a working environment that is safe and without risks to the health of employees, independent contractors and employees of the independent contractors
provide or maintain plant or systems of work that are safe and without risks to health
ensure that people other than employees are not exposed to risks to their health or safety arising from their conduct

If you would like information on how Zenergy can help manage your health and safety risks contact us today for further information and discussion.

Source: https://www.worksafe.vic.gov.au/safety-alerts/worker-seriously-injured-after-fall-incomplete-scaffolding

SA Introduces laws to Criminalise Industrial Manslaughter

wow@shazamme.com (Default Author) — Tue, 08 Aug 2023 04:34:31 GMT

SA Introduces laws to Criminalise Industrial Manslaughter

The South Australian Government recently introduced a Bill to make industrial manslaughter a criminal offence in the state.

Under the Work Health and Safety (Industrial Manslaughter) Amendment Bill, individuals can face a maximum penalty of 20 years imprisonment, and $18 million for companies, if they are reckless or grossly negligent in conduct that breaches a work health and safety duty and results in the death of another person.

The introduction of this bill brings South Australia into line with other jurisdictions which have made industrial manslaughter a crime, including Queensland, Victoria, Western Australia, and the ACT.

Key elements of the Bill include the following:

The offence will apply where a person has been either reckless or grossly negligent in conduct which breaches a work health and safety duty under the Work Health and Safety Act 2012 (WHS Act) and which results in the death of an individual.
The inclusion of a gross negligence standard reflects the recommendations of the 2018 Review of the model WHS laws. A statutory definition of gross negligence is included to make the threshold for criminality as explicit as possible and assist in educating duty-holders about their obligations.
The maximum penalty will be 20 years imprisonment for individuals and $18 million for companies.
The offence will apply to both Persons Conducting Business or Undertaking and officers. This recognises that responsibility for breaches of work health and safety duties can occur at many different levels of management.
Industrial manslaughter offences will not be subject to a 2-year statute of limitations.
An alternative verdict of guilt for a Category 1, Category 2, or Category 3 offence will be available if the trier of fact is not satisfied that a person is guilty of industrial manslaughter, but is satisfied the person is guilty of a lower-tier offence under the WHS Act.
It is intended that industrial manslaughter will be investigated by SafeWork SA and tried in the South Australian Employment Court, consistent with existing offences under the WHS Act.

“Industrial manslaughter laws recognise that, while tragic workplace incidents do occur from time to time, it’s not an accident when people deliberately cut corners and place workers’ lives at risk. It’s a crime and it will be treated like one,” said South Australian Attorney-General, Kyam Maher.
“The overwhelming majority of businesses in South Australia do the right thing and take the health and safety of their workers seriously.
“This legislation sends a clear message to any dodgy operators that are reckless or grossly negligent with their workers’ health and safety that they will be held to account.”

If you would like information on how Zenergy can help manage your health and safety risks contact us today for further information and discussion.

Wearables control some WHS risks, create others

wow@shazamme.com (Default Author) — Thu, 06 Jul 2023 04:04:01 GMT

Wearables control some WHS risks, create others

This article has been reproduced with permission from OHS Alert, and the original version appears at www.ohsalert.com.au .

Digital monitoring systems are playing an increasing role in preventing workplace injuries and minimising the consequences of incidents and emergencies, but they can create new risks, including by "blurring" safety responsibilities, a new policy brief out of Europe has warned.

"Employers may become increasingly reliant on [these systems] at the expense of other OSH measures," the European Agency for Safety and Health at Work (EU-OSHA) says in Smart digital monitoring systems for occupational safety and health: opportunities and challenges .

Data gathered through digital technologies can "create a false sense of safety at work", and lead to duty holders failing to carry out adequate risk assessments or implement necessary corrective measures, it says.

Meanwhile, the use of wearable monitoring systems, like devices that track workers' sleeping patterns, can blur the boundaries between private and work life, particularly where data is recorded around the clock, EU-OSHA says.

Where workers are found to be sleep deprived, connected workplace wellbeing programs are likely to "point to individual measures that can be taken" (such as drinking less coffee or going to bed earlier) when occupational controls are required instead, it notes.

On a more positive note , the policy brief highlights a wide range of examples of how digital monitoring systems can "support harm prevention through the collection of accurate and comprehensive data".

"OSH monitoring systems are increasingly using digital technologies (information and communications technology, cameras, wearables, smart personal protective equipment, artificial intelligence, etc) to collect and analyse data on OSH," it says.

"[They] offer a vast range of opportunities for substantive OSH improvements, including: enhancing workers' safety, and health awareness; improving task and shift allocation; preventing and reducing accidents; increasing wellbeing; tailoring solutions to specific needs; decreasing occupational stress or injuries; [and] minimising consequences of accidents."

In the transport, mining and construction sectors, for example, wearable technologies are already being used to detect early signs of physical and mental fatigue, stress, drowsiness, poor reaction times and impaired decision-making, EU-OSHA says.

Other devices: instruct workers to cease certain activities, like dynamic lifting, when a prescribed threshold has been reached; help workers maintain correct postures; detect harmful levels of hazardous substances; alert workers when they enter hazardous areas; and automatically activate emergency stop buttons on nearby equipment or plant where required, it says.

Where incidents do occur, digital monitoring systems can minimise their consequences "by enabling quick interventions and the reporting and investigation of accidents".

"These systems may minimise harm by signalling an emergency and sending accurate location data, suggesting to workers how they should behave in a dangerous situation.

"They also help to investigate accidents quickly, safely, and effectively, and enable the reporting of accidents efficiently and with less stigma."

Monitoring systems based on GPS tracking allow workers – like stranded truck drivers, firefighters performing hazardous rescue work, and trapped or fallen mining or construction personnel – to be "located quickly and accurately and brought to safety".

The policy brief includes seven "takeaway" lessons, which include the need to consult worker representatives and workplace health and safety professionals when adopting safety monitoring systems and determining how they will be used.

EU-OSHA has also released two other new policy briefs on the issue:

Latest from Zenergy – June 2023 Newsletter

wow@shazamme.com (Default Author) — Tue, 04 Jul 2023 05:48:58 GMT

Zenergy Safety, Health & Wellbeing Industry Update

As we come to the close of the financial year, it has been a record year for Safety Health & Sustainability employment, with almost all sectors and regions recording growth in FY22/23, with the notable exception of a slowdown in a traditionally reliable and strong construction sector. The fastest growing of the recruitment segment has been in the contracting and consulting space, with a phenomenal 32% increase year on year. We attribute this to organisations working through increased staff turnover, additional workload post covid and having the ability to bring in resources on a short-term basis to assist with overflow work, projects and retention issues.

The pace continues into the new year with:

Australian Workplace Health & Safety Awards 2023 and Gala Dinner coming up in Melbourne on August 31st
SafeWork month in October
Zenergy’s annual CEO forum takes place in October
The 23rd World Congress on Safety & Health at work takes place on 27 - 30 November 2023 at the ICC in Sydney

2023 is a rich environment for Safety Health & Sustainability professionals to work in. Emerging technologies, environmental impetus and the need to create psychologically healthy and safe workplaces are all opening up exciting opportunities for growth and career development and we look forward to working with you in the new financial year!

Zenergy Updates and Events

Zenergy’s New Sydney Headquarters – Surry Hills, Sydney

After 15 years at Circular Quay in Sydney CBD, the Zenergy team have been extremely excited to move to our new purpose built HQ in Surry Hills, Sydney NSW. The construction of our new headquarters is a big milestone in our history and after 17 years in total of doing our best to provide the best service to our customers and working conditions for our team, moving in Q3 of this year we started writing a new chapter in history in our own building.

This was a dream that we had for several years, and now the dream became reality. The new office building mirrors the company’s spirit in an open, modern office space, encourages creative thinking, and offers top-notch facilities, equipment, and amenities and we look forward to welcoming you all in the new financial year!

Zenergy Leaders Forum – Panel Discussion 'Contractor & Vendor Management'

A full house in Sydney at Mirvac for a fascinating discussion with some of the leading legal and safety minds in our industry!

The topic was 'Contractor & Vendor Management' and with active audience participation, one of the key themes was to 'engage early and engage wholeheartedly' or potentially suffer the consequences down the track. MC Brian Long. READ MORE…

A special thanks to the panel:

Steve Bell Herbert Smith Freehills
Lea Constantine Ashurst
Alena Titterton Clyde & Co
David Provan, Forge Works

For upcoming similar events get in touch with the team Zenergy Safety, Health & Wellbeing.

Australian Workplace Health & Safety Awards 2023 – Sponsorship Opportunities

The Australian Institute of Health & Safety, in partnership with Zenergy Safety, Health & Wellbeing, is proud to present the Australian Workplace Health & Safety Awards for 2023 with the awards and Gala dinner to be held on Thursday 31st August 2023 at Zinc at Fed Square in Melbourne.

In 2022 there were over 500 nominations, with 12 winners and a gala awards evening event attended by over 250 people. The launch of the official new microsite has dedicated links to sponsorship pages, criteria and all other information. Follow the link https://awhsa.org.au/

For further information reach out to the team at Zenergy on 1300 333 400!

Introducing our Contract / Interim Division

Our contract recruitment division is dedicated to connecting businesses with highly skilled professionals on a temporary basis to meet their specific project needs. In today's fast-paced and ever-changing business landscape, organisations often require flexible workforce solutions, and that's where our expertise comes into play.

We specialise in sourcing, screening, and placing talented individuals who can seamlessly integrate into any organisation for a defined period. Whether clients need additional resources for a short-term project, require specialised expertise, or want to cover for an employee on leave, our division is here to help.

Our team of experienced recruiters understands the nuances of contract recruitment. We work closely with both clients and candidates to ensure a smooth and efficient process. Our extensive network and industry knowledge enable us to identify and attract top-notch professionals across various domains.

Zenergy Client Site Tour – James Hardie

Two of our team from the Sydney office  Giulia Giovagnoli and  Kathleen Melville  were welcomed for an exciting site tour by our client  James Hardie . James Hardie Industries is the largest global manufacturer of fibre cement products and is dual-listed on the Australian and New York Stock Exchanges. READ MORE….

Industry leader  Katie Chapman , who is EHS Projects Manager APAC at James Hardie, brought the ladies around site, where they witnessed the different types of cement cladding and panels that are manufactured on site right through to distribution. All the while understanding the ways that risk is managed. Wayne Auty – Distribution Team Leader NSW took pride in showing the Zenergy team around the company, where he has worked for over 40 years.

Truly inspiring to be given access into how the James Hardie business continues on it's growth trajectory and further insight for the  Zenergy Safety, Health & Wellbeing  team to help guide HSE Professionals to better career choices.

Zenergy Team Outing

The Zenergy Safety, Health & Wellbeing team got together recently for team building and an evening out to celebrate a fantastic 6 months working together on some outstanding assignments with our clients all across Australia.

There was a special mention to Lewis Trow who has relocated from the UK with his young family and made an impact in such a short period of time and to Daniel Clancy who has taken the Victoria market by storm. A warm welcome to Devon Lowe who joined earlier this month is making a difference already.

Industry News & Resources

National Safe Work Month 2023 theme released..

Safe Work Australia has released the theme and campaign kit for National Safe Work Month to be held in October 2023.

The overarching theme for 2023 is For everyone’s safety, work safely - encouraging everyone to make health and safety in the workplace a priority.

Psychosocial safety requirements in the workplace

You will have no doubt been hearing a lot about “psychological safety” and “psychosocial safety” lately and for good reason. The laws are changing in these areas in relation to workplace obligations. It can be confusing, but it shouldn’t be. It’s important to not over-complicate this topic because it is a very critical factor to get right in the workplace.

Racing company fined $350,000 after young rider’s tragic death

A horse training company has been convicted and fined $350,000 after an apprentice jockey was thrown from her horse and died during pre-dawn training at Cranbourne, Victoria. Saloon Park, which trades as Ken Keys Racing, was sentenced in the Melbourne County Court after being found guilty of one charge of failing to provide or maintain a system of work that was safe and without health risks.

Transitioning From AS/NZS 4801 TO ISO 45001

Companies yet to transition from AS/NZS 4801 to ISO 45001 have until 23 July 2023 to transition to the new standard. From 23 July 2023 onwards, AS/NZS 4801 certificates will not be recognised and companies seeking ISO 45001 certification will be treated as new applicants by their external certification body. Standards Australia has marked 4801 as 'Superseded' and 'Published, Obsolete'. As such, any organisation which previously had 4801 should move to 45001 if they do not require 4801 for legislative or contractual reasons.

To support safety & wellbeing in the workplace

Sydney ~ Melbourne ~ Brisbane ~ Perth

Zenergy Safety Health & Wellbeing

25 Brisbane Street, Surry Hills, Sydney, NSW 2010

1300 333 400

www.zenergygroup.com.au

Is the E in HSE the elephant in the room?

wow@shazamme.com (Default Author) — Tue, 27 Jun 2023 06:42:44 GMT

Is the E in HSE the elephant in the room?

Environment is an important focus for many organisations, which have looked to their health and safety functions to upskill in the increasingly influential discipline of HSE.

The function and practice of OHS have evolved in a number of ways in recent years. One of the more important trends has been the shift to incorporating environment-related responsibilities, and many traditional OHS and WHS roles have evolved into HSE, EHS or similar roles. The “E” component of such positions can encompass a range of priorities, including emissions, energy conservation, wastewater discharges, carbon footprint, water conservation, waste disposal, contaminated land, hazardous materials management, and complying with environmental regulations.

Such priorities are not the historical or traditional remit of OHS, but the “E” in HSE roles is “critically important”, according to Chris McNicol, manager for

Victoria, Tasmania, and South Australia at Zenergy, a search, recruitment services and consulting organisation specialising in safety, health, wellbeing,

and environment. “It’s very important for companies (size-dependent) to have a dedicated team and functional leader responsible, who reports to the head of HSE,” McNicol observed. “Most industrial organisations of size and environmental impact will (or should) be structured in this way. Strategic leadership of the ‘E’ should be non-negotiable.”

"In many instances, we are moving away from the traditional HSE category and are trying to be specific in what we are looking for"

Nonetheless, there may be gaps in this space in terms of skills, competencies, and experience at both a strategic and operational level. McNicol noted

company maturity and appetite for senior leaders to ‘own’ HSE can influence this: “Unfortunately, if lacking, this will stifle the ability of competent HSE

professionals. Vice versa is where HSE functions are too compliance-driven and reactive, with minimal capacity to influence positive change – even when

business leaders and workforces are crying out for it,” he said.

“Companies with well-established and mature HSE teams are always looking to enhance their capability and improve the health of the organisation: two areas here include contractor management and mental health. Both are very complex topics.”

HSE in practice

Fiona Murfitt, global VP HSE for Evolution Mining, an Australian gold mining company that employs more than 2000 employees across projects in Australia and Canada, says sustainability runs across HSE, risk and social responsibility and is integrated into “everything we do”.

“In many instances, we are moving away from the traditional HSE category and are trying to be specific in what we are looking for,” said Murfitt. “For example, when an environmental role is required, we will be specific about that and the required skills and behaviours. If it’s an overall generalist role with

HSE, then the enviro piece remains very important. So, my question is about unpacking for the specific role what is important, what can be learned and what

you would bring to the role.”

Keith Hoskins, general manager HSE at Endeavour Energy, a large electrical distribution business servicing 2.7 million people across Sydney’s Greater West,

the Blue Mountains, and the Southern Highlands, Illawarra, and South Coast of NSW, said that HSE practitioners need to gain both experience and qualifications in managing environmental impacts and risks arising from the activities performed within their organisation. “Th e skillsets required for environmental management do differ in many areas from health and safety, but there are also some common skillsets and tools such as a risk assessment approach in managing environmental risks that can be applied,” he said.

Similarly, HSE practitioners need to understand and be aware of social and community expectations often referred to as ‘your social licence to operate’,

according to Hoskins. “Not engaging with communities and seeking their opinions and feedback can have far-reaching implications for an organisation,” he said.

Terminology is also an area to be aware of as it can create complexity leading to confusion resulting in sub-optimal outcomes, he added. “As such, I suggest

practitioners need to use language that is simple to understand and can be easily communicated across your organisation and to other stakeholders such as

community interest groups,” he said. “At a strategic level, HSE professionals need to gain experience in undertaking material impact assessments across their

organisation engaging with the various stakeholders to ensure that material environmental risks are identified and that the associated environmental

management plans are implemented in managing these environmental risks.”

And while many of the tools and methodologies (such as incident investigation) can also be easily applied in managing environmental impacts,

Hoskins also said practitioners need a solid background understanding of how these environmental risks can be effectively managed ranging from

contaminated land to dealing with cultural heritage considerations.

Matching organisations with HSE priorities, skills, and experience

Most organisations are unique in what they require from HSE leaders and professionals, though this is often industry specific in terms of regulatory and other

requirements. However, some baseline competencies and skills are required in this field, according to McNicol, who said that a rounded skillset with a

contemporary approach to HSE is a good starting point.

“The most successful professionals have high emotional awareness, excellent relationship skills, and the ability to positively influence in all directions”

“The most successful professionals have high emotional awareness, excellent relationship skills, and the ability to positively influence in all directions,”

he said. “HSE heads need to guide and develop their teams to foster engagement in all levels of the workforce, especially high-risk operations. The effective use of data to drive decision-making is becoming more prevalent, as well as the adoption of an agile approach.”

In terms of the ability of HSE professionals to meet the requirements of organisations, McNicol said compliance and reporting are typically done well,

depending on the state of the company. “The shift towards a genuine partnership model where HSE teams are seen as enablers, positively influencing

the workforce to be empowered and accountable: this is where the most successful HSE teams are positioned,” said McNicol, who observed the highest

performing HSE professionals can successfully transition into different industries, based on their technical grounding, application of the principle,

and rounded (soft) skillset.

Murfitt also noted the type of industry would be important when determining the technical capabilities. If it’s an operational role, for example, she said understanding the basics around water, chemicals management, and environmental impact should be important. “The basic skills of any professional of understanding the legal obligations also come into play, as there are likely to be strong interfaces to approvals and licenses. These skills translate,” she said.

“Communities expect that our electrical distribution network is safe and resilient due to these extreme weather events”

“Critically, it’s not about citing legislation or saying ‘the law says’. Rather it’s about knowing the context in which you are operating and being able to

unpack the risks (or have others help you unpack them) and then help control them. The leadership elements: the ability to collaborate, garner support across the operations and lean in to provide support, are the softer skills that continually need to be developed. Understanding the nature of the operations continues to be important – and that is true for any role,” said Murfitt, who also noted that she “would also be good to see more curiosity” as there are also opportunities to revisit what “traditional” means.

Hoskins reflected on his own journey and recalled how environment was gradually added to his role. In the process he learned about the E in HSE while bringing in specialists with more environmental experience. “You can’t be an expert in every area. For example, I’m not a specialist in terms of how to

deal with contaminated sites. So, you do need to identify where those gaps are in terms of your skillset and where you need that specialist, whether you bring

that expertise in internally or externally,” he said.

Resilience and the ability to influence are also important in senior EHS roles, according to Hoskins, who explained that these skills and abilities help navigate

roadblocks to change and success. While Hoskins said he has been lucky in that the organisations he has worked for have been committed to EHS outcomes, he said it pays to learn how to influence. “There are moments when you will say, ‘Okay, well, it didn’t work this time, maybe I’ll try a different angle, or maybe I’ll approach it differently,” he said.

“That’s why influencing skills are important, and there are some common skills in looking at work, health, safety, and environment. You have to engage

in relationship management, use subject matter experts and know where you need them to help you on your journey and tap into your networks.”

In influencing internally, Hoskins said that being part of a benchmark “is quite helpful” as this helps others to understand how the organisation is

performing from an HSE perspective. “Just pick a benchmark like the Dow Jones Sustainability Index, or whatever index you choose, and you can use that

as a roadmap in terms of your journey. They can assist you with understanding how you are performing via materiality assessments for your organisation in order to understand where you might have some gaps,” he said.

“When we first went into our benchmarking ESG index, we said ‘we’re not going to just tick a box, and we’re not going to just get a good score. We’re

going to go get value out of it. That’s an important skill to have because it will help others understand how the organisation performs and compares, which is

important for Boards, shareholders and other important stakeholders.”

Important HSE trends for industry

Environment is an increasingly complex and regulated area of business for many organisations, and Hoskins said it is important to stay on top of these

trends for a number of reasons. “As an essential services business, I have seen a significant shift arising from the expectations of our customers and the

many communities we interact with daily,” he said.

“Over the past couple of years, we have witnessed significant weather events (such as storms, bushfires, and floods) due to the ever-changing climate.

Communities expect that our electrical distribution network is safe and resilient due to these extreme weather events.”

As a result, he explained that environmental management and sustainability are “critical enablers” – especially when modelling how these weather events might impact Endeavour Energy’s network, as well as new technologies that might make the network more resilient in the face of extreme weather events.

“Our business strategy has also embraced sustainability, and we have linked this to financial incentives – such as being the first network distributor

in Australia to achieve a sustainability linked loan. The sustainability linked loan includes setting ambitious targets in reducing our carbon footprint,

biodiversity through the replacement of more vegetation than we are removing, eliminating all waste going to landfill, and improving the health and wellbeing of our employees,” he said.

Practitioners also need to have a good understanding of the environmental legislative requirements to meet the various compliance obligations within

the jurisdictions they operate in, Hoskins added. This point was echoed by Murfitt, who has witnessed increased complexity within the regulatory space, including approvals for project and rehabilitation management, in addition to increased complexity in disclosures and reporting. “Clearly, the focus on emissions and carbon reduction is becoming increasingly dynamic, and the creation of the carbon reduction pathways and broader ESG discussions at the

boardroom are driving this,” she said.

McNicol also said the noise surrounding ESG (environmental, social and (corporate) governance) and sustainability “has been getting louder in recent years (finally).

“It’s a broad area, and some companies are far more advanced than others. Kudos to ESG and sustainability leaders who have been successfully driving these

strategies for 10-plus years already. It’s not too late, though, and companies across the board, listed or otherwise, are starting to invest in capability. It starts

with a genuine appetite from business leadership; then the appointed head needs to develop a strategy that is fitfor- purpose, results-driven and tangible,

realistic, as well as commercially viable for the company,” McNicol explained.

The importance of networking

For HSE professionals at all levels, Chris McNicol, manager for Victoria, Tasmania, and South Australia at Zenergy, described networking as “a great place to start”, he said. “Your peers, both internal and external, will be able to share their experience and how they learn and develop with you, and vice versa. Even the most respected and successful HSE leaders will tap into their networks where they feel they can leverage certain expertise and solve complex problems,” he

said.

Keith Hoskins, executive general manager HSE at Endeavour Energy, also underlined the importance of networking with others who have more experience in EHS. “This was about learning from what they’ve discoveredas a result of their journey. Learning from other people through networking is really important in terms of building up your skillset and capabilities. Education will get you so far, but you still have to be able to bring that to life, and you’ve got to practically be able to bring an organisation on that journey,” he said.

Similarly, Fiona Murfitt, global VP HSE for Evolution Mining, recommended that HSE professionals engage in networks broader than their established areas of expertise. “Be prepared to learn and seek to understand, and this could mean getting involved in working committee for associations if you are just starting

out. Seek out mentors and ask to have coffees with people,” she suggested.

In doing so, she encouraged self reflection on what is important to you, from growth in knowledge to leadership development or even money and travel. “There are a multitude of opportunities out there, and if you widen your network, then you get to understand the breadth of what could be available,” she said.

“The other thing to think about if you are starting out is if you are willing to travel and relocate as some of these roles that help gain you invaluable experience can be easier to obtain in the field. Those locations are also in beautiful parts of the world.”

AIHS Announces Finalists for Australian Workplace Health & Safety Awards

wow@shazamme.com (Default Author) — Mon, 26 Jun 2023 23:42:45 GMT

Australian Workplace Health & Safety Awards

We are pleased to share the finalist for the Australian Workplace Health & Safety Awards 2023!!!

The Australian Institute of Health & Safety , in partnership with Zenergy Safety, Health & Wellbeing , is proud to present the Australian Workplace Health & Safety Awards for 2023 with the awards and Gala dinner to be held on Thursday 31st August 2023.

When discussing the quality of nominations for this year, AIHS Chairperson Naomi Kemp said “The AWHSA continues to uncover innovation and excellence Australia-wide. The judging panel has worked hard over a number of weeks to narrow down nominations to the following finalists, and we would like to thank each, and every individual and organisation that was nominated for their exceptional work in advancing the profession.”

We are pleased to share the following finalists for each award category:

Individual Awards

Australian WHS Champion (CEO) of the Year

Less than 1,000 employees

Andriy Kotykhov, machinemonitor®
Caleb Leeming, BlueScope Steel

Greater than or equal to 1,000 employees

Rod Henderson, Ampcontrols
Fiona Notley, Curtin University

Australian WHS Leader of the Year

Less than 1,000 employees

Samantha Boarder, Elphinstone
Lex Hanegraaf, Built Environs
Tony Karamatic, ALBEM Operations
Mel Pollock, Abergeldie Complex Infrastructure

Greater than or equal to 1,000 employees

Ellie Bowden, Degnan
Wade DeManiel, CouriersPlease
Chanel Nesci, Bupa
Tanya Pelja, BGIS
Mike Verheyen, Mondiale VGL

Australian WHS Emerging Leader of the Year

Aaron Boyes, Altius Group
Tristan William Casey, Queensland University of Technology
Ally Orr, Endeavour Energy

Australian HSR of the Year

Joe Cox, Townsville City Council
Tristan McSwain, Yarra Trams
Desmond Thompson, Yarra Trams

Organisational/Team Awards

Australian WHS Team of the Year

Airservices Australia, Work Health & Safety Assessments Team
Ampcontrol Ltd., Live & Work Better
Communities at Work, WHS Team
Hansen Yuncken, WHS Team
Mitchell Services, Human and Organisational Resilience and Critical Risk Management: A Sustainable Strategy for Improving Workplace Safety
Water Infrastructure NSW, WHS Team

Best WHS Health & Wellbeing Program

Bupa, 'Viva Healthier and Happier' - Bupa Asia Pacific’s Integrated Safety and Wellbeing Program
Endeavour Energy, Designing Out Musculoskeletal Risk in Overhead Switching
VICSES, 2022 Victorian Flood Recovery Program
Xero, Wellbeing at Xero- Time Well Spent

Best WHS Learning & Professional Development Program

Abergeldie Complex Infrastructure, ACI HSW Team L&D Program
Level Crossing Removal Project, Removing Barrier to Knowledge Development and Retention for Migrant Workers Using 7taps Microlearning
Major Road Projects Victoria, The MRPV Civil Construction Safety Cadetship Program
Sydney Trains, SEQR Service Delivery Masterclass Program
YanCoal, Safe Way Everyday Program

Best WHS Technology Initiative

Amazon, Using Technology to Measure and Impact Safety Leadership and Culture at Amazon
University of Newcastle, NU Isolator | NU Teams - College of Engineering, Science and Environment
Endeavour Energy & Soter Analytics, Small Wearables with Big Impact
Engentus, TopTorque Precision Reactionless Bolting System
Enviroculture Maintenance Services
Global Safety Index (GSI)

You can view the full list of finalists here

Secure your tickets to the gala dinner here

GALA EVENING: Thursday, 31st August 2023 in Melbourne
For further information reach out to the team at Zenergy on 1300 333 400

Manual Handling in the Workplace

wow@shazamme.com (Default Author) — Mon, 22 May 2023 06:14:01 GMT

Manual Handling in the Workplace

Manual Handling in the WorkplaceMost jobs involve carrying out some type of manual task using the body to move or hold an object. For many organisations, manual tasks, commonly known as manual handling, is an important part of getting the job done. Manual tasks cover a wide range of activities including stacking shelves, working on a conveyor line, repetitive tasks such as packing, assembling, cleaning, using hand-tools, operating machinery and equipment.

Injuries can occur from a number of different tasks – such as sitting for too long, doing the same task again and again, over-reaching and handling heavy items, and they can have long-term, costly impacts on your workers and your organisation.

Hazardous Manual Tasks

A manual task involves using your body to lift, lower, push, pull, carry or otherwise move, hold or restrain any person, animal or thing. Most jobs involve carrying out some type of manual tasks, but not all of them are hazardous.

In many instances, manual tasks that workers are performing would actually be classified as hazardous, known as Hazardous Manual Tasks and a manual task becomes a Hazardous Manual Task when one or more of the following risk factors are present:

Repetitive or sustained force
High or sudden force
Repetitive movement
Sustained or awkward posture
Vibration

Musculoskeletal Disorders or MSD

These factors stress the body and can lead to a wide range of musculoskeletal disorders which are the most common workplace injuries across Australia.

Musculoskeletal Disorders or MSD, refer to an injury or disease of the musculoskeletal system. The musculoskeletal system supports and protects the body and is made up of the bones of the skeleton, muscles, cartilage, tendons, ligaments, joints and other connective tissues that supports and binds tissues and organs together.

Musculoskeletal Disorders and injuries can have long-term, costly impacts on workers and the organisation. Musculoskeletal disorders can happen slowly, through gradual wear and tear from repetitive or continuous movements, including static body positions or suddenly, through strenuous activity or unexpected movements, for example, handling a load that shifts position.

Managing The Risks

Organisations must manage the risks to health and safety relating to Musculoskeletal Disorders that are associated with hazardous manual tasks and the best way to effectively manage the risks associated with a hazardous manual task is to follow a systematic process that involves:

identifying manual tasks that are hazardous
if necessary, assessing the risks of injury associated with the hazardous manual task
implementing high level risk control measures; and
reviewing the effectiveness of control measures.

Effectiveness of Lifting Techniques Training?

Lifting technique training continues to be used as a primary way to control manual task risks in the workplace. However, the research evidence shows that providing lifting technique training on its own is not effective in minimising the risk of injury from manual tasks.

The main reason lifting technique training is not effective is because the risk factors causing the problem are not changed. Even if workers attempt to apply ‘safe lifting’ techniques, they may still be exposed to a serious injury risk.

Preventing Back Injuries - Key Things to Remember

Anytime you find yourself doing one of these things, you should think is my back at Risk?

Heavy lifting, especially repetitive lifting over a long period of time
Twisting at the waist while lifting or holding a heavy load
Reaching and lifting over your head, across a table, or out the back of a truck
Lifting or carrying objects with awkward or odd shapes
Working in awkward, uncomfortable positions
Sitting or standing too long in one position – sitting can be very hard on the lower back.

Zenergy eLearning Manual Handing in the Workplace

This online course introduces you to the requirements and obligations regarding manual handling and hazard manual tasks in the workplace. The aim of this online course is to give you an understanding of the hazards and risks of hazardous manual tasks how to manage the risks from hazardous manual tasks, preventing back injuries and basic lifting techniques.

Click on the following link to review further course details: Manual Handing in the Workplace

Manual Handling Risk Assessments - Contact Us to Discuss Your Needs

If you would like additional information on how Zenergy can help deliver and manage your Manual Handling Risk Assessments program which are conducted to identify the tasks in the workplace that involve hazardous manual handling, assess the risk of MSD associated with these tasks and eliminate the risk of MSD or, if this is not practicable, reduce the risk, contact us today for further information and discussion.

As industry partners to organisations around Australia we have proven experience in delivering fit for purpose practical Manual Handling solutions and professional services across a multitude of industries and sectors to meet your needs. Through a combination of our experience, academic achievements and business experience we add value to our client's business needs.

Please contact us for further information - info@zenergygroup.com.au or 1300 333 400

Hazardous Chemicals in the Workplace

wow@shazamme.com (Default Author) — Mon, 22 May 2023 06:13:58 GMT

Hazardous Chemicals in the Workplace

There are literally thousands of hazardous chemicals used in the workplace – paints, pesticides, cleaners and fuels, to name a few. They come in various forms including powders, solids, liquids and gases.

There have been many injuries in workplaces as a result of poor handling or storage of hazardous chemicals. Hazardous chemicals that you use at work can cause cancer, respiratory illnesses, skin and eye irritations, and fire and explosion-related injuries.

Therefore, it is critical we manage the health and safety risks associated with hazardous chemicals used in their workplace and we all have a duty to take reasonable care for our own health and safety and others at the workplace.

Globally Harmonized System of Classification and Labelling of Chemicals (GHS).

Under the WHS Regulations, a hazardous chemical is any substance, mixture or article that satisfies the criteria of one or more hazard classes in the Globally Harmonized System of Classification and Labelling of Chemicals (GHS).

We use the GHS classifications in Australia to communicate chemicals’ properties and dangers through labels, registers and safety data sheets.

There are two broad types of hazards associated with hazardous chemicals which may present an immediate or long-term injury or illness to people. These are Health Hazards and Physical Hazards.

Safety Data Sheets

Under the GHS, a Safety Data Sheet (SDS), which was previously called a Material Safety Data Sheet (MSDS) now includes requirements and minimum standard for the formatting and content of Safety Data Sheets used for communicating a chemical’s hazard through Safety Data Sheets (SDS).

Safety Data Sheets must contain information on the properties of hazardous chemicals and how they affect health and safety and includes generally information on:

the identity of the chemical,
health and physicochemical hazards,
safe handling and storage procedures,
emergency procedures, and
disposal considerations.

The minimum standard for the formatting and content of Safety Data Sheets now includes a 16 Section format which includes certain types of information in each section. This standard format better ensures that all employers and employees understand the chemical, its hazards and the precautions users must take to remain safe.

Safety Data Sheets in your workplace must be reviewed periodically and kept up to date. This includes when any new or significant information becomes available on the hazards of the material, and they must be reviewed and re-issued every 5 years.

There are still come countries that do not use the same criteria for classification of hazardous chemicals. Some overseas Safety Data Sheets may not meet Australian requirements, and the importer of a chemical is responsible for ensuring the Safety Data Sheet for the imported chemical meets the Australian requirements.

It is a requirement that a Register of Hazardous Chemicals is prepared and kept up to date at the workplace. The Register of Hazardous Chemicals must be readily accessible to workers and to anyone else who is likely to be affected by a hazardous chemical at the workplace.

The Register of Hazardous Chemicals shall contain a list of the product names of all hazardous chemicals used, and accompanied by the current Safety Data Sheet for each hazardous chemical listed and must be updated as new hazardous chemicals are introduced to the workplace.

Manifest

A manifest is different from a register. A manifest is a written summary of specific types of hazardous chemicals with physical hazards, acute toxicity or skin corrosion that are used, handled or stored at a workplace. A manifest is only required where the quantities of those hazardous chemicals exceed prescribed threshold amounts contained within the WHS Regulations.

A Manifest contains more detailed information than a register of hazardous chemicals as its primary purpose is to provide the emergency services organisations with information on the quantity, classification and location of hazardous chemicals at the workplace. It also contains information such as site plans and emergency contact details.

Zenergy eLearning - Hazardous Chemicals in the Workplace

This online course introduces you to requirements and obligations regarding Hazardous Chemicals in the workplace which can pose considerable danger to workers and is essential for anyone exposed to Hazardous Chemicals as part of their employment.

The aim of this online course is to give you an understanding of the hazards and risks of Hazardous Chemicals in the workplace, key requirements of the Globally Harmonized System of Classification and Labelling of Chemicals (GHS), general safety precautions and requirements for Safety Data Sheet (SDS), Supplier and Workplace Labels, Safe Use, Storage, and Disposal of Hazardous Chemicals, Register of Hazardous Chemicals, Manifests, Personal Protective Equipment. This course outlines the requirements and obligations for emergency equipment and emergency procedures.

Click on the following link to review further course details: Hazardous Chemicals in the Workplace

Hazardous Chemicals In Your Workplace- Contact Us to Discuss Your Needs

If you would like additional information on how Zenergy can help deliver and managing the health and safety risks associated with hazardous chemicals used in their workplace, from Hazardous Chemicals Risk Assessment, preparation of a Register of Hazardous Chemicals and Manifests contact us today for further information and discussion.

As industry partners to organisations around Australia we have proven experience in delivering fit for purpose practical solutions and professional services across a multitude of industries and sectors for safety risks associated with hazardous chemicals meet your needs. Through a combination of our experience, academic achievements and business experience we add value to our client's business needs.

For further information please contact us on - info@zenergygroup.com.au or 1300 333 400

Psychosocial safety requirements in the workplace

wow@shazamme.com (Default Author) — Thu, 18 May 2023 03:46:38 GMT

Psychosocial safety requirements in the workplace

Psychosocial hazards can cause psychological and physical harm and organisations have a responsibility to provide a safe and healthy working environment and to ensure health and safety to manage psychosocial health and safety risks at work and eliminate or minimise psychosocial risks so far as is reasonably practicable.

In this blog, we define the meanings and requirements of psychosocial safety in simple terms and leave you with some straightforward actions to consider implementing in the workplace to comply with your obligations.

Definitions

Psychosocial Hazards: A psychosocial hazard is anything that could cause psychological harm (e.g. harm someone’s mental health) [SafeWork Australia].

Psychological injury: A term used to describe an illness or disorder diagnosed by a medical practitioner which includes a range of recognized cognitive, emotional, physical, and behavioural symptoms. They are also known as mental health conditions or disorders. Some examples are depression, post-traumatic stress disorder, and anxiety.

Psychosocial Safety: (or psychologically safe): A workplace environment that enables people to feel safe, valued, and supported (a respectful and trusting culture) with minimal exposure to psychosocial and physical hazards.

Psychosocial Health and Safety: The systems and workplace factors that enable a person to work in an environment that is safe and free from harm from psychosocial hazards. It’s how psychosocial hazards are managed and controlled.

Psychosocial Hazards:

Psychosocial hazards can cause harm to people because they cause unreasonable stress. Unreasonable stress is that which is frequent, high, and or happens over a long period of time. This type of stress leads to psychological/mental health injuries or illnesses such as we described earlier.

The WHS Regulation defines psychosocial hazards as a hazard that arises from, or is related to:

The design or management of work;
A work environment;
Plant at a workplace;
Workplace interactions or behaviours; and
That may cause psychological harm.

The most important thing to understand is WHAT can cause harm, by understanding what the hazards are, management can immediately work on identifying them, assessing the risk, and applying the hierarchy of controls to minimise harm, starting with the best way – elimination.

What are my legal requirements?

In Australia, there were changes made to the WHS Regulations. In relation to psychosocial safety, the change included defining psychosocial hazards and psychosocial risks, and clarifying the control measures a business must implement. It imposes a positive obligation on employers to manage and protect against the risk of psychosocial hazards at work.

Psychological health is already included in the WHS Act in the definition of “health” in section 4, so regardless of whether the state you are in has adopted the amendment or code of practice, you already have a duty of care to ensure the health and safety of your employees associated with both physical and psychological hazards.

What do I need to do?

Use the same principles that a business would use for managing any other hazards, the systematic four step approach used in the Code of Practice “How to manage work health and safety risks” is referred to in the Model Code of Practice for Managing psychosocial hazards and for psychosocial hazards, the NSW Regulation directs a PCBU to:

Identify reasonably foreseeable psychosocial hazards that could give rise to health and safety risks and;
Introduce, maintain and review control measures to eliminate (or minimise) psychosocial risks to health and safety so far as is reasonably practicable.

This is met by working through a risk assessment process, in consultation with your workers, any representatives, and any other health and safety specialists you may require, to formally assess any psychosocial hazards that may be present or may have been reported.

For consideration

While psychosocial safety management should be approached as per usual in terms of risk management, the nature of psychological hazards and potential injuries means that the approach should be managed carefully.

Discussing potentially upsetting or stressful issues or situations may raise some strong emotions in people. Management should consider their wording and actions to ensure no harm or aggravation may occur from discussing sensitive issues.

For example, where there may be a worker with a pre-existing psychological condition, it may be appropriate to ask them in private whether they are comfortable with joining in on a risk assessment about psychological hazards. They may have some excellent insight, so they should not be excluded, but if they wish to not participate, this should be acknowledged. That is just one example, but the message is to be aware of others and act considerately.

Summary

There is work to do for every business when it comes to identifying and managing psychosocial hazards. Some businesses may find they do a risk assessment, and no hazards are identified. This is great, but regular reviews are necessary in case things change.

Other businesses may already know there are multiple hazards that exist and should be thinking about control measures and moving to address these ASAP.

The take-away message is that every single business is required to now consider psychosocial hazards as well as physical hazards and manage them accordingly to reduce the risk of injury at work.

If you would like additional information on how Zenergy can help deliver and manage y our Psychosocial program , co ntact us today for further information and discussion.

As industry partners to organisations around Australia we have proven experience in delivering fit for purpose practical solutions and professional services across a multitude of industries and sectors to meet your needs. Through a combination of our experience, academic achievements, and business experience we add value to our client's business needs.

Contact the Zenergy team on 1300 333 400 or email info@zenergygroup.com.au for more information.

Meet The Team - Giulia Giovagnoli

wow@shazamme.com (Default Author) — Mon, 15 May 2023 06:23:06 GMT

Tell us a little about your background?

I grew up in Italy and moved to the UK when I was 8 years old. My dad still lives in Italy, and I visit him frequently, I have always loved having two places I called home when I was younger. I speak fluent Italian and have enjoyed getting to know the Italian food scene in Sydney.

Where do you live and what are your favourite things about the area?

I live in Bondi; I have lived here the whole time I have been in Australia and I absolutely love being by the beach!

You were recently in Bali for a trip, anything important to share with our readers?!

I had the most amazing time in Bali (I always do) and I got engaged to my partner which was super exciting, we have been together for over 10 years but it was still a lovely surprise.

How many years have you worked in search & recruitment?

I have worked in Search and Recruitment for over 4 years. I started in Travel and Tourism recruitment and moved onto Manufacturing recruitment across various sectors.

What do you enjoy most about working with Health Safety & Wellbeing professionals?

I enjoy working with Health and Safety Professionals, as they are always so passionate about what they do. They genuinely care about the safety of their workforce, and I think its important to be in touch with this area of any organisation.

What are some of the best assignments you have worked on?

I enjoying working across all safety assignments but I have a real passion for anything wellness and wellbeing related, especially Psychosocial and mental health programs .

TRANSITIONING FROM AS/NZS 4801 TO ISO 45001

wow@shazamme.com (Default Author) — Fri, 05 May 2023 04:30:29 GMT

Transitioning From AS/NZS 4801 TO ISO 45001

Standards Australia has marked 4801 as 'Superseded' and 'Published, Obsolete'. As such, any organisation which previously had 4801 should move to 45001 if they do not require 4801 for legislative or contractual reasons.

What Is AS4801 and ISO 45001?

AS4801 is an Australian standard for occupational health and safety (OHS) management systems and sets out requirements for the establishment, implementation, maintenance, and continual improvement of an OHS management system. It includes guidelines for identifying and assessing hazards and risks, establishing OHS objectives and targets, implementing controls and measures to prevent or mitigate OHS risks, and monitoring and reviewing the performance of the OHS management system.

ISO 45001 is an international occupational health and safety management system (OHSMS) standard that was designed to provide organizations with a comprehensive framework for controlling risks and hazards in the workplace. It replaces OHSAS 18001 and is designed to help organizations improve their occupational health and safety performance by providing them with a structured approach to managing risk, meeting legal requirements, and enhancing employee well-being.

The main differences between the two standards relate to the understanding of an organisation’s context to define the scope, objectives, and targets for health and safety, along with defining health and safety leadership, training, monitoring and reviewing performance and implementing corrective actions.

How To Transition

When making the transition to ISO 45001, there is a clear process organisations can follow to ensure that their OHS management systems are comprehensive and effective. However, as each business is different, it’s often recommended that individuals discuss their transition process with an experienced consultant who understands the standard requirements.

Complete a Gap Analysis of Your Current Systems

Transitioning to ISO 45001 will require your company to perform a gap analysis/ audit of your current Safety Management Systems to identify any gaps and shortfalls in meeting the criteria of the new standard. In most cases, the auditing process will bring to light opportunities and/or requirements to improve existing systems and processes.

During this stage, organisations will often find it particularly beneficial to gain professional assistance from an external consultant. This is because they can provide a fresh, outside perspective, identifying points that someone who’s overly familiar with your business’ systems may overlook.

Determine Your Plan-of-Action

Once the findings from your gap analysis have been summarised, you will need to develop practical, cost-effective strategies to address any downfalls in your management systems.

It’s important to ensure that you’re prepared to dedicate a realistic amount of time and resources to improving your management systems, rather than expecting immediate results from little input.

Implement Required Changes

ISO 45001 guidelines have a strong focus on the need for individuals across all organisational levels to share responsibility for a business’ improved OHS management. Thus, it’s likely that, before alterations can start being integrated into your systems, your employees will have to undergo some form of training. The extent to which this is required will, of course, vary depending on the particular changes you plan on implementing.

Once your management systems have been adjusted accordingly, it’s crucial that you measure your performance and, in doing this, verify the effectiveness of your changes.

If your company is yet to make the transition, now is the time to get the process underway. Migrating your business from AZ/NZS 4801 to ISO 45001 may seem like a complex and time-consuming process but we are here to help.

Zenergy can complete a gap analysis/audit of your current systems where we plan, conduct and manage the gap analysis/audit on your behalf by professional, experienced auditors where can add value to our client's business needs.

Zenergy has the experience in assisting many organisations in determining your Plan-of-Action from the findings of the gap analysis audit and implementation of the required changes to successfully transition from AS/NZS 4801 TO ISO 45001. Contact us for more information to discuss your needs.

Pleas e click HERE to fin d out more or contact us on info@zenergygroup.com.au or 1300 333 400

The Why/What/Benefits of WHS Audits

wow@shazamme.com (Default Author) — Fri, 05 May 2023 02:14:27 GMT

The Why/What/Benefits of WHS Audits

ISO 45001 Occupational health and safety management systems provides that the organisation ensure that audits are conducted to determine the degree of compliance and performance in accordance with the safety management system requirements or against the ISO standards.

The goal of a work health and safety audit is to assist in the continuous improvement of your company’s WHS policies and procedures and should:

Identify the risks and the levels of those risks within the workplace;
Identify strengths and weaknesses in your safety procedures;
Assess whether your WHS procedures are legally compliant;
Compare current documentation and practices against best practice and WHS legal obligations;
Recommend improvements in your WHS procedures;
Ensure that there are adequate resources available to manage WHS; and
Ensure that the resources devoted to work health and safety are being utilised effectively.

What does a health and safety audit involve?

An audit of your health and safety management systems identifies whether the safety systems are operating effectively, or whether they need to be more efficient.

An audit may be an independent event or part of an ongoing program. In addition, audits:

Can focus on a particular activity (e.g. how hazardous substances are controlled);
Can focus on a particular part of the organisation (e.g. the packing area); or
May address the overall performance of the work health and safety management system.

Benefits

Paul Pascoe, Zenergy Professional Services specialist believes the benefits in auditing your safety management system includes:

Ensures the system that you have in place is specific to and meets the needs of the people and processes within the organisation;
Gives you a measure to compare your base line, which allows growth of your system;
Evaluates and increases the effectiveness of system components and programming;
Ensures appropriate mechanisms are in place to administer all aspects of the system and that those are properly utilised;
Identifies strengths and opportunities for improvement in program components, development, implementation, performance, reporting, tracking, communication, and what corrective action is required; and
Shows the importance of your program to all.

Internal/External

Although employees are most familiar with the layout and equipment used in their workplace, an independent viewpoint is important in order to ensure a truly comprehensive assessment and by engaging an external auditor provides an opportunity to:

Ensure an objective impartial perspective, which is important in identifying all risks in the operations.
Engage with someone with specialist knowledge and experience, which allows an external auditor to recognise hazards and risks that you may not have previously identified as an issue.
Utilise specialist WHS expertise that is dedicated to keeping up to date with the latest standards, legislation and programs.

Zenergy provides external audits of your management systems where we plan, conduct and manage the audits on your behalf by professional, experienced auditors where can add value to our client's business needs.

If you need an external audit of your management systems to determine the degree of compliance and performance in accordance with the Management System requirements, appropriate legislative and industry best practice requirements, or against the ISO standards, contact Zenergy to discuss your needs.

Please click HERE to find out more information or contact us on info@zenergygroup.com.au or 1300 333 400

Why are workplace safety inspections important?

wow@shazamme.com (Default Author) — Thu, 04 May 2023 05:52:53 GMT

Why are workplace safety inspections important?

It is quite simple - Workplace safety inspections help prevent incidents, injuries and illnesses.

Regular workplace inspections are an important part of an effective work health and safety management system and are carried out for the following basic reasons:

To check specific conditions to confirm if acceptable WHS conditions are being achieved;
To monitor and evaluate the performance and compliance against organisational policies, procedures; and
To identify hazards and workplace practices which have the potential to cause an accident, injury or harm to the environment.

Workplace safety inspections should be a critical examination of the workplace and have legal status, being an obvious part of the general duty of care.

How do you plan for inspections?

Every inspection must examine who, what, where, when and how and should pay particular attention to items that are or are most likely to develop into unsafe or unhealthy conditions, and look at all workplace elements – the people, the environment, the equipment, the materials, and the process.

You can approach safety inspections in a number of ways. For example:

You could focus on the most common tasks your workers perform; or
You could break up the worksite into specific segments to look at specific hazards and activities in each area; or
You could target the specific issues addressed by your safety program, such as material handling, manual handling, housekeeping, electrical, chemical, plant & equipment etc.

Workplace safety inspections – When?

Workplace inspections are an opportunity to identify hazards and assess risk in your workplace, but they need to be carried out regularly. Regular safety inspections reveal changes and allow you to engage directly with staff about safety and a workplace safety inspection program may include :

Daily inspections of equipment;
Initial startup inspections;
Walk-arounds of mobile equipment before use;
Daily and/or weekly supervisor inspections;
Weekly and/or monthly departmental inspections.

Your workplace safety inspection program needs to inspect and review your risk control measures which may include:

When a control measure is not working (e.g. when someone is injured or experiences a ‘near miss’);
Before workplace layout or practices are changed;
When new equipment, materials or work processes are introduced;
If a new problem is found; and
If consultation shows a review is necessary.

The workplace safety inspection checklist?

A checklist helps to clarify inspection responsibilities, controls inspection activities and provides a report of inspection activities. Checklists help with on-the-spot recording of findings and comments.

But be careful;

An inspection checklist should be tailored to the specific hazards of your workplace.
Do not allow the inspection team to become so intent on noting the details listed in the checklist that it misses other hazardous conditions.

After the Inspection

After the inspection is conducted, follow this checklist to address issues and conclude the inspection:

Fix serious hazards or unsafe work practices immediately; this is a legal obligation. For example, if you find that a ladder has a damaged rung, immediately repair or replace it.
Prioritise less serious hazards and assign someone to fix each one.
Follow up on any actions that will take time to complete (for example, purchasing new equipment).
Let workers know what you find during inspections.

Zenergy Formal Workplace Safety Inspections

Zenergy assists many organisations in providing formal external assessments by a Consultant that has that objective and unbiased yet skilled eye in conducting a WHS site assessment and inspection of your premises.

The workplace safety inspections conducted by an experienced WHS consultant are focused on identifying and evaluating any Work Health & Safety (WHS) hazards at the workplace, reporting on the findings and areas recommended for continual improvement.

For more information on our services feel free to email us on info@zenergygroup.com.au or call 1300 333 400.

Common Causes Of Forklift Accidents and How to Avoid Them

wow@shazamme.com (Default Author) — Thu, 04 May 2023 03:42:04 GMT

Reasons and Common Causes Of Forklift Accidents And Ways To Avoid Them

Forklifts, also called industrial lift trucks, are used to lift, stack and transfer loads in many workplaces across Australia. Forklifts are used to lift, load, unload, stack and transfer crates, drums, pallets and other materials. Because of their wide range of uses, forklifts are one of the most useful and widely used pieces of machinery in our workplaces. However, they also have the potential to be one of the most dangerous.

Every year they continue to cause workplace deaths and injuries resulting in substantial financial and human costs for workers, industry and the community.

The three main reasons workers are killed or seriously injured in forklift incidents are:

being hit or crushed by a forklift
being crushed in a forklift tip-over.
being hit or crushed by a load that the forklift is moving

Forklift incidents can be prevented, especially when workers and b usinesses work together to improve health and safety at work.

So, what are the four common causes of forklift accidents and ways to avoid them?

Number 1: insufficient or improper equipment training - A forklift driver or an equipment operator needs to be properly trained on operating the machinery as insufficient training can be hazardous for the workplace. Without proper equipment training, an operator puts their life in danger and the life of other employees working in the workplace.

Number 2: faulty/damaged equipment - Another common cause for forklift accidents is poor maintained or faulty. The best way to reduce the possibility of a faulty forklift or an equipment break down while in operation is to conduct routine maintenance checks.

Number 3: speeding - If a forklift driver is speeding while operating a forklift, it can lead to an accident with devastating results. Speeding can also result in a collision between the equipment and people. Not only will this damage the equipment but also risk bodily harm to people.

Number 4: workplace layout or design - The workplace layout is a huge factor to be considered for workplace safety and efficiency as it directly affects the workers' ability to work productively and in a safe environment. Narrow aisles or traffic routes, low lighting, sharp turns, inadequate floor markings or signage are all important factors that can increase the risk of an accident.

In summary, a workplace has all the makings of potential hazards to forklift operators and employees alike. However, most of the situations can be avoided with due diligence, maintenance and proper equipment training for all employees.

Zenergy eLearning - Forklift Safety Awareness

This online course introduces you to requirements and obligations regarding the use of forklifts in the workplace which can pose considerable danger to workers. While those who operate forklifts require a specific licence, it is also important for other workers to have knowledge of their operation and risks in the workplace. This is an awareness course and does not qualify you to operate forklifts or other mobile equipment.

The aim of this online course is to give you an understanding of the dangers and risks of forklifts in the workplace, keeping people and forklifts separated, Traffic Management Plans, and the requirements and obligations of operating a forklift safely and moving around the work environment.

Click on the following link to review further course details: Forklift Safety Awareness

Nominations Process now open for Australian Workplace Health & Safety Awards

wow@shazamme.com (Default Author) — Thu, 04 May 2023 02:51:31 GMT

Australian Workplace Health & Safety Awards

We are pleased to share the Nominations Process is now open!!

The Australian Institute of Health & Safety , in partnership with Zenergy Safety, Health & Wellbeing , is proud to present the Australian Workplace Health & Safety Awards for 2023 with the awards and Gala dinner to be held on Thursday 31st August 2023.

We invite you to nominate your organisation or an individual in your organisation for the awards at via the link below.

The awards provide national recognition to organisations and individuals who are demonstrating excellence and innovation in the field of Workplace Health & Safety. They recognise 11 individual and organisational achievements. Organisations of all sizes are encouraged to nominate individuals or initiatives they believe are worth of the recognition.

In 2022 there were over 500 nominations, with 12 winners and a gala awards evening event attended by over 250 people. The launch of the official new microsite has dedicated links to nomination pages, criteria and all other information. Follow the link: https://awhsa.org.au/

Eligibility & Important Dates

The Australian Workplace Health and Safety Awards is open to government, non-government and private organisations operating in Australia that have an Australian Business Number (ABN), and to individuals who are currently employed and working within the field of WHS in Australia.

Individual Award categories have specific eligibility criteria in addition to the above which is specified on the relevant awards within the AWHSA website.

NOMINATIONS OPEN: 1st April – 12th May 2023
JUDGING: 15th May – 16th June 2023
FINALISTS ANNOUNCED: 21st June 2023
GALA EVENING: Thursday, 31st August 2023 in Melbourne

For further information reach out to the team at Zenergy on 1300 333 400

Do We Really Need a Fire Warden?

wow@shazamme.com (Default Author) — Wed, 03 May 2023 06:43:53 GMT

Do We Really Need a Fire Warden?

During emergencies, Fire Wardens (or simply Wardens during a non-fire emergency) play an important role in ensuring your business is prepared for an emergency should not be underestimated.

Along with your emergency plan, Wardens are an important risk control measure to ensure that your workplace is prepared should an emergency situation occur. Hence, businesses are advised to choose their Wardens carefully.

All employers are legally required to have a plan in place to respond appropriately in the event emergencies.

There isn’t actually a rule in the legislation that stipulates that you must appoint a Warden. So, does this mean your business doesn’t need one? Think of it this way: No emergency plan worthy of the name can work without giving specific roles and responsibilities to designated people. This is especially true when it comes to evacuating your staff and making sure everyone is safely accounted for.

Best practice, along with basic common sense, mean that virtually all Australian workplaces should have at least one Warden in place. As well as needlessly putting your employees at risk, failure to appoint a Warden makes it highly likely that your emergency plan would be deemed inadequate if put to the test.

What Is a Warden – And What Do They Do?

Wardens are the staff members within a workplace who have been given certain responsibilities relating to the emergency procedures and wider emergency prevention plan. Their role is both proactive, that is to help reduce the risk of fires and emergencies occurring in the first place, and reactive in responding to emergency situations.

In the event of a fire or an emergency, some people may freeze, unsure of what to do, while others may go into shock or become hysterical. This is where a Warden becomes one of the most important people in the building.

In short, a warden is trained to be calm during the chaos – they should be cool, calm and collected. Even more than that, an effective Warden can be responsible for preventing an emergency in the first place by promoting safety, running emergency drills and undertaking other preventative actions.

Human Behaviour During Emergencies

Emergencies occur without prior knowledge. Thus, if an emergency occurs where employees are not well trained, they may go into a state of panic or complacency (it is just another false alarm).

There is no telling how a person will react when an emergency situation arises. At best, the individual will be able to keep calm and focus on carrying out the emergency procedures learned from their training. At worst, though, the individual may panic, going against everything that was taught for emergency procedures. They may even refuse to follow directions for evacuation out of sheer fear.

Understanding human behaviours during emergencies is just as essential as any other kind of preparation, especially for Wardens to be aware of these most common human behaviours during stressful situations so that they may, in turn, know how to address or react properly to the individual specifically.

Zenergy eLearning - Warden Training

This online course introduces you to requirements and obligations to effectively perform the role and responsibilities of workplace Warden who have been given certain responsibilities relating to your emergency procedures and the wider emergency prevention plan.

Click on the following link to review further course details: Warden Training

Work-from-Home Safety Tips for Remote Jobs

wow@shazamme.com (Default Author) — Tue, 02 May 2023 00:33:06 GMT

Working From Home Safety

The COVID-19 pandemic has led to large-scale and rapid changes in work practices, including a dramatic increase in the number of people working from home. The pandemic has demonstrated that many jobs can be effectively done from home, and it appears likely that the number of people working from home will remain much higher than it was previously.

Home-based work is becoming a common feature of many Australian workplaces and following the shift to working from home during COVID-19 – and the staged return to usual workplaces – many businesses are adopting approaches that blend working from home and in the office.

Working From Home Arrangements

Typically, a working from home arrangement may be made between a worker and the workplace to undertake suitable work from their home as part of their usual work requirements and generally should include where the worker will perform the work - home-based work location, what hours / days of the week the work will be performed at home, what equipment is required to perform the work safely and productively, communication methods and work performance and expectations.

Managing Risks

Working from home may change, increase or create work health or safety risks. The options for managing risks at a worker's home may be different to those you use to manage risks at the usual workplace.

While there is less control over a worker’s home, consultation should be conducted with the workers and take steps to identify and control WHS risks as much as possible using available and suitable controls.

It is important to identify the hazards of the job itself and assess the associated WHS risks and some examples of the hazards of the job itself may include repetitive data entry tasks, sedentary work such as prolonged sitting, peak periods of high workload and dealing with difficult or sensitive situations.

Performing a job in the home environment may introduce new hazards and WHS risks and some examples of these may include inadequate face to face support, limited opportunities to debrief after difficult conversations, lack of training and mentoring, workers feeling disconnected from their managers, colleagues and support networks, workers being distracted and not managing workloads, and workers not taking adequate breaks and working excessive hours.

The WHS Laws

The WHS laws still apply, and employers’ duties extend to workers who work from home or remotely, and they must take steps to ensure, so far as is reasonably practicable, the health and safety of their workers. Australia’s work health and safety (WHS) laws are flexible and seem well-placed to manage an increase in home-based work.

In meeting the WHS legislative requirements for workers performing a job in the home environment, employers should consider providing guidance on what is a safe home office environment, require workers to familiarise themselves and comply with good workstation setup and ergonomic practices and provide information on good working from home habits, including why it is important not to be sedentary for long periods.

Employers should ensure regular communication with workers, establish regular days in the office to maintain networks and set boundaries and expectations about working arrangements, including suitable breaks and reasonable hours.

Zenergy eLearning - Working From Home Safety

This online course introduces you to the requirements and responsibilities of employers and workers for Working From Home Safety which has become a common feature of many Australian workplaces.

The aim of this online course is to outline the WHS requirements and responsibilities of employers and workers which applies wherever work is carried out, including in the home. This includes establishing working from home arrangements, identifying the hazards of the job and the worker’s home, controlling the risks and simple steps for employees to overcome some of the challenges of working from home.

Click on the following link to review further course details: Working From Home Safety

Why an Integrated Management System (IMS)?

wow@shazamme.com (Default Author) — Wed, 05 Apr 2023 08:02:45 GMT

Why an Integrated Management System (IMS)?

Paul Pascoe, Zenergy Professional Services specialist reports that there has been an increased demand for integrated management systems in recent years. Organisations are beginning to recognise how these systems enable improvement across various facets of the business. For organisations seeking continual improvement and efficiency as well as ensuring the security of their information, the question is: Why implement two different systems when one can meet both requirements?

What is an integrated management system?

A management system is a set of policies, processes, and procedures used by an organisation to ensure that it can fulfill the tasks required to achieve its objectives. These objectives cover many aspects of the organisation’s operations, including financial, safe operation, product quality, client relationships, legislative and regulatory conformance, and worker management.”

An integrated management system combines all related components of a business into one system for easier management and operations. Quality (QMS), Environmental (EMS), and Safety (WHS) management systems are often combined and managed as an IMS. The management systems are developed, implemented, and maintained via one system with processes that cover each standard’s requirements.

What are the benefits of an integrated management system?

The Zenergy Professional Services team have many years’ experience in developing or redeveloping organisations Integrated Management System (IMS) and believes an IMS results when an organisation uses one single management system to manage multiple aspects of organisational performance and it is characterised by:

Its scope will cover the totality of the organisation’s processes and systems and embrace health, safety, environment, quality, security, human resource, finance, marketing, public relations, etc. as relevant to the organisation’s values, operations and objectives.
It is formally defined in a harmonised and consistent style appropriate for its purpose.
Replication of documentation is minimised while ensuring the effectiveness and efficiency of the IMS.
It is structured to control and guide the organisation’s processes in the most effective and efficient way and does not slavishly follow that of a specific management standard or item of legislation.
Each component of the management system takes account of all the other components as appropriate. It addresses all relevant stakeholder requirements defined via standards, legislation or other defined requirements.
An integrated approach to planning, with good use of business wide risk management approaches.

Developing and integrated management system

Paul Pascoe, Zenergy Professional Services specialist and his team Zenergy have assisted many organisations in developing the combined Management System “Framework” documentation with the supporting forms and tools documentation required in alignment with the general structure of published standards.

The scope of the redevelopment of the IMS documentation should be determined entirely by the objectives of your organisation and is therefore tailored to your specific needs. Naturally, the objectives must be compatible with the resources allocated. IMS’s are therefore complex as they should contain all the components necessary to cover all issues in the management of a site or area, but it should be applicable to your organisational needs and take into account your operations.

Contact Zenergy today to discuss your needs, whether you need to develop or redevelop your existing management systems documentation into an Integrated Management System (IMS), which includes Quality (QMS), Environmental (EMS), and Safety (WHS) management systems combined and managed as an IMS, and if need to gain Certification for each of the published ISO Standards.

Click HERE if you need to transition your management system documentation from AS4801 to meet the ISO 45001 requirements.

What is Work Health and Safety (WHS) Training and eLearning?

wow@shazamme.com (Default Author) — Tue, 04 Apr 2023 05:39:03 GMT

What is Work Health and Safety (WHS) Training and eLearning?

Work Health and Safety (WHS) Training

Work Health and Safety (WHS) Training should be designed to provide workers with skills and knowledge, to perform their tasks and procedures in ways that is safe for them and their fellow workers. This also includes specific instructions and guidelines to help them identify, report, and manage hazards and incidents in the workplace.

As the Work Health and Safety (WHS) legislations evolves and workplace systems and strategies changes. One of the best ways to develop safety knowledge and skills is through training. Getting employees exposed to appropriate, consistent and relevant safety training can assist businesses in improving their safety and health performance and increase results.

Why is Work Health and Safety (WHS) Training needed?

The workplace is one of the most important places for workers, which can also pose potential dangers. Therefore, it is a must that employees must receive proper training in order to prevent accidents at work. Through Work Health and Safety (WHS) Training, workers can have a better understanding of how their work environment is designed and how they should behave while at work. With this knowledge, workers will feel more responsible in performing their duties and take any safety precautions that will help them avoid accidents while at work.

The benefits of Work Health and Safety (WHS) Training benefit everyone in the organisation, from top management to all employees. Management is responsible for creating a safe work environment and making workers conscious of their safety in the workplace by setting the attitude all other participants have over workplace health and safety.

eLearning Work Health and Safety (WHS) Training

The internet has undoubtedly changed the way we learn today. The recent pandemic has also brought about significant changes by making online learning an affordable and popular form of education.

Online Work Health and Safety (WHS) Training offers a flexible and convenient option for individuals who cannot attend traditional training sessions in person. Perhaps the biggest advantage of online learning is its accessibility, as it can be accessed from anywhere in the world with an internet connection, providing unparalleled flexibility compared to traditional education.

Zenergy eLearning Programs

Our eLearning training is developed catering for various learning styles; using text, audio, pictures, video, with built in training quizzes, case studies, activities and scenario-based learning methods. Developed by WHS professionals and experienced educators with interactive content made in Australia for Australian compliance. All Zenergy training material is continually reviewed and updated taking into consideration customers feedback and ongoing needs.

Select from a range of e-Learning training topics available which include Workplace Health & Safety (WHS) and Chain of Responsibility (CoR).

Click on the following link to review our Course Catalogue and our range of eLearning courses: Zenergy Online Training Platform

Contact us to learn more about our range of eLearning programs and how we can assist your organisation in meeting your training needs and further details and access to the Zenergy range of eLearning courses.

Zenergy Leaders Forum – Panel Discussion 'Contractor & Vendor Management'

wow@shazamme.com (Default Author) — Sun, 13 Nov 2022 23:17:06 GMT

Zenergy 2022 Leaders Forum - 'Contractor & Vendor Management'

Being at the forefront of Health & Safety in Australia, Zenergy in partnership with Mirvac was excited to host the 2022 Zenergy Leaders Forum in Sydney on Contractor & Vendor Management.

It was a full house at Mirvac for a fascinating discussion with some of the leading legal and safety minds discussing how as practitioners we are tasked with enabling our organisations to meet their OHS legal obligations in terms of 3rd party contractors and vendors, whilst at the same time having to deal with increasing cost, resourcing, social license to operate, and productivity constraints.

It was an informative and high-level exploration of challenges faced by organisations working with their contractor and vendor partners from a legal vs practical / pragmatic work as done perspective.

Some of the key takeaways from our attendees:

Engage contractors through a frame of ‘collaboration and coordination’; and ‘how can we support you to do your work well’; allow capacity in contracts, and for your people, for this to occur.
Identify and manage big risk items; Focus intently on how work is done.
Be clear on who’s systems operate and at what time. Determine who is in control and for what.
Be clear about what you can and can't control and positively influence; don’t overreach.
Where contracted resources are scarce, partner and support your contractors to ensure work is done well (successfully and safely); establish win-win arrangements.
Be cautious with pre-qualification processes that unfairly focus on /weight TRIFR; focus rather on demonstrated engagement and performance by your contractors.

Thank you to our Host and MC Brian Long , Group General Manager HSE – Mirvac, and a special thanks to the panel:

o Steve Bell, Herbert Smith Freehills

o Lea Constantine, Ashurst

o Alena Titterton, Clyde & Co

o David Provan, Forge Works

For upcoming similar events get in touch with the team Zenergy Safety, Health & Wellbeing at info@zenergygroup.com.au

Do I need to audit my safety management system externally?

wow@shazamme.com (Default Author) — Thu, 20 Oct 2022 19:57:33 GMT

Do I need to audit my safety management system externally?

Audits are conducted to determine the degree of compliance and performance in accordance with the safety management system requirements, appropriate legislative and industry best practice requirements, or against the ISO standards.

Paul Pascoe, Zenergy Professional Services specialist believes the benefits in auditing your safety management system includes:

Ensures the system that you have in place is specific to and meets the needs of the people and processes within the organisation;
Gives you a measure to compare your base line, which allows growth of your system;
Evaluates and increases the effectiveness of system components and programming;
Ensures appropriate mechanisms are in place to administer all aspects of the system and that those are properly utilised;
Identifies strengths and opportunities for improvement in program components, development, implementation, performance, reporting, tracking, communication, and what corrective action is required; and
Shows the importance of your program to all.

Ensure an objective impartial perspective, which is important in identifying all risks in the operations.
Engage with someone with specialist knowledge and experience, which allows an external auditor to recognise hazards and risks that you may not have previously identified as an issue.
Utilise specialist WHS expertise that is dedicated to keeping up to date with the latest standards, legislation and programs.

Cli ck HERE to fin d out more information or contact us on info@zenergygroup.com.au or 1300 333 400

Alcohol-related injury at work party deemed compensable, bench dismisses reliance on High Court test

dean.woods@zenergygroup.com.au (Dean Woods) — Tue, 18 Oct 2022 05:52:52 GMT

Alcohol-related injury at work party deemed compensable, bench dismisses reliance on High Court test

The injuries sustained by a worker at an alcohol-fuelled work Christmas party occurred in the course of her employment and not during a "social" activity, an appeals bench has ruled in rejecting a regulator's bid to block her claim.

Deputy President Judges Tony Rossi and Miles Crawley and Deputy President Stephen Lieschke of the South Australian Employment Tribunal rejected ReturnToWork SA's submission that the function was a social event that fell within the exclusion outlined in section 7 (7) of the State Return to Work Act 2014.

ReturnToWork relied on several High Court cases in arguing the worker's employer had not "induced or encouraged" her to attend the Christmas party, meaning it was not liable for her injuries.

However, the full bench pointed out that the High Court's test of inducement only applied to injuries sustained during an "interval" within an overall period of work where the worker was situated, at the request of the employer, at a "remote" location.

The current case was not a remote location case, the bench found.

The incident occurred in November 2018 when the worker – a hairdresser employed by Karrara Hair and Beauty Centre – attended a fully-paid-for work Christmas Party at the invitation of her employer.

The event was held at a resort in Aldinga and involved overnight accommodation, lunch, unlimited alcohol, a spa bath and a male stripper. While under the influence of alcohol, the worker attempted to step out of the spa but slipped on the tiles and fell, sustaining hip and leg injuries.

The worker applied to ReturnToWork for medical expenses and weekly incapacity payments, but was denied these on the basis that she had not been directed to attend the party and, as such, had failed to prove the injury occurred in the course of her employment.

In reviewing the regulator's decision earlier this year, SAET Deputy President Judge Mark Calligeros heard Karrara's annual Christmas party was a significant event for the company with the owner closing the salon for the weekend and describing it as a time when staff could "let their hair down."

He found the employer "actively fostered the attendance and participation of employees in the event" by providing alcohol, accommodation, amenities, a spa bath and a stripper, and gave the employees "a very wide discretion or choice as to how they could behave".

He concluded that the worker had been encouraged to attend the Christmas function and "tacitly or impliedly invited" to participate in its activities, including using the spa bath that caused the injury.

He noted video footage showed the owner directing the worker and other staff members to exit the spa bath due to their intoxication, which was further evidence that the event was a "work-related function", and not purely a social event.

Deputy President Judge Calligeros went on to find the worker's employment was a significant contributing factor to her injury, as required by section 7(2)(a) of the RTW Act.

"A number of the decisions and actions of [the employer] significantly contributed to the occurrence of the injury suffered by [the worker]. This included the nature of the venue, the supply of alcohol and the expressed desire that the employees have a good time," he said.

ReturnToWork appealed, but Deputy President Judges Rossi and Crawley and Deputy President Lieschke rejected its submissions.

They highlighted that the worker "did not engage in a frolic of her own" and using the spa bath was "within the scope" of activities Karrara requested the worker undertake.

The full bench found no error in the previous decision, ruling the worker's employment gave rise to the circumstances that led to her slipping and falling and injuring her right hip and leg.

Return to Work Corporation of South Australia v Valentine and Karrara Hair and Beauty Centre [2022] SAET 134 (4 October 2022)

“This article originally appeared on OHS Alert and is reproduced with permission”

Zenergy Client Tour October 2022 – Western Sydney Airport

wow@shazamme.com (Default Author) — Wed, 05 Oct 2022 06:39:53 GMT

Zenergy Client Tour – Western Sydney Airport

A site tour for the ages last week in Sydney! A very special thank you to all of the team at Western Sydney Airport - especially David Neville & Alissa Anastasio.

Western Sydney International (Nancy-Bird Walton) Airport is one of the largest civil engineering projects undertaken in Australia for decades, Western Sydney International Airport will open in late 2026 offering international and domestic passenger, and freight services. The airport is a catalyst in the creation of thousands of jobs and opportunities in Western Sydney.

A select group of Zenergy Safety, Health & Wellbeing's clients were granted exclusive access to the current construction of Sydney's second airport - Nancy-Bird Walton Airport - including a presentation and project overview at the experience centre and then a guided tour through airport & terminal construction, where approximately 10 million passengers will pass through annually by 2030.

A highly informative morning of sharing and learning - the sense of community, pride and excitement on the project is palpable.

Further credit and thank you to Multiplex and to Steve Maclaren for excellent site guidance on the morning.

What to do if a WHS inspector comes knocking

Sun, 21 Aug 2022 04:28:19 GMT

What are the powers of workplace health and safety regulators? What should you do (and not do) if there is an incident at your workplace and an inspector arrives?

The rights and roles of each party were explained in a seminar conducted by the Australian Human Resources Institute (AHRI) in Sydney recently.

Note: The presentation was based on the requirements of the NSW Work Health and Safety Act 2011.

Responding to incidents

The first priority is the welfare of the person involved, who may require first-aid or medical attention. Once that happens, if the incident is a notifiable one (as defined in the Act), the following steps are required:

If required, notify emergency services or ambulance.
Notify the regulator as soon as possible afterwards and by the quickest method, eg phone call, email.
Do not disturb (eg clear up) the incident site before the regulator arrives.
Provide written notice to the regulator(s) within 48 hours. There may be more than one (Safe Work NSW, Comcare). Notify only facts, not speculation.Note that a regulator is a crime investigator and has prosecution powers under the Act. (Also note: Queensland and The ACT have industrial manslaughter legislation in force, and the Victorian and Western Australian governments have promised to introduce it.)

Mental health incidents

For some organisations, such incidents are considered the biggest health and safety risk, but legislation is not always clear on notification requirements.A suicide at work is obviously notifiable. So would be one outside work if it was linked in some way (eg the employee left a note that mentioned workplace bullying). A breakdown that resulted in hospitalisation would also be notifiable.

Role of inspectors

The presenters said that Safe Work NSW is now focusing on “non-traditional” industries as well as traditional ones such as mining. For example, it is paying greater attention to office-based issues such as psychological injury, bullying and violence, but the presenters suggested it may not have as great an understanding of these issues and workplaces.Inspectors don’t only respond to incident notifications. They can also act on their own volition and respond to complaints about safety and welfare issues.

What inspectors can do

Sections 163 and 164 of the Act set out the specific entry powers of workplace inspectors.

Employers should:

verify their identification
appoint a “shadow person” to accompany them
notify PCBUs and WHS representatives of their presence
raise any potential conflicts of interest, for example if an inspector is a relative of an employee
notify any concerns about confidentiality, eg potential public disclosure of information to competitors – provided they are genuine. Inspectors can photograph confidential material but not disclose it to others.
ensure any witnesses to be interviewed are aware of their rights. Those rights include: privilege against self-incrimination (don’t have to answer a question if it would expose him/her to possible conviction), what the witness is compelled to answer, provision of a support person, and conducting interviews in private.An employer can require an inspector to comply with on-site safety procedures, such as completing a safety checklist, or even alcohol/drug testing.

The presenters commented that people generally are more willing to talk to police than regulators and inspectors. However, police are seldom interested unless there is a fatality, and in any case regulators and inspectors can obtain information from them.

Inspectors’ powers on-site

The presenters summarised these powers, which are set out in sec 171 (production of documents) and 172 (protection against self-incrimination) of the Act.Inspectors can ask employees to provide “reasonable help” (such as moving a forklift or truck that an inspector is not licensed to use) and can exercise any power “reasonably necessary” for compliance.

Other important points:

can require a person to say who has custody of a document (physical or electronic) and require the custodian to hand it over
can make copies of or take documents that the inspector reasonably believes is evidential
must issue a receipt for each taken item
can remove or restrict access to potentially hazardous items.A person who is interviewed can be required to give an opinion or speculate about something. If so, the interviewee should clearly state that it is only his/her opinion and that he/she is not authorised to speak on behalf of the employer. “Don’t know” or “do not recall” are legitimate answers, if they are correct. To close a loophole that some employers had been using (“we didn’t authorise him/her/that”), inspectors now require the employer to state that a person is authorised by it to provide documents, sign notices, etc.

An interviewee can also refuse to answer if he/she is psychologically unwell or has a genuine concern about possible prosecution.

Employers should explain clearly to interviewees what their legal obligations and rights are.

Inspectors’ powers on-site

Section 155 of the Act sets out powers relating to obtaining information. Also relevant are some protections of information set by sec 271 .

Improvement and prohibition notices

Improvement notices are covered by sections 191-194 of the Act and prohibition notices by sections 195-197.The presenters commented that regulators can use these notices to make a case for later prosecution. Even if the employer complies with the notice, regulators can claim it was therefore possible for the employer to have complied before the notice was issued. Employers are entitled to request a review of an improvement notice within 14 days of issue if they believe it would be impracticable to implement (eg due to cost or disruption to workplace). Further information Presenters: Scarlet Reid (partner) and Nathan Roberts (associate), McCullough Robertson Lawyers. Further information about this event is available from AHRI .

Originally posted on http://workplaceohs.com.au

Zenergy Insight Series – Gabrielle Curtin, Snowy Hydro

wow@shazamme.com (Default Author) — Mon, 20 Jun 2022 08:14:08 GMT

Interview with Gabrielle Curtin, Snowy Hydro by Garry Kelly

Gabrielle is a senior business and HR executive with a track record in delivering change in both complex and entrepreneurial organisations. With a reputation as a commercially focused, fast-paced, adaptable and straightforward leader, Gabrielle can simplify change and positively affect people and business strategy. Regularly navigating change and transformation in heavily regulated industries and working in companies undergoing significant industry and market restructuring; Gabrielle has been involved with Qantas Airlines, Shell Australia, Accenture, Repco Automotive, I-MED and is currently the Group Executive Safety, People & Services at Snowy Hydro Limited.

Snowy Hydro – Your Role

Gabrielle, great to sit down today, we appreciate you taking the time out to share your views with our readers. To get started, you are the Group Executive – Safety, People & Services at Snowy Hydro, what does your role involve?

I have an amazing role in a truly values-led organisation. I lead a great team of people across the areas of People & Wellness, Safety & Capability and Services which includes Fleet and Logistics, Warehousing, Inventory, Facilities and the beautiful mountain township of Cabramurra.

Career Challenges

Did you have any challenges getting where you are today, in terms of the balance of life and career?

In many ways only in my own head. I, like many women, have often thought, oh gee I couldn’t possibly do that. I definitely thought that when I first started at Qantas and I had to give myself a good talking to (change my self talk) and say to myself if others think you can you can. Us women are often our own worst enemy. They say that women will often only apply for a role if they think they can do at least 75% of it versus men who will have a go and apply if they think they can do 25% of a role.

Back to my career, I did have some challenges getting back into large business roles because I changed course when my kids were young. After spending 10 years at Shell Oil I decided to start my own consulting business to give myself more flexibility (work was less flexible then or, if it was, the job challenge was fairly limiting). Whilst I loved the actual consulting work, I hated having to find the work as in being a salesman and I missed the collegiality and genuine mateship that comes with being in a great big business.

Important Traits when Hiring

You have been involved with hiring hundreds of people over many years and industries. What are the most important traits you look for when making hiring decisions?

People who are:

• Grounded

• Straightforward

• Prepared to back themselves, though also open about their learnings – they show their strength and vulnerability in all its forms

• Authentic – know where they’ve come from and haven’t lost the essence of who they are along the way

Highlights & Learning

Can you share with Zenergy’s readers, key highlights or challenges you’ve experienced in your
working life and any learning that resulted?

Be straightforward, be clear, don’t mess people around, know when to take on issues and when to defer to another day, don’t be intimidated by what people think or say and especially the negative thoughts in your head. Enact a no surprises policy with everyone and remember it goes both ways, confess early and confess often when required (be accountable). It signals to people that there isn’t anything else you know lurking beyond.

Remember, as a woman, that at the age of 22 you are probably going to work on and off for the best part of 45 years so don’t sweat the ‘what will happen to my career’ if you take a career break for kids or any other reason. Every experience including having children does add to your life experience so value it. Value yourself, especially when returning from extended leave – don’t say I’ll do what I was doing before because I’m not sure how I’ll cope. We’ve all learned that we grow through extended leave periods, when you come back time is precious and often the last work you did can feel like ground hog day after one day back – to make this happen, you have to trust yourself.

Find a way to learn how to give constructive feedback. It’s a gift that people will appreciate and, in role modelling how to do it, others will follow your lead. It is freeing and makes for a productive and trusting workplace. And above all else, have fun, don’t sweat the small stuff and remember WHY you come to work – yes, to provide job satisfaction but it’s normally deeper than that – family, friends, your own health, always look after Your Top 3 or Top 4 or Core 4. Find a way to walk through the door when there is an opportunity, even if it is only slightly ajar. As Sheryl Samberg said ‘lean in’ regardless of how scary it is or you think it is on the other side. Remember the person who has opened the door thinks you’re worthy and ready even if you don’t think you are. But only you can walk through it, no one can do it for you. The other way I think of ‘leaning in’ is to lean into all that life can offer.. sometimes you give and sometimes you receive… she’s really saying ‘put your hand up’, have a go and back yourself. And I also think Julia Gillard in her recent book on female leadership hit the jackpot in terms of insights when she said that to be successful women have to have a balance of strength and empathy. Having one or the other isn’t enough for female leaders. She says women walk a tightrope – women need to be ‘man’ enough to do the job but feminine enough to NOT be viewed as unlikeable. Without the balance she says we’re viewed as being either too soft, too weak, too emotional or too hard, hamfisted and hostile.

Above all else, be yourself. Don’t try to be anyone or anything else. Leadership is not one personality or another, it is in how you lead, how you build trust, understanding and ultimately commitment to be part of the team.

Future HSE Leaders

Taking into consideration what you have learned over the years, what would your advice be for future industry leaders?

• Be brave and always stick to your values. If it does not pass the sniff test, stop, take a breath and don’t do it

• Learn how to collaborate across silos, organisations and industry(s) to build momentum for change

• You have to release control and involve managers in the solution to create line accountability and sustainable commitment

Downtime

How do you fill your time outside of work? Or do you have any passion projects that keep you busy?

I have a range of diverse interests in addition to catching up with family whenever I can both in realtime and virtually. My son lives in Sydney so we catch up with Nick and his girlfriend Cassie whenever we’re in town. My daughter Gemma lives in NYC so that is normally a weekly WhatsApp catch up by video and the same goes with my mother and various siblings and friends. I also have an additional member of the family, some of whom say, Bonnie our dog is the favourite.

In terms of sport and exercise, my husband Paul and I love playing a game called Pickleball, the byline of which is that ‘Pickleball is the fastest growing game you’ve never heard of’! Thanks to Brad Pamp I also love to run and when in Cooma I run three mornings a week with a Snowy running group. I ran by myself for many years which I thought was my preference, but I now love running with others and it certainly means I can and do run longer distances. I also love yoga and when I can, I attend a virtual class of a friend (who is based in Melbourne) on a Saturday afternoon.

The pandemic did have some silver linings, and being part of a collective yoga class was one of them. I started tap dancing in Cooma this year! It has been a bit hit and miss with me being in Sydney or in the regions from time to time meaning I’ve missed some of the classes… I absolutely love it but I’m a few tap steps behind!! And lastly, this year I set up a book club with some ladies from Snowy after enjoying reading so many good books over the Christmas holidays.

Zenergy WHS Insight Series – Kurt Warren, Hansen Yuncken

wow@shazamme.com (Default Author) — Mon, 20 Jun 2022 08:06:29 GMT

Interview with Kurt Warren, National HSE & Quality Manager at Hansen Yuncken, by Jacqueline Batterham

Louise is currently Executive Director Safety for Transport for NSW. This is a recent move for Louise commencing in Jan 2021, previous to this Louise was the Head of Health and Safety for Sydney Metro. Louise is known as a commercially focused and people orientated leader, where she has covered a diverse portfolio of industries representing leading brands in both the public and private sector. She has an eye for numbers and enjoys challenging the status quo. Louise is a strong advocate for diversity and inclusion and strives to empower and support people to unlock their full potential.

Kurt, great to sit down today, it’s been a busy start to 2021 and we appreciate you taking the time out to share your views with our readers. To get started, can you tell us a bit about your background and your journey so far?

I started my working career at the tender age of 15 in a small engineering company as an apprentice Toolmaker. I learnt all about hard work, and nothing about safety because unfortunately it was almost as if the word did not exist. When I finished my apprenticeship, I moved on to ANSTO, Australia’s only nuclear reactor. To say the pendulum swung in the opposite direction for safety is an understatement. This was the beginning of my safety career and passion for this profession that is now in its 21st year. Those years have taken me into safety leadership roles at Qantas, Australian Army, Ausgrid, Veolia, Laing O’Rourke and now with Hansen Yuncken as the National HSEQ Manager. I completed a Diploma of Business, Master of Science (OHS) and have started my Doctor of Business Administration (DBA). I supported my peers and profession as the NSW Vice President of the Australian Institute of Health & Safety (AIHS) and continue too as a member. I have learnt so much, grown personally and professionally, forged lifelong friendships and are forever grateful for the opportunities afforded to me in exchange for my hard work. I’m an advocate of risk management and doing safety differently with the people who interact with risk.

Long term organisational WHS strategy

You are currently 2 years through taking the organisation on a 3-year WHS strategy. Where do you start and what is involved in the creation and implementation phase?

When I first meet with our CEO about coming on board with Hansen Yuncken, he said to me “we are ready for our next step in HSEQ, but I don’t want to do it with more procedures, checklists and audits. I want to do it with our people, and we are looking for someone that can help us with that”. I was instantly drawn on the possibilities of strong people leadership, culture and challenging the status quo.

Wind forward into my second month in the role and I was asked by the Board to share my thoughts on HSEQ in the business. Respectfully, I declined because I didn’t know the organisation. However, I do know who does, our people. What proceeded was three simple questions that I personally asked from shop floor to boardroom as I travelled around the business over the next two months. What should we Stop, Start and Continue to do? Anonymity was guaranteed, trust was needed, and the context was open and informal. Sometimes it was with groups of people, other times it was with individuals. The result was a rich qualitative insight into the heartbeat of Hansen Yuncken in all its glory, challenges and strengths. We shared the verbatim insights via an online collaboration tool with our people and leadership team that ultimately set the scene for greater curiosity, discussions and ideas being generated by our people. Our people developed and set our new principles of how work would be done, and the strategy was informed by 70% worker generated ideas, 20% business requirements and 10% directly from assurance activity. Our principles of work:

Looking to the future

How do you see things developing over the next 5 years in our industry?

Well, we can guarantee it will evolve as it has done for decades and centuries before. The global pandemic has certainly accelerated changes in how work is done and strengthened discussion on mental health and the need for work life balance. Technology will deliver us smart solutions; big data and the speed of change will continue to accelerate and the need for business, work and people to evolve with it sooner than we are accustom too.

At Hansen Yuncken we are currently participating with several other organisations and industry partners on alternative ways of measuring safety performance through the six elements of Due Diligence under the WHS Act. Below is our internal Hansen Yuncken way of considering the traditional, alternative and future measures that may inform what our partners are calling the Due Diligence Index – Safety.

I’m hopeful through this structured broader collaboration of industry partnerships we could finally offer to our peers a complementary subset of measures for safety performance to inform decision making.

Collaborating

What are some wins you have had from collaboration? Do you think we do it well as an industry?

My time in the Army taught me that what seems unachievable is achievable when a team is in step together. Throughout my career I have achieved very little when I go it alone. And the success and results have come from great collaborations internally and externally from the organisations where I have worked.

I think our industry collaborates well as likeminded individuals; however, I think supporting diversity through non-traditional pathways into safety roles, qualifications and backgrounds would add to the dynamic.

Advice

You have held senior positions across a diverse range of sectors, what advice do you have for people wanting to join the safety industry and in particular high risk?

A few points:

• Expose yourself to as many different sectors of high risk as possible. The principles of how we apply our trade as safety professionals is fundamentally the same, however the context of different sectors, its people and culture will continue to provide you development opportunities. Get out of you comfort zone, it’s worth it!!!
• Work hard to walk away learning something new from an interaction with someone who performs high risk work. It shapes your curiosity, builds trust and feels genuine for both involved
• The business is not safety, recognise that we support the core business and those that do the high-risk work

Zenergy WHS Insight Series – Louise Howard, Transport for NSW

wow@shazamme.com (Default Author) — Mon, 20 Jun 2022 07:47:36 GMT

Interview with Louise Howard, Executive Director for Transport for NSW, by Garry Kelly

Louise, great to sit down today, it’s been a long overdue catch up and we appreciate you taking the time out to share your views with our readers. Especially given all that is going on these days and you are very much in demand! To get started, can you tell us a bit about last year?

2020 was a big year for me personally and for the organisations I represent. I was recognised by the Australian Financial Review by being named a BOSS Young Executive for 2020, and also won the Australian Workplace Health & Safety Awards Young Leader of the year. To round it off I was one of six finalists shortlisted for the NSW Premier’s Award and was approached to take up a new role as the Executive Director Safety for Transport for NSW, a role which I started a couple of weeks ago. It will be hard to top 2020, Garry! However the year has started off brightly and I’m looking forward to seeing what positive safety outcomes we can bring in for the people of NSW.

Industry Collaboration

In your role with Sydney Metro and now at TfNSW, would it be fair to say that it is very important that you collaborate with a variety for stakeholders and to some extent, the wider H&S industry?

Yes it definitely is. In my role with Sydney Metro, industry collaboration and engagement is key. Our projects are delivered by contractors who are our business partners and it is important that we support their growth and improvement in the work they do for us as a NSW Government agency. This will be carried through into my role at TfNSW.

I currently chair the NSW Construction WHS Working Group on Covid-19 and this has been a brilliant display from industry working highly collaboratively together, supporting one another and forging ahead keeping people employed during the COVID-19 pandemic in a healthy and safe manner. When industry and government work together anything is achievable and 2020 showed this across the construction sector.

‘Safety Agnostic’

Do you subscribe to or operate under a particular methodology when it comes to Safety?

Safety Theory is something interesting to safety professionals but nobody else really. I do not subscribe to any particular school of thought and I think each of the theories have played a role in the evolution of safety practice. I’d call myself ‘safety agnostic’ if anything and I really believe you need to meet an organisation at its current maturity level rather than simply implement a safety theory you believe to be useful. I do fundamentally think health and safety needs to be simple and accessible for all, too often H&S professionals over complicate things, focus on paper process to ‘arse cover’ and do not spend enough time on the risk profile and risk appetite of the organisation to determine where best to focus time, money and resource to provide successful support and achieve positive outcomes in health & safety.

Leadership Capability

What are the main capabilities required for successful safety leadership at all levels?

Having a whole of business view rather than just a safety ‘lens’ is really useful for H&S professionals, understand the commercial aspects of your organisation as this is the predominant driver in decision making. Being able to communicate and clearly articulate in a concise way a compelling vision for health and safety so you can influence your executive teams. This must be supported by a simple meaningful plan that is easily measured and can demonstrate performance improvement. People also need to see, touch and feel what good looks like in order for them to walk the path of improvement with you.

Always look outside your organisation, industry and sector for ideas on health and safety, I will guarantee what you are seeking to change, improve or implement has been done in another organisation before, there are very few surprises in safety!

2021 – A new role

TfNSW, $100bn + worth of projects and 25,000 people, can you explain to readers what TfNSW does?

Transport for NSW is the lead agency of the NSW Transport cluster. Our role is to lead the development of a safe, efficient, integrated transport system that keeps people and goods moving, connects communities and shapes the future of our cities, centres and regions. TfNSW has over 25,000 employees and engages multiple third parties to build, operate and maintain its integrated transport network.
We are responsible for strategy, planning, policy, regulation, funding allocation and other non-service delivery functions for all modes of transport in NSW including road, rail, ferry, light rail, point to point, regional air, cycling and walking.

Downtime

What do you like to do to switch off?

I enjoy a chilled out personal life with a few key interests and self-care activities to keep me healthy and happy. I prioritise a minimum of 8-9 hours of sleep each night, this ensures I am always full of energy for the people around me but I have enough time to restore my energy each day.

Prior to Covid-19 my husband and I would travel extensively, we both follow the Formula 1 racing circuit which normally guides some of our travel plans. Travel is really an opportunity to switch off and refresh myself and calm my brain for an extended period of time. 6-8 weeks a year would be my target to travel globally, the travel planning was also a welcome distraction from work.

The other item which is really important for me is family, sharing meals together with my parents and siblings, helping out with my nephews and being available to them when they need it most.

An interview with Lucas Finch – Sydney Water

Mon, 20 Jun 2022 05:01:26 GMT

An interview with Lucas Finch – Sydney Water

An interview with Lucas Finch – Sydney Water, by Jason O’Dowd

Lucas creates outcomes for companies who wish to see their employees thrive while improving the bottom line by developing organisational strategies that move workplace wellbeing beyond being centred around fruit bowls and yoga classes and towards an integrated way of doing business. Specialising in understanding organisational needs, distilling the best parts of evidence-based approaches, and a knack for helping these ideas come alive through engaging groups and changing cultures.

You are a champion for employee wellbeing, which is presumably one of the more important things for a company to focus on. Why do you think it matters so much?

After years partnering with people to develop their wellbeing, I really appreciate how in addition to getting exercise in, eating good meals, and getting enough sleep, our wellbeing is also a product of the systems we are embedded within.

Our family, relationships, community, and our workplaces- where we spend so many of the waking hours of our lives- play a significant role in contributing to our health and wellbeing

What does Wellbeing in an organisational capacity mean to you?

It is an exciting time as many organisations are moving beyond gestures of fruit bowls and yoga classes towards an integrated approach where wellbeing is sewn into the fabric of how they do business.

Organisations who have integrated wellbeing into their organisation have made a visible position that clearly defines what health & wellbeing is, and how the organisation is committed to protecting and promoting wellbeing through their policies, programs, and procedures.

Organisations who are leading the way have integrated wellbeing into the way they design and carry out work. They are doing this by creating a shared understanding of the relevant factors in our work that influence our core health and wellbeing needs and influencing them. These can be physical and environmental factors, but are also things like role autonomy, role clarity, and how our work helps us meet our social need of relatedness.

Organisations that articulate leadership expectations that includes a standard for leaders to have the capacity for supportive leadership is also important. Leaders who can understand the ‘whole person’, are better able to identify and influence our core human needs.

What we have learned from this disruption regarding promoting and protecting mental health & wellbeing

Some organisations have learnt that their previous strategy of outsourcing psychological wellbeing through distributing EAP flyers is drastically insufficient

Organisations who happened to already be on the front foot have learnt the value of having established roles responsible for the protection and promotion of wellbeing, frameworks in place and mechanisms for influencing this area have been far better prepared to be of use to their people during this time

How to thrive during a change in the current working environment.

I think this recent disruption to our working environment has highlighted the importance of employee wellbeing, the critical role of supportive leadership and the importance of being able to identify and influence the factors that influence our health & wellbeing in the workplace.

While this current disruption has hit us all for six, the reality may well be that ‘disruption’ becomes an ever-increasing feature of our lives. Technological disruptions like AI, robotics and automation are coming our way and they are only the visible tip of the iceberg.

The better we can develop literacy in a language that effectively names and is able to influence factors that impact upon our wellbeing, the better we will be positioned as organisations to adapt and thrive to changes that lay ahead of us.

How can employee wellbeing be measured? Are there any good practices in this area?

Where possible use instruments that can refer to the evidence based on which they are developed, and ideally a tool that can objectively benchmark your organisation

While it is a bit of work, look to link individual wellbeing scores to HR metrics. This way you can understand how the wellbeing of your workforce impacts your existing organisational measures.

Finally, measuring organisational climate, specific to health & wellbeing, is valuable. The degree to which your people feel their workplace protects and supports their wellbeing, and that demands for productivity do not continually erode this precious resource, has significant correlates with individual and organisational outcomes.

What in your opinion are the best freely available resources for Mental Health and Wellbeing?

Kindness, the Heads Up Beyond Blue workplace mental health resources , and developing a strategy for promoting and protecting the health & wellbeing of the people in your organisation.

I would like to thank Lucas for his time and considered answers to these very important questions, and I am sure this will provide some great information to the public about workplace Wellness initiatives.

If you are interested in learning more about Zenergy , or if you would like to collaborate in our next Health, Safety and Wellbeing blog please feel free to contact Jason O’Dowd at Jason.ODowd@zenergygroup.com.au

Zenergy Insight Series – Adrian Ussia, Western Sydney Airport

wow@shazamme.com (Default Author) — Wed, 15 Jun 2022 11:00:14 GMT

Interview with Adrian Ussia, Western Sydney Airport

Introduction

Adrian is an experienced WHS professional with experience in the building, power, gas and water sectors. Adrian’s focusses are on realistic risk-based frameworks, backed by bespoke efficiency focussed platforms. Adrian has a strong reputation with relation to assurance and detailed critical thinking that has served him well in senior roles in Zinfra/Jemena and as the WHS Manager for Strategy and Assurance at the Western Sydney Airport Corporation.

An interview with Janette O’Brien, Head of HSEQ at JLL by Jacqueline Batterham

Tue, 31 May 2022 05:01:23 GMT

Janette O’Brie

Head of HSEQ

Janette is the Head of HSEQ at JLL. JLL is a leading professional services firm, headquartered in Chicago Illinois with employ close to 100,000 employees globally. JLL specialise in real estate and investment management. JLL shapes the future of real estate for a better world by using the most advanced technology to create rewarding opportunities, amazing spaces and sustainable real estate solutions for clients, people

and communities.

Janette has been working in industry long enough to see several trends and changes driven by many interested parties; notwithstanding regulators, academics, professionals from many domains to improve experience and organisational performance when it comes to managing health safety and the environment. She believes accessing people to develop the solution is critical, hearts and minds across the slice of organisations is a key driver underpinning successful strategy. Never sitting still, being curious and constantly thinking and collaborating on innovative ways to improve engagement and outcomes is her mission. Working across many industries Janette enjoys the constant challenge and variety that construction management brings from greenfield to brownfield sites, no one day is ever the same with a varied and a never-ending supply chain to be managed. Success in Janette’s career can be measured across many areas; building large engaged resilient teams, mentoring other safety professionals resulting in career progression, contributing to the wider profession through many networks, improved many organisations performance and risk control, strong leadership to drive positive cultural change, gained new business based on HSE systems in place and strong general knowledge and technical skills for high risk management.

Taking a lead role across Project & Development Services at JLL Australia what are some innovative strategies you have been doing?

Over the past 18 months we have developed a contemporary, streamlined, user- centred HSE integrated management system that is directly relevant to our project delivery model with a strong emphasis on assurance across our supply chain. Central to this are our High-Risk Management Standards with specific controls. This has been certified to 45001, 9001, 14001 and the Office of the Federal Safety Commissioner.

We are now at a stage to bed this system down and drive cultural maturity. To do this we are building technology innovation into the implementation. Taking our project management tools for managing HSE risk and turning these into Power Apps. We are now collecting data providing us valuable insights into all areas via a series of dashboards. We are applying the HSE Index to measure our behaviour change, including the areas of engagement, leadership, wellbeing and systems.

What are your thoughts on the construction industry as a female Exec. Your lessons learned and any advice for the younger generation of females coming through?

Female leadership across high risk industry in the field of HSE has grown over the past 10 years. If you look around the boom in infrastructure growth particularly in NSW and Victoria, there are many assertive strong females in executive positions driving very good performance and cultural maturity within leadership teams.

On high risk worksites females are comfortable and understand the critical risks that are right there in front of them, including the re-emergence of risks that have been with us in industry forever and now coming back to our cities as we build major civil infrastructure.

As more educated females come through the ranks in what has been traditional male dominated trades and professional vocations, we are seeing females wanting to work in HSE generalist and technical roles.

The younger generation coming through need to know and understand how business works and how work is done to truly be able to drive improved HSE performance. Diversity and inclusion strategy is very big in organisations now, the playing field is a lot more equitable. Young professionals coming through need to be educated, resilient and curious. Understand the why to drive improvement in the what and the how. HSE management is an integral part of anyone’s job it is not something that sits out there. Importantly to be successful you need to be educated, respect all people, add value go over and above, be a life-long learner, work hard to build your credibility and drive solution focussed outcomes. Another important tool to have in your kit is strong emotional intelligence this is a skill that can be learned. Nurture a strong network, be flexible and earn to live with ambiguity. Being confident and backing yourself is a key to finding success in a male-dominated industry.

How has Covid affected JLL (if at all), were there any good measures you put in place and what are your predictions for the future of the construction industry?

Covid has affected everyone and every industry greatly in a positive and a negative way. It is a bonus if you are in an organisation like JLL with very good technology, we can work anywhere at any time. JLL as a world leader in real estate services, Covid-19 resources have been provided for industry. For JLL employee’s wellbeing resources have been provided with connection to many learning opportunities and support services.

Construction work hasn’t stopped during the critical times of stopping the spread of the virus. Every day is a challenge across Australia dealing with cluster outbreaks on construction sites. Now most organisations are in a routine of having good control strategies in place. The challenge with construction workers is to ensure complacency doesn’t creep in, it is a new habit to ensure physical distancing is met, you can’t shake your mates hand anymore, hands need to be washed with soap for 20secs this is not easy, in times gone by workers would tend to work if they had a cold or slight flu symptoms, now this is not acceptable. At least construction workers are used to wearing masks! We are doing personal thermo-scanning on critical sites and ensuring we know more than ever who is onsite at all times. Knowing the foreseeable psychological risks that exist with construction workers we are making sure we are providing support at our worksites.

Construction work will only continue & grow in the future as the government sees this sector as a critical stimulus for the economy at this time and in the years to come. If positive Covid cases are traced to construction sites these sites will be closed for deep cleans and local controls reinstated. In these unprecedented times we rely more than ever before on the individual to be diligent and honest to protect our public health.

This year more than ever has shown the world is an unpredictable place. Who would have thought a barrel of oil would plummet to zero and a single video communications company Zoom would eclipse the 3 biggest US airlines in value!

What are some ways your industry sector been engaging & collaborating?

It is very important we keep eyes wide open to the outside world and learn from what other organisations are doing. To see what is working and what is not working across industry is beneficial.

This year due to Covid, most engagement has occurred via video conference. Traditional face to face gatherings have transitioned well to virtual settings. The number of webinars and interactions has been easy and useful. I find LinkedIn is a great business tool as well to stay in touch and see what is being achieved and the what and how challenges are being met. The Australian Institute of Health and Safety has demonstrated good leadership to share and engage with its members, I have gained a lot from various professionals they support and share with industry.

If you are interested in learning more about Zenergy , or if you would like to collaborate in our next Health, Safety and Wellbeing blog please feel free to contact Jacqueline Batterham on 1300 333 400

Zenergy CoR presents at Hansen Yuncken conference

wow@shazamme.com (Default Author) — Fri, 20 May 2022 12:06:00 GMT

Owen Corey, Professional Services Manager at Zenergy, presented to the Hansen Yuncken HSEQ Roadmap to greater success conference in October of this year. The conference was intended to discuss all things Safety with Owen leading the conversation on Chain of Responsibility compliance and the benefits that bringing the same open mind to ensuring Safety in our supply chains as we do to our workplaces.

During his presentation Owen focused on:

CoR historical back ground – including alignment with WHS Act 2011 from 1st October 2018

HY’s role in the chain and the importance of having a system that has visibility, touch points and access to information to verify safe management practices and delivery of loads adopted by others in the chain.

Recent examples of infringements and prosecutions and how they may have been avoided.

The 5 fundamentals of load restraint – referencing Zenergy’s industry leading training offerings and how we assist employees to promote Safety within the supply chain and when dealing with the general public.

If you would like Owen or any of our Zenergy team to present at your next conference please call or email Owen on 0428 111 440

Zenergy works with NSW Department of Education on Transformation Project

wow@shazamme.com (Default Author) — Fri, 20 May 2022 07:11:11 GMT

Transformation

Zenergy are excited to be working on our latest transformation and restructure project with the NSW Department of Education.

The NSW Department of Education provides, funds and regulates education services for NSW students from early childhood to secondary school, delivering world-class education through its public schools and providing funding support to non-government schools. We employ, develop and support teachers, leaders and other staff to deliver the best outcomes for students and to advance the wellbeing of Aboriginal people.

With nearly 100,000 employees working in schools and offices throughout the state, the NSW Department of Education can offer you a varied and rewarding career. Working with us gives you access to:

Flexible working conditions, Attractive salaries, Generous holidays, Opportunities for advancement, A culture of professional support.

Multiple Positions

Zenergy are working with the Department to recruit for multiple workplace health and safety opportunities.
Examples of the first wave of vacancies include;

Workplace Health & Safety Advisors

Senior Safety Systems Support Advisors

Health & Wellbeing Managers

Health & Wellbeing Advisors

Health & Wellbeing Officers

To be successful in these positions, you will have long-term experience driving workplace health and safety initiatives within a large, diverse organisations. The department are the largest provider of public education in Australia with responsibility for delivering high-quality public education to two-thirds of the NSW student population. The department also work closely with the non-government school and higher education sectors. You will be working with a dedicated Health & Safety Directorate team you will have the opportunity to apply your experience, expertise and passion. You will be located in a collaborative office environment located in a state of the art, new building near Parramatta river.

Please contact a member of the Zenergy Team to discuss in more detail on 1300 333 400 .

Partnering with FedEx

Thu, 19 May 2022 10:53:20 GMT

Zenergy are partnering with FedEx, for a number of Health Safety & Environment positions in the Australian business based in New South Wales.

FedEx is one of the world’s largest express delivery companies, NYSE listed, employing 600,000 people who support businesses across the globe by delivering close to one million shipments a day, ranging from documents and parcels to palletised freight. In Australia the workforce is over 5,000 , with over 50 depots . Vehicle fleet is more than 2,800 and multiple aircraft to support the Australian distribution.

For further information about these positions, please speak with Kathleen Melville ( kathleen.melville@zenergygroup.com.au )

Copy of Confined space deaths: what employers must know

Fri, 13 May 2022 05:11:30 GMT

The inaugural Australian Work Health & Safety Awards (AWHSA) took place last week – June 1st to June 5th 2020. The AWSHA aim to recognise organisations and individuals located throughout Australia who have exhibited excellence in the field of workplace health, safety & wellbeing. The AWHSA will recognised the achievements in Workplace Health, Safety & Wellbeing across 10 individual award categories.

Nominations came from over 150 organisations Australia wide. It was an opportunity for companies and individuals to nominate, highlight and recognise peers, colleagues and their organisations. It has been particularly popular with the executive, people & culture and operations functions who have nominated colleagues, peers and their own organisations for recognition of excellence in the health safety & wellbeing areas.

Award 1: Enterprise H ealth & Safety Program Initiative

To be eligible for this award you must be able to demonstrate the implementation of a unique program and show evidence of the impact it has had upon your organisation’s Workplace Health & Safety.

Award 2: Enterprise health/well being initiative

To be eligible for this award you must be able to demonstrate a unique program and show evidence of the impact it has had upon Workplace Health & Safety in Australia.

Awards 3: Emergency First Aid Response

To be eligible for this award you must be able to demonstrate an outstanding First Aid Initiative and show evidence of the impact it has had upon your organization or Workplace Health & Safety in Australia.

Award 4: Health & Safety Rep of the Year

Award 5: Enterprise Health and Safety Innovation

To be eligible for this award your organisation must be able to demonstrate the impacts of a unique innovation which has been implemented within a WHS environment in Australia.

Award 6: Young Health & Safety Leader

To be eligible for this award you must qualify as a young professional and be able to demonstrate your outstanding contributions to WHS in Australia.

Award 7: Enterprise Health and Safety Leadership Award

To be eligible for this award your organisation must demonstrate how they have contributed to improvements in WHS.

Award 8: Health & Safety Professional of the year
To be eligible for this award you must demonstrate how an individual has contributed to improvements in WHS within an organisation or community.

Award 9: Harold Greenwood Thomas Life Time Achievement Awards

The Harold Greenwood Thomas Lifetime Achievement Award is the most prestigious award presented by the Australian Institute of Health & Safety and may be presented to an individual who has demonstrated outstanding contributions to the field of WHS throughout the course of their career, which has had significant impact on OHS outcomes in Australia.

And the finalist are…

Best Emergency First Aid Response

Andrew Hastings, Linfox (winner)
Annabel Limmer, Swissport
Terry Turner, Clive Bacon and Harriet Tomlin, Linfox

Enterprise Health and Safety Innovation Small to Medium

FBR Ltd (winner)
Trieste
EPS World Wide Pty Ltd
Pole Grab

Enterprise Health and Safety Innovation Large
Laing O’Rourke/ Presien (winner)
Lendlease
Newcrest
Westrac
RoadTek

Enterprise Health & Safety Leadership

Level Crossing Removal Project (winner)
Nova Skill
Sydney Metro

Enterprise Health & Wellbeing Initiative

City of South Perth (winner)
Safe and Healthy
St John of God Healthcare
Westrac

Enterprise Safety Program Initiative

Westrac (winner)
A.G. Coombs Group
Downer Group
Sorter Analytics

Health and Safety Professional of the Year

Glen Cook (winner)
Brian Pugsley
Craig Hatchard

Health and Safety Representative of the Year

Anne-Marie Thompson (winner)
Suzanne Philpot
Phil Davidson
Vasalia Govender

Young Health & Safety Leader of the Year

Louise Howard (winner)
Marlee Snowden
Michelle Oberg
Tristan Casey

Challenge to mandatory vaccinations fails in court

Thu, 12 May 2022 17:41:43 GMT

Two groups of workers in New South Wales who refused COVID-19 vaccinations initiated legal proceedings against the NSW health minister and chief medical officer, the State and the Commonwealth. They claimed that the public health orders restricting the rights of unvaccinated individuals are invalid, unreasonable, beyond the scope of the public health laws, made for improper purposes and don’t give them natural justice. The Supreme Court of NSW has examined their claims and rejected them all.

The anti-vaccination claims

The main focus of the two proceedings was the orders preventing ‘authorised workers’ from leaving an affected ‘area of concern’ where they live, and preventing unvaccinated people from working in the construction, aged care and education sectors.

The first group of workers claimed that the health minister did not have the power to make those public health orders. They claimed the orders were either outside the scope of the Public Health Act 2010 or unreasonable because of the effect on fundamental rights and freedoms – especially their right to their own bodily integrity.

The second group claimed that because of the impact on their rights and freedoms, the public health orders were made for an improper purpose, and that the minister had failed to have regard to relevant considerations, asked the wrong questions, acted unreasonably and failed to afford them natural justice.

The plaintiffs also asserted that the orders were inconsistent with the immunisation register legislation and that they implemented ‘civil conscription’ (obliging civilians to perform compulsory service for the government), which is inconsistent with the Australian Constitution.

The groups included the director and OHS officer of a supplier to Sydney construction sites, three aged care workers, a teacher, a cleaner, a mechanic, a hospital employee and a pregnant health care worker employed by a pathology agency.

Both groups contended that the practical effect of the orders was to force people to get vaccinated or lose their jobs, and that therefore they won’t have been exercising a free choice in consenting to be vaccinated.

Their objections included statements that they have ‘the right to make [their] own medical decisions alongside medical professionals’, a ‘basic human right … to bodily integrity’, and beliefs that COVID-19 vaccines do not provide immunity or lessen transmission rates, and that they carry risks of adverse reactions.

Efficacy and side effects of the COVID-19 vaccines

The court considered affidavits and evidence from a number of medical experts expressing a range of views. On the basis of their respective qualifications and how they were able to substantiate their opinions, the Judge accepted the view supported by the weight of proper scientific opinion that COVID-19 vaccines reduce the risk of infection and transmission of the disease, attenuate the symptoms and possible consequences, and generally have only mild to moderate short-term side effects.

Violating bodily integrity and restricting freedom of movement

The claim here was that individuals should not be coerced into being subjected to a medical treatment, and that such coercion violates their right to bodily integrity.

The Judge formed the view that the public health orders do not amount to a violation of anyone’s right to bodily integrity, because the orders do not authorise involuntary vaccination. Instead, the public health orders impede unvaccinated people’s freedom of movement, which has consequences for their ability to work.

The court concluded that though the public health orders curtail freedom of movement which in turn affects a person’s ability to work and socialise, this does not mean the orders are invalid or unreasonable.

If the orders had curtailed freedom of movement based on some arbitrary ground such as race, gender or political opinion, it could well have been considered unreasonable and invalid.

‘However, the differential treatment of people according to their vaccination status is not arbitrary’, the Judge said, because the ‘material difference between being a person who is vaccinated and a person who is unvaccinated …[is] … the degree of transmission threat they represent to others’.

‘Freedom of movement is undoubtedly important’, he wrote, but it’s ‘not necessarily [a] positive right’. Regardless, the Public Health Act clearly authorises curtailing that freedom, sometimes severely.

The health minister did not act unreasonably in considering the public health orders necessary to deal with the identified risk to public health and its possible consequences.

The court rejected all the grounds for the court actions, and dismissed the proceedings.

The bottom line: The public health orders restricting the freedom of unvaccinated people’s movement were legally valid, and reasonable.

Read the judgment

Australian Work Health & Safety Awards – Winners 2021

wow@shazamme.com (Default Author) — Thu, 12 May 2022 10:35:47 GMT

Over 8,000 people tuned in to watch the 2021 edition of the AWHSA, where the winners were announced online and via locally held events across Australia. There was tight competition this year with circa 300 nominations. Watch the presentation of the awards to the winners via the link below:

Australian Workplace Health and Safety Awards Winners

2021 Edition of the Australian Workplace Health and Safety Awards

wow@shazamme.com (Default Author) — Wed, 11 May 2022 12:22:57 GMT

2021 Edition of the Australian Workplace Health and Safety Awards

2021 edition of the Australian Workplace Health & Safety Awards.

The Australian Institute of Health & Safety invites you to join them on Thursday 22nd July 2021 to celebrate the Workplace Health & Safety Awards 2021. Come along to help celebrate the achievements which have taken place across health & safety over the past year. Celebrate the innovation, excellence and successes made across the industry. Recognising achievements in 11 categories. With company and individual awards.

The AIHS is hosting events across the country in various capital cities. National Awards. Delivered Locally.

For information on the awards, finalists and how to tune in….

https://awhsa.org.au/

General Manager Sustainability, Safety & Risk

wow@shazamme.com (Default Author) — Tue, 10 May 2022 11:30:17 GMT

Reporting to the CEO
Australia’s largest privately owned shipping organisation
Relocation Package – Cairns, QLD

Organisation
Sea Swift is Australia’s largest privately owned shipping company, with an extensive marine transport network ensuring that the world is at their customers’ doorstep. One of the largest employers in the North Queensland region with 450 staff, Sea Swift is ideally positioned to support, assist and deliver to customers, from individuals to large national and international corporations.

Zenergy have been engaged by Sea Swift to source the General Manager Sustainability, Safety & Risk in what is a newly created, Executive position.

Position
The General Manager Sustainability, Safety & Risk will be instrumental in Sea Swift becoming leaders in providing safe, sustainable integrated shipping and logistics services to Regional Australia, in a manner that creates value for its stakeholders, and as the organisation enters an exciting phase of cultural transformation and enhanced business performance.

Part of the Executive team and reporting to the CEO, you will lead a high performing team of direct reports, and drive the safety, risk and sustainability strategy across and into the organisation’s people and assets, whilst leveraging with peers within the QIC Global team.

Key responsibilities:

Lead the delivery of ESG/sustainability objectives within Seas Swift’s Strategic Plans, and develop the 2030 Sustainability and Target-setting Strategy.

Ensure the Risk Management Framework is implemented across the business and compliant with statutory and regulatory requirements.

Develop and implement an integrated, organisation wide WHS Strategy, actively supporting all operational and functional teams to drive improvement in safety culture and performance.

Lead the development of a new Integrated Management System (IMS) that is fit for purpose and fully integrated across the business, ensuring IMS Accreditation is maintained.

Engage and influence at all organisational levels, providing advice and strategic direction whilst operating with a hands-on approach.

General Manager Sustainability, Safety & Risk

Tertiary qualified in a relevant discipline with post grad / industry qualifications highly desirable.

Proven Executive level experience within Sustainability, Safety or Risk, leading functional teams and driving strategy within asset-intensive businesses.

Excellent understanding of triple-bottom-line sustainability principles and commercial drivers for ESG, Sustainability and Safety.

Outstanding leadership, engagement and influencing skills with the capacity to design organisational objectives whilst operating at a hands-on level.

Exceptional communication skills with the ability to engage and present at Board level.

Benefits & next steps z

Sea Swift offers the opportunity to strategically influence an organisation that is critical to regional communities, whilst supported by one of the globe’s leading infrastructure investors QIC. You will be part of a dynamic, close-knit team in an environment where collaboration, performance and engagement is valued.

Sea Swift also makes a significant contribution to the employment and skill development of local communities, including Aboriginal and Torres Strait Islander peoples. They pride themselves on highly successful, multi award-winning community engagement and traineeship programs, genuinely changing the lives of young Indigenous and non-Indigenous people across Northern Australia.

For more information, please apply directly via the link with resume in Word format or for additional information, contact Chris McNicol on 1300 333 400

general manager sustainability safety & risk safety recruitment seaswift whs recruitmen t

Zenergy Professional Services Overview

wow@shazamme.com (Default Author) — Wed, 24 Nov 2021 05:34:34 GMT

Paul Pascoe, Zenergy Professional Services specialist who has over 40 years’ experience at the highest level in this field outlines the range of Zenergy Work Health & Safety (WHS), Environmental and Quality workplace consultancy service solutions to meet your needs which now include:

Management Systems Development & Implementation – Zenergy can develop the required Management System “Framework” documentation with the supporting forms and tools in alignment with the general structure of the published ISO standards and can assist in conducting as required the necessary program implementation activities.

Work Health & Safety (WHS) Programs – The development and improvement of your specific program or elements within your Work Health & Safety (WHS) Management System that is specific to your industry, legislation requirements, best practice and your specific hazard and risk exposure.

Construction Work Health & Safety – Zenergy has extensive experience in Construction Work Health and Safety (WHS), with a unique advantage in understanding what needs to implement effective Work Health and Safety systems in such a high-risk industry. Zenergy can develop Construction Management Systems, Project WHS Management Plans, Safe Work Method Statements (SWMS) and conduct construction site safety inspections.

HVNL and Chain of Responsibility – Our approach towards transport safety is to support and ensure Chain of Responsibility (CoR) compliance for an organisation in all its transport activities, as they relate to safety and the obligations and responsibilities under the Heavy Vehicle National Law (HVNL). This includes the Zenergy Chain of Responsibility (CoR) Management system, auditing of potential supply chain parties to ensure too that they are meeting their obligations under CoR and ongoing implementation audits.

Zenergy Professional Services – WHY US?

We know…what works and what doesn’t.

We know…what you need and how to do it.

We know…how to do it efficiently and effectively.

We know….it is a priority to understand your business

requirements.

We know….how to deliver high-quality, cost-effective solutions.

Paul Pascoe shares the Professional Services objectives which are to provide effective solutions to Work Health & Safety (WHS), Environmental, Quality, Transport and risk management issues, complete projects/assignments with the highest level of quality that surpasses our client’s expectations. We advise our clients on best management practices and suitable measures that enable them to make informed and balanced decisions and share our knowledge, expertise, and experience.

No matter what Work Health & Safety (WHS), Environmental, Quality and Transport challenges you face, whether one time only advice or a full range of services, we are ready to work with you to assess your needs, evaluate options, and develop practical solutions.

1300 333 400

email info@zenergygroup.com.au

TAG :- Auditing, Cor Complaince, Hvnl, Integrated Management Systems, Safety Consulting, Whs Consulting

Safety specialist reasonably advised drug test of worker

wow@shazamme.com (Default Author) — Thu, 04 Nov 2021 05:51:14 GMT

A worker claiming he accidentally ate cannabis cookies before failing a workplace drug test has failed to overturn his dismissal. He argued his employer unreasonably subjected him to the test when he wasn’t displaying any behaviour or symptoms of intoxication or impairment.

Fair Work Commissioner Alana Matheson accepted the employer’s submission that his managers had sufficient concerns about his performance and behaviour to request he take a test.

In Sydney, the Commissioner heard that early this year, Wilmar Sugar Pty Ltd stood the IT project manager down over allegations he had appeared to be under the influence of drugs and alcohol while at work.

She heard two of his colleagues told the employer that on one afternoon they witnessed him slurring his speech, swaying, talking with his eyes closed and repeating himself, making one of the colleagues feel unsafe.

Wilmar found there wasn’t enough evidence to take any disciplinary action against him, but upon his return to work he was subjected to a drug and alcohol test that returned a result of 967ug/L for cannabinoids.

This was 19 times higher than the cut-off level prescribed by the employer’s “fit for duty procedure” and the worker was sacked.

He claimed unfair dismissal, telling the FWC the result came as a shock and he subsequently learned that prior to the test, he unknowingly ate cookies containing cannabis that his partner brought home from a party.

He argued the dismissal was unfair because the test detected residual trace elements of something he unintentionally consumed and he was not “under the influence” at the time.

He was approached upon his return to work and targeted for “reasonable cause” testing under the procedure, despite not showing any symptoms or behaviour to suggest he was intoxicated or impaired, he claimed.

The employer’s actions were unreasonably based on an “unsubstantiated assumption” that he had been intoxicated at work in April, he said.

Wilmar told the FWC its fit-for-duty requirements, which the worker was dismissed for breaching, weren’t focused on the perceived impairment of a worker but on what cut-off levels were acceptable to the business.

It said its managers held reasonable concerns over the worker’s behaviour, attendance and performance leading up to its request that he take a drug and alcohol test, to ensure the safety of everyone in his team.

The test had been recommended by its head of safety, to ensure it was safe for him to return to work, it said.

“I accept that [these managers] held concerns for the safety and welfare of the [worker] and others in the workplace, had a duty of care under work health and safety laws and acted on the recommendation of [Wilmar’s] health and safety specialist in requesting the reasonable cause testing,” Commissioner Matheson said.

Their concerns met the criteria for requesting staff to undertake reasonable cause testing under the fit-for-duty procedure, she found in dismissing the worker’s case.

She found the worker’s claim that he unintentionally consumed cannabis was “questionable” and irrelevant “to an assessment of [his] failure to comply with the fit-for-duty procedure as a reason for dismissal”.

The Commissioner referred to Sydney Trains v Gary Hilder [2020] FWCFB1373, where an FWC full bench upheld the reinstatement of a safety-critical rail worker who failed a cannabis test (see related article ), but stressed it would place employers in an “impossible position” if they had to demonstrate “intentionality” to enforce workplace safety policies.

Masters v Wilmar Sugar Pty Ltd T/A Wilmar Sugar [2021] FWC 6230 (28 October 2021)

This article was produced and originally posted by OHS Alert – Premium news and analysis for Australian workplace safety and workers’ compensation professionals.

TAG :- Drug Test, Drug Testing, Fwc

Thank you notes

wow@shazamme.com (Default Author) — Thu, 09 Sep 2021 06:49:53 GMT

From time to time we like to celebrate with candidates and clients who have achieved something new or special with us – so it is very touching when we are acknowledged and thanked back.

Thank you, Simona, for your very heart warming note to us. Congratulations on the new role and glad you liked the package!,

TAG :- Thank You, Zenergy Safety News

Zenergy Insight Series – Adrian Ussia, Western Sydney Airport

wow@shazamme.com (Default Author) — Mon, 06 Sep 2021 07:04:01 GMT

Interview with Adrian Ussia, Western Sydney Airport

Introduction

WSA – Your Role

The role finally works closely with our Delivery Partner (Bechtel) and their WHS team to positively influence the appointed Principal Contactors.

The WSA Project and Aerotropolis

Can you describe to readers what Western Sydney Airport is and the planned aerotropolis?

Western Sydney International is being built to accommodate 10 million passengers per year from day one. As demand grows, we’re ready to expand to meet the needs of travellers and airlines.

Industry Collaboration

In your role, would it be fair to say that it is very important that you collaborate with a variety for stakeholders and to some extent, the wider H&S industry?

Your Approach

What is your approach to building new relationships in the workplace, especially considering you have recently started at WSA?

What do you like to do during downtime?

What do you like to do to switch off?

TAG :- Adrian Ussia, Insight Series, Interview, Safety Culture, Western Sydney Airport, Zenergy

zenegry-ceo-forum-photos

wow@shazamme.com (Default Author) — Sun, 05 Sep 2021 05:39:19 GMT

Q&A Panel Session with Max Moore-Wilton – Board Member for Infrastructure NSW, Bruce Hodgkinson – Leading Senior Counsel, Carolyn Walsh – Commissioner, Australia Transport Safety Bureau

Partnering with FedEx

wow@shazamme.com (Default Author) — Mon, 30 Aug 2021 07:52:55 GMT

Zenergy are partnering with FedEx, for a number of Health Safety & Environment positions in the Australian business based in New South Wales.

For further information about these positions, please speak with Kathleen Melville

( kathleen.melville@zenergygroup.com.au )

TAG :- Fedex, Partnering, Safety

“On the spot” fines for Victorian OHS offences starting on 31 July 2021

Wed, 21 Jul 2021 11:15:19 GMT

On 20 July 2021 new regulations, known as the Occupational Health and Safety Amendment (Infringements and Miscellaneous Matters) Regulations 2021 (Vic), were made to establish a safety infringement notice scheme in Victoria ( Scheme ).

Under the Scheme, which commences on 31 July 2021, WorkSafe inspectors will have the power to issue “on-the-spot” fines to employers and other duty holders, including workers, who are found to be in breach of particular provisions of the OHS Act and the OHS Regulations.

The Scheme permits WorkSafe inspectors to issue infringement notices in respect of 54 prescribed offences, such as:

• a failure by an employer to allow a health and safety representative (HSR) to have access to information relating to the HSR’s designated work group identified in section 69(1)(a) of the OHS Act;

• an employer allowing an employee to perform high risk work without an appropriate high risk work licence;

• a person (i.e. a worker) who holds a construction induction card not keeping the card available for immediate inspection on request;

• a failure by an employer or self-employed person to keep a copy of a safe work method statement for high risk construction work for the duration of that work;

• a failure by the principal contractor for a construction project to keep, and make available for inspection, a copy of a health and safety co-ordination plan (and any revisions to that plan) for the duration of the project.

For an individual, the fine will be up to $363.48. For a company, the fine can be up to $1,817.40.

The intent behind the Scheme appears to be to use infringement notices to punish offences where the contraventions are clear and do not need to be established through a detailed investigation process.

WorkSafe is not precluded from taking other remedial action against a person simply because an inspector issues them with an infringement notice. For example, it will remain open to the inspector to issue an improvement or prohibition notice to the recipient of an infringement notice. However, the intention appears to be that if an infringement notice is issued, it is unlikely that a prosecution for the same offence will follow.

It will be important for anyone who receives an infringement notice to ensure that it has been validly issued and seek advice about whether it is susceptible to challenge.

This article was reproduced with permission from Kingston Reid and if you would like to discuss how these developments impact upon your business please do not hesitate to contact the Kingston Reid team on the below numbers.

John Makris
Partner
+61 2 9169 8407
john.makris@kingstonreid.com

Zenergy are partnering with Evolution Mining

wow@shazamme.com (Default Author) — Wed, 21 Jul 2021 05:29:18 GMT

Zenergy are partnering with an ASX gold mining company, Evolution, to source for a number of HSE, Emergency Response and Sustainability positions.

Jason O’Dowd is looking to speak with HSE, Emergency Response and Sustainability professionals, who are interested to relocate to regional NSW for both underground and open pit operation opportunities (Residential / Relocation Packages available for families).

For more information contact Jason or please call the team on 1300 300 400

Zenergy HVNL 2nd Executive Webinar – 28th October 2020

wow@shazamme.com (Default Author) — Thu, 20 May 2021 11:09:24 GMT

Zenergy is excited to have hosted part 2 of our informational session on HVNL and Chain of Responsibility in partnership with Kingston Reid, Australia’s largest specialist workplace law firm across safety and heavy vehicle law. The session covered Executive responsibilities under the Heavy Vehicle National Law (HVNL) Your hosts for the session was Paul Endycott Associate Director, Zenergy and John Makris Partner, Kingston Reid.

What is Executive Officer Due Diligence & What is Executive Officer Liability under the HVNL

Presentation Slides – Click Here

Zenergy HVNL Executive Webinar – 19th August 2020

wow@shazamme.com (Default Author) — Thu, 20 May 2021 11:04:22 GMT

Zenergy is excited to have hosted the following HVNL and Chain of Responsibility informational session in partnership with Kingston Reid, Australia’s largest specialist workplace law firm across safety and heavy vehicle law. The session covered Executive responsibilities under the Heavy Vehicle National Law (HVNL) Your hosts for the session was Paul Endycott Associate Director, Zenergy and John Makris Partner, Kingston Reid.

Heavy Vehicle National Law (HVNL) Complimentary Executive Webinar “19th August 2020”

Presentation Slides – Click Here

Zenergy working with Laing O’Rourke on Bushfire Clean-Up

wow@shazamme.com (Default Author) — Fri, 22 Jan 2021 06:28:14 GMT

Our Senior CoR Consultants working with Laing O'Rourke to assist with the bushfire recovery program in Southern NSW

Zenergy Professional Services is working with Laing O’Rourke to provide specialised support to NSW Bushfire Clean-Up Project in the area of Chain of Responsibility and the Heavy Vehicle National Law.

The project has seen our Senior CoR Consultant, travelling to bushfire affected communities as far north as Casino and as far south as Eden and everywhere in between.

The scope of works that Zenergy has undertaken on behalf of the project includes providing guidance, coaching and mentoring to key project personnel and contractors, conducting due diligence desk top audits on contractors to ensure they have systems implemented to meet their obligations and performing onsite compliance inspections relating to the project’s heavy vehicle activities.

For more information about what the Professional Services team do in relation to Chain of Responsibility you can contact our team via i nfo@zenergygroup.com.au or call our office on 02 9003 2700

Zenergy are partnering with Telstra

wow@shazamme.com (Default Author) — Wed, 23 Dec 2020 05:09:18 GMT

Zenergy are partnering with Telstra in search and recruitment services to support the growing Telstra Safety, Security & Wellbeing team nationally. Telstra is Australia’s leading telecommunications and technology company, is listed ASX 20 and employs over 25,000 people. Telstra have a diverse risk portfolio and Zenergy are working Telstra attract passionate professionals to assist the Telstra Group in the management of SSW risks and promotes a culture that places SSW at the heart of everything they do.

Focus areas include Safety, Security and Wellbeing Consultants for various business units including Field/Infrastructure/Retail, Workers Compensation Consultants, Management Systems & Assurance Coordinators.

For further information please speak with the team managing this recruitment

Tom Geikie Tom.Geikie@zenergygroup.com.au & Chris McNicol Chris.McNicol@zenergygroup.com.au

Challenge to mandatory vaccinations fails in court

wow@shazamme.com (Default Author) — Sun, 25 Oct 2020 06:24:52 GMT

The anti-vaccination claims

Efficacy and side effects of the COVID-19 vaccines

Violating bodily integrity and restricting freedom of movement

The claim here was that individuals should not be coerced into being subjected to a medical treatment, and that such coercion violates their right to bodily integrity.

If the orders had curtailed freedom of movement based on some arbitrary ground such as race, gender or political opinion, it could well have been considered unreasonable and invalid.

The health minister did not act unreasonably in considering the public health orders necessary to deal with the identified risk to public health and its possible consequences.

The court rejected all the grounds for the court actions, and dismissed the proceedings.

The bottom line: The public health orders restricting the freedom of unvaccinated people’s movement were legally valid, and reasonable.

Read the judgment

Kassam v Hazzard; Henry v Hazzard [2021] NSWSC 1320 (15 October 2021)

TAG :- Covid-19, Vaccination

COVID employee survey valid safety measure in dismissal

Sun, 27 Sep 2020 05:38:27 GMT

An employee who repeatedly refused to complete a survey to provide details of his overseas travels during the early stages of COVID-19 was validly dismissed. The employer successfully argued that the survey was necessary to comply with its duties to:

protect the health and safety of employees and others who interacted with the business; and
prevent or minimise a threat to public health.

The Fair Work Commission (FWC) rejected the employee’s claim that the directive breached his privacy, finding that it was lawful and reasonable.

The employer was a recruitment company and labour hire provider in the oil, gas and mining industries in six countries. It directed all employees to disclose their overseas travel history to 10 specified “risky” countries during the preceding five weeks, and to notify any future travel plans over the next six months. This occurred in early March 2020, shortly before Australia banned most overseas travel and shortly after Australia’s first COVID-19-caused deaths occurred.

The employee, refused to disclose his travels, citing privacy reasons and claiming that the scope of information requested went beyond the scope of what was required to deal with COVID-19. He claimed to the FWC that he had not travelled overseas while working for the employer and had no future plans to do so. He claimed that he did not pose any COVID-19-related risk to other employees or clients. After an initial warning, he was dismissed for misconduct when he continually refused to complete the survey.

The employer claimed that there was a risk to employees because they worked close together in a closed office environment, and also a risk to clients and job-seekers who attended face-to-face meetings with the employees. After seeking external health advice (from the Australian Information Commissioner), it decided to survey employees about their travel activities and plans, to try to reduce the risks.

The employer claimed that the survey was designed purely to obtain information relevant to COVID-19 risks. It only requested information about travel, did not seek intrusive personal health information, and complied with the Commonwealth Privacy Act 1988. The aim of the survey was to meet its occupational health and safety obligations and to minimise the risks.

The employer did not seek information from employees about their health. However, it provided them with general advice and instructions on how to identify and respond to any COVID-19-related symptoms they might experience.

Facts of case

Decision

The FWC found that the employer’s actions amounted to a lawful and reasonable directive to the employee. They were also a legitimate attempt to protect the health of its employees and others who interacted with the business, and also done in an attempt to prevent a threat to public health. The employee had made his own (incorrect) decision that the survey was unlawful and refused several times to follow the directive. He was validly dismissed.

The bottom line: COVID-19 provided the circumstances that justified collecting relevant information about employee travel as part of an employer’s duty to protect the health and safety of employees and others as well as preventing a serious threat to public health as far as reasonably practicable.

The information must be used for OHS purposes only. What is asked for and how it is collected must comply with the Privacy Act 1988.

The employee’s refusal to comply with a lawful and reasonable directive by the employer provided a valid reason for his dismissal.

Originally posted on Workplace OHS

Melbourne meat processor fined $130,000 for crushed hand

Sun, 27 Sep 2020 03:07:59 GMT

40% of power bought at a fixed price while 60% a market-based price that is renegotiated every two years

Melbourne has become the first city in Australia to have all of its council-owned infrastructure powered by renewable energy.

The City of Melbourne switched all its operations to renewable energy on 1 January. The power is supplied by the Crowlands windfarm near Ararat in western Victoria, which was f unded through a power purchase agreement with the City of Melbourne and 13 other Melbourne councils and institutions.

The transition means that council libraries, gyms, childcare centres and buildings are now fully powered by renewable energy, as are all of the city’s street lights.

“It’s a pretty nice New Year’s resolution to go to 100% renewable energy,” the deputy mayor, Arron Wood, said.

The Yarra, Port Phillip and Moreland councils, as well as Australia Post, Bank Australia, the National Australia Bank, Melbourne University, Federation Square, Melbourne Convention and Exhibition Centre and Zoos Victoria were also part of the buying group and began their new energy contracts on the same day.

The group agreed to purchase 88GWh of electricity per year, about half of the energy that will be produced by the 80MW Crowlands windfarm.

Under the agreement 40% of the power will be purchased at a fixed price while 60% will be a market-based price that is renegotiated every two years.

“This will be a good hedge against future price rises,” Wood said.

The value of the contract is commercial in confidence but Wood said council was purchasing more than 19GWh per year, or about 23% of the total purchase agreement.

It was funded, in part, by efficiency measures including a $16m upgrade of the city’s 12,000 street lamps to LED lights, which is expected to shave $1m a year off the council’s power bills once the changeover is completed in July.

“When people say to me that it costs money to support renewable energy projects, well, we are actually paying for our renewable energy projects through our efficiency projects,” Wood said.

He said the council had created a “no frills” version of the power purchase agreement used by the group and was working with private corporations based in Melbourne who were interested in copying the idea.

“There will just be four or five in the buying group,” he said.

The remaining turbines are expected to be operational in May.

There are more than 40 large-scale wind and solar projects either under construction or with planning approval in Victoria, as well as more than 26 that are already producing electricity. The sector is on track to create 6,000 annual jobs.

Most of the new projects are funded through the state’s 650MW reverse auction but others, like Crowlands, were funded by private purchase agreements.

Last week the Andrews government approved a proposal for a $1.5bn, 17,000 hectare windfarm at Golden Plains, which is big enough to provide up to 10% of the state’s energy needs at less than $50/MWh.

Victoria is on track to exceed its renewable energy targets of generating 25% of the state’s electricity needs from renewable sources by 2020 and 40% by 2025, causing some environmental groups to say the 2030 target of 50% renewable energy is not strong enough.

Original Article from the Guardian

BlueScope overhauling HSE philosophy and metrics

Thu, 24 Sep 2020 11:00:04 GMT

BlueScope is well on the way to rolling out its “new HSE thinking approach” globally, as well as new WHS leading indicators and an incident investigation tool involving “learning teams”, its latest sustainability report says.

The Australian steel giant launched the five-year “people-focused” strategy in 2018-19, and recently completed its first onsite pilot of the approach, the 88-page report for 2019-20 says.

“This shift is anchored in the belief that HSE reflects the capacity to manage risk in variable conditions,” BlueScope says.

It says it recognises that knowledge and experience build safer work environments, and safer operations rely on insights from workers performing the activities rather than “how risk control is imagined in procedures and instructions”.

The pilot took place in a BlueScope painting facility in the US, and has helped it increase its understanding of how critical risks are managed there and how systems can be improved, it says.

“At the heart of this is ensuring an aligned approach to critical risks and that we rigorously test and improve the effectiveness of controls, and involve the people exposed to the risk.

“Safe work environments cannot be achieved through paperwork and compliance alone, and so we are engaging with our people to better capitalise on their knowledge, experience and relationships to develop effective solutions to safeguard against risks.”

The strategy will be rolled out to its other sites, along with new “learning teams” that are an alternative to traditional incident investigation processes and aimed at solving problems before incidents occur, the report says.

“We are also working to develop and deploy simplified systems, training and processes that deliver clear, meaningful and practical guidance to help deliver high standards of HSE management and governance,” it says.

The company reported one fatality in 2019-20: a contractor working at the Port Kembla Steelworks shipping berth in NSW, in May.

New lead indicators to drive changes, affect

remuneration

To go with the new strategy, BlueScope engaged a third party in 2019-20 to perform industry benchmarking of better practice health and safety reporting and develop indicators for incident severity, capability and implementing risk-management solutions, the report says.

It plans to roll out the changes across the business in 2020-21 and overhaul remuneration practices to align with these new indicators, it says.

“Our indicators for FY2021 will focus on more holistic measures of total recordable injury frequency rate (TRIFR), injury severity and balancing our lagging injury and incident metrics with leading indicators for building our HSE capability and more effective risk management,” BlueScope says.

“We will continue to monitor and report traditional indicators but aim to broaden our performance disclosures in coming reporting periods,” it says.

BlueScope says it reviewed the severity of its lost time and medical treatment injuries to understand how they are occurring and found five per cent could have resulted in a fatal accident.

“These incidents related to work associated with some of our highest risks [like] falls, live equipment, material storage, handling and mobile equipment interactions, and reinforces our need to embed higher level controls for our critical risks to protect against potentially severe impacts.”

Contractor partnerships improving road safety

BlueScope also partnered with K&S Freighters in 2019-20 to develop and implement a load restraint training program for drivers, to help them “better understand clamping force and safe working load, teach them how to spot common load restraint faults to stop loads shifting in transit, and reduce driver injury from applying load restraint”.

It introduced augmented reality to support remote training where face-to-face interaction is limited, allowing drivers and loaders to experience life-like scenarios.

BlueScope says it is also applying Australia’s recently introduced WHS-style chain-of-responsible approach (see related article ) to improve road safety across its network globally, and applying the same load restraint standards to operations in countries without specific road transport legislative standards.

Originally posted on OHS Alert

Australian Work Health & Safety Awards – Winners 2021

wow@shazamme.com (Default Author) — Fri, 04 Sep 2020 07:33:46 GMT

Australian Workplace Health and Safety Awards Winners

New Paragraph

TAG :- Australian Workplace Health And Safety Awards, Awhs

National Safe Work Month

wow@shazamme.com (Default Author) — Tue, 01 Sep 2020 07:47:25 GMT

Every year in October, Zenergy is involved in Safe Work Month via running initiatives, get togethers and webinars and this year will be no different. Safe Work Australia invites workplaces to take part and focus on health and safety at work during National Safe Work Month. It’s an opportunity to build awareness of work health and safety, encourage discussion about safety at work and share best practice.

It’s easy to get involved – visit safeworkmonth.swa.gov.au , download the National Safe Work Month campaign kit and use the resources to promote work health and safety in your workplace.

You can customise the campaign kit resources by adding your own logo to a range of posters, social media tiles, website banners, desktop wallpapers and e-newsletter and media releases.

Don’t forget to use #ThinkWorkBeSafe #safeworkmonth when promoting your organisation’s National Safe Work Month initiatives on social media.

For more information, go to safeworkmonth.swa.gov.au , and to receive the latest updates, subscribe to the National Safe Work Month mailing list.

Together, we can create a safe workplace for everyone.

https://www.safeworkaustralia.gov.au/national-safe-work-month

TAG :- National Safe Work Month, Safety

Safety experts clarify CoR duties and compliance stepss unreasonable: FWC

Mon, 24 Aug 2020 10:44:47 GMT

Businesses feeling unsure of the true extent of their safety duties around transport activities would be wise to review their capacity to control and influence contractors, to ensure compliance, according to heavy vehicle experts.

Former Roads and Maritime Services NSW general manager of compliance operations Paul Endycott and Kingston Reid partner John Makris stressed, in a Zenergy Group webinar on the Heavy Vehicle National Law yesterday, the importance of organisations understanding the depth of their responsibilities for risks in their transport supply chain.

The WHS-style chain of responsibility (CoR) provisions of the HVNL were introduced, in October 2018 (see r elated article ), to help regulators block conduct in the supply chain that rewards transport operators for taking risks, Makris said.

“People want to contract out their responsibilities and we all know that you can’t do that,” the WHS, environmental and heavy vehicle compliance lawyer said.

As reported by OHS Alert, the National Heavy Vehicle Regulator launched its first prosecutions under the new CoR provisions early this year, against Victorian company N Godfrey Haulage Pty Ltd and its director over fatigue management breaches (see related article ).

The Zenergy webinar explained that while regulators enforcing the CoR laws will assess an organisation’s control and influence over its transport supply chain, organisations are traditionally unaware of how to assert control over transport operators.

“How we affect someone’s behaviour depends on where you sit in the chain,” Makris said.

For example, a business involved in loading and unloading can influence how long a truck is docked, how the load goes onto the vehicle and how it is restrained, he said.

Control is more clearly defined in safety laws as an organisation’s ability to compel corrective action, he added.

Compelling corrective action in a heavy vehicle context involves having in place steps for specific situations, like when a truck arrives overloaded, drivers appear impaired or a vehicle has visible maintenance issues.

“That’s where the [CoR legislation] is really going,” Makris said.

“Everyone is in it together. You’ve got to work out where you are in [the chain] and then you’ve got to do things proactively to address the things that you can control and influence,” he said.

Fatigue and formalising CoR arrangements

Endycott, who is now Zenergy’s associate director and leads its CoR practice, shared examples of organisations that have dealt with regulators over identified supply chain safety failings, and went on to review and implement positive CoR management practices.

One manufacturing and distribution business received improvement notices after its transport operator’s subcontractor came under scrutiny for fatigue breaches.

“The regulator issued an improvement notice demanding that the [organisation] take control, through certain requirements, of the transport activities all the way down to the subcontractor,” Endycott said.

“Perhaps you might say to yourself, ‘How the hell [as a] manufacturer do I control what my operator or principal operator does with his subcontractors?'” he said.

In this case, the business undertook a discovery of how far its control extended over transport activities as a scheduler, consigner, loader and packer, and found it had been unaware of the true extent of its control, Endycott said.

Through a co-operative approach, the principal transporter’s activities were reviewed and it was agreed they needed to be managed more formally, beyond the traditional handshake and “pat on the back” approach, he said.

“We can all have a handshake and we can all have a pat on the back, but let’s get compliance and safety to the fore of our transport activities,” he said. “What was discussed [in this case] was insisting on and strengthening [the] contractual arrangements.

“There needs to be the ability to provide for the compliance assurance conditions to be asked for in these contractual arrangements.”

Conditions adopted by the manufacturing and distribution business involved risk assessments and controls, compliance systems, fleet telematics, monitoring and driver training, Endycott said.

In another case, an infrastructure and construction business was put on notice after allegations involving falling loads and defective vehicles were levelled at its transport operator, and it was found the parties’ vague pre-CoR contractual arrangements were failing, he said.

The business subsequently developed CoR management plans for all transport contractors, stating compliance assurance conditions for maintenance regimes and the ability to validate trucks’ safety by reference to accepted industry standards.

Originally posted on OHS Alert

Zenergy further strengthens team, appoints two new consultants to aid its growing client base

Thu, 23 Jul 2020 11:46:46 GMT

Zenergy proudly welcomes Jason O’Dowd and Jacqueline Batterham!

Zenergy has further strengthened its team and has appointed two new consultants to aid its growing client base in Australia.

Garry Kelly, Director of Zenergy said “With the significant growth the group has experienced over the past 12 months, particularly in the manufacturing, logistics & professional services sectors, we have been searching for the best talent to compliment the current team. In Jason O’Dowd and Jacqueline Batterham we have secured two outstanding consultants whose value set closely aligns to ours. Both Jackie and Jason have hit the ground running and have big futures at Zenergy, having had success so soon working closely with some of Zenergy’s major clients in the manufacturing, logistics & professional services sectors”.

Professional backgrounds

Recruitment Consultant – Jason O’Dowd

Jason studied sports science and exercise physiology at University and comes from a professional sporting background, both as a player and a coach, where he worked with the Wallabies. Prior to joining Zenergy, Jason worked in the executive recruitment space. Jason works with the Safety, Health & Wellbeing community nationally and is connecting with professionals at all levels.

manager with Suncorp. Prior to joining Zenergy, Jackie worked in the mid – senior appointment recruitment space. At Zenergy, Jackie’s specialises in working with Safety, Health & Wellbeing professionals on behalf of Australia’s most respected companies.

Recruitment Consultant – Jacqueline Batterham

Managing Director – Grateful

Dean Woods, Managing Director commented; “Our appointment of two additional consultants with strong APAC experience points to a bright future. To sustain the growth of the 19/20 financial year, especially during the recent Covid months, is something we are not taking lightly and everyone at Zenergy is genuinely grateful to everyone in our network.”

Online Chain of Responsibility Training Session

Thu, 23 Jul 2020 11:03:59 GMT

CHAIN OF RESPONSIBILITY ONLINE TRAINING COURSES

Overview:

Major legislative changes in HVNL were introduced on 1st October 2018, with the new legislative regime abolishing deemed liability for parties in the CoR and replaced it with a duty
to ensure, so far as is reasonably practicable, the safety of the party’s transport activities.

Chain of Responsibility (CoR) Awareness Webinars and e-Learning provides staff who work in the supply chain with a practical overview and understanding of all aspects of their CoR responsibilities and legal obligations and how to meet these.

Learning Outcomes:

The aim of this course is to provide you with a practical understanding of how to meet your CoR legal obligations under HVNL and manage the risks associated with your road transport activities.

Who Should Attend:

Logistics & Transport Managers & Supervisors

Warehouse & Distribution Centre Managers & Supervisors

Construction Managers & Supervisors

Contracts Managers

Supply Chain Managers

Managers Safety Managers & Professionals

Course Details:

Introduction to Heavy Vehicle Safety, Heavy Vehicle National Law & Chain of Responsibility – BOOK ONLINE

The importance of heavy vehicle safety and impacts of non-compliance.
The Heavy Vehicle National Law and the concept of Chain of Responsibility.
Chain of Responsibility: What does it apply to and where does it apply.
Liability and Enforcement of the legislation.
Who are the parties in the Supply Chain.
Responsibilities of Supply Chain Parties pertaining to fatigue, speed compliance, load restraint, mass, dimension and roadworthiness.

Fatigue Management, Speed Compliance & Roadworthiness – BOOK ONLINE

Recognising the signs and causes of fatigue.
Work and rest hours.
An introduction to the options for managing hours – Standard Hours, Basic Fatigue Management & Advanced Fatigue Management.
Record keeping requirements for fatigue.
Legal requirements related to heavy vehicle speed compliance.
National Roadworthiness Baseline Survey.
Common defects related to heavy vehicles.
Practical solutions to manage the risk of fatigue, speed and roadworthiness in your business.
Load Management – Mass, Dimension and Load Restraint

Load Management – Mass, Dimension and Load Restraint. – BOOK ONLINE

National Transport Commission Load Restraint Guide 2018 and the law.
Impact of speed on load restraint.
Load restraint fundamentals – packaging, friction, dunnage, load configuration and lashings.
Legal requirements related to heavy vehicle mass and dimension limits.
General, concessional and higher mass limits.
Container Weight Declarations.
Dimension limits – width, height, length and rear overhang.
Oversize overmass loads.
Practical solutions to manage the risk of mass, dimension and load restraint in your business.

Learn from industry recognised experts. The guys that have actually been there and done it.

Your Facilitator – Graeme Agnew – Senior CoR Consultant

Internationally recognised as an expert in the field of heavy vehicle safety having worked or consulted for a number of large multi-national organisations including BlueScope Steel, OneSteel, Laing O’Rourke and LendLease. Graeme has provided coaching and mentoring to drivers, loaders, supervisors and managers on the risks associated with heavy vehicle safety across Australia as well as New Zealand, Indonesia, Vietnam and Thailand.

For more information please call us on 1300 333 400.

Workplace Wellness Series – An interview with Shaun Smith – Downer Mining

Thu, 23 Jul 2020 06:00:24 GMT

Workplace Wellness Series – An interview with Shaun Smith – Downer Mining

Shaun leads organisations to envision and achieve a future with a healthy, safe, and productive workforce. Shaun is an accomplished occupational health and fitness for work professional with over 15 years’ experience working in large, diverse, and high-risk industries including: mining, heavy equipment, power generation and power transmission. In his spare time, Shaun is a member of the Mates in Mining Advisory committee helping to promote the Mates in Mining program which is an evidence-based suicide prevention program.

What big trends are you seeing within the Health and Wellbeing space in the mining sector?

Firstly, I believe there will be a greater need for specialised health and wellbeing professionals by forward thinking companies looking to invest more in health and wellbeing to achieve a step change in overall health and safety performance.

The safety of workers is and remains the top priority within the Mining sector and for good reason. Good safety performance is expected and there is considerable investment and focus applied to ensure critical risks are identified and controls implemented to help prevent incidents and injuries from occurring. Historically, the “health” in Health and Safety (HS) has tended to be a small “h” rather than a capital “H” despite poor health being a safety risk and a business productivity risk. There is a continued and increasing need to support and manage our ageing population, those workers with chronic disease(s) and the overall health and wellbeing of workers. We spend most of our time at work so the workplace should be used as a platform to engage with and influence the health and wellbeing of workers. However, I believe it needs to be done it a way that promotes shared responsibility and accountability. For example, whilst working at Stanwell Corporation I implemented an alternative General Practitioner-led health assessment program, whereby the employees could see their own General Practitioner during their own time and claim the “gap fees” up to $120 per annum. This program reduced their health budget spend by $200K per annum. I think companies that take a more balanced and integrated approach to health and safety risk management will be rewarded with a workforce that is healthier, safer and more productive.

Secondly, I believe there will be a greater uptake and user acceptance of online and tele-medicine services across the industry. The COVID-19 pandemic has accelerated greater utilisation of several technologies that have enabled us to continue working remotely or access a range of services such as telemedicine. Downer Mining has been using telemedicine services for more than 10 years predominantly to assist with early injury management processes post-injury and to complete fitness for work assessments. This enables our workers to receive early medical assistance and our staff to make more informed decisions on worker health issues without unnecessary downtime or worker discomfort associated with transporting workers long distances to attend a clinic. In March this year, when the Australian Government and the Australian Health Protection Principal Committee released guidance regarding vulnerable workers, we were able to build upon our experience and implemented a combined online health risk assessment and remote tele-medicine process to maintain confidentiality and minimise disruption to workers and operations. Downer Mining working closely with our medical provider was able to implement health management plans and or additional formal health risk management for the relevant workers. Greater utilisation of online and remote telemedicine services has enabled us to maintain communication with higher-risk employees regarding their general health and wellbeing during this pandemic including the development, implementation and monitoring of COVID-19 health management plans. I am currently looking at how we may build upon the success of this approach and continue to engage with our workers on and continue to support their health and wellbeing during and after the pandemic has abated.

How do you help people working in a high-risk industry to deal with stress, build resilience and other coping mechanisms?

I believe an evidenced-based and holistic approach to health and wellbeing is necessary to support workers across the employment continuum. Our mental and physical wellbeing can be influenced by a myriad of work and non-work related issues or pressures that can change on a day to day basis. The mining industry operates 24 hours per day, 365 days per year. There is no silver bullet and there is no one-size fits all approach so it’s important to us that our approach recognises the complexity and diversity of our workforce. In response, we offer a range of face to face or online health promotion programs that cover the following pillars that contribute to good health:

Connectedness and communication
Nutrition
Physical Activity
Mental Health
Sleep

For example, during the pandemic we designed a working remotely playbook designed around these pillars and included links to online, quality assured resources to support holistic health and wellbeing. In terms of mental health, Mental Health First Aid Training has been embedded into the supervisor capability framework to enhance the mental health literacy of our managers. Furthermore, this is supported by several additional training modules designed to improve self-awareness and early help seeking and help offering by peer supporters for workers experiencing mental distress. Overall, it’s important to have a good foundation of health which is supported by effective health risk management and integrated with business systems and processes across the employment lifecycle.

What in your opinion is best way to conduct an overall wellbeing program within a large organisation like Downer?

Aligned with the World Health Organisation’s Healthy Workplace Model, I use an integrated approach to workplace health and wellness management. This includes strategies at an individual, cultural, policy and environmental level. Ultimately, it aims to make the “healthy choices, the easy choices” for employees. An effective health and wellbeing strategy also guides leaders by providing a framework that clearly defines objectives and key measures of success.

The key goals being:

To deliver a coordinated, targeted, results-oriented and sustainable workplace health and wellbeing strategy which positively impacts organisational performance.

To raise the profile of health and contribute towards a positive culture which supports employee safety and wellbeing.

To proactively address identified employee health and wellbeing needs and reduce associated individual and organisational risk.

To enhance systems and processes that contributes to the creation of a healthy workplace supporting Downer Mining workers.

For example, during my role as Group Manager Health at Downer Mining I successfully transformed Downer Mining’s health risk management functions into an industry-leading and multi-award-winning health and wellbeing program. This included developing an internally resourced mental health program that provided counselling services to improve mental wellbeing, mental health first aid training to increase mental health literacy of supervisors and delivered savings of $5 Million in associated productivity costs.

I focus on creating a step change in how organisations manage the health of their workforce and work with the leadership team to ensure appropriate investment and leadership commitment to implement key objectives in accordance with the strategy and health and business priorities. I know that given the opportunity to implement an effective health and wellbeing program within an organisation it has the potential to deliver a number of short, medium- and long-term outcomes such as: improved employee engagement, improved productivity, improved health related lifestyle and behaviours, improved corporate image and social responsibility, reduction in workplace injuries and illness.

What do you do personally, or can you share some tips on how people can switch off, or unwind in their downtime?

Personally, I try to practice what I preach by regularly exercising, eating well, getting enough good quality sleep, catching up with friends and family and most importantly having a bit of fun occasionally. In terms of exercise, since the pandemic started (with encouragement from my wife) embracing High-Intensity Training (HIT) on a static RPM bike in the garage. Once you get over the initial sessions (which were the hardest training sessions I have ever done), I have found that I feel better, sleep better and I am clearer headed and generally more productive after I have completed a class. On the off days, I balance that with some lower intensity exercise such as walking, riding with my wife and family.

One of the most important aspects of my routine is my nutrition. I have been practicing a plant-based diet for the last 2 years and have recently completed a certificate in plant-based nutrition. I am a firm believer that nutrition plays an extremely important role in how you feel physically and mentally, and I will be incorporating this thinking into our strategy in the future.

Lastly, I try to meditate as often as possible but not as much as I should. I usually use the free meditations available online and mix it up for some variety.

Amendments to NSW work health and safety act

Tue, 23 Jun 2020 05:01:21 GMT

Amendments to NSW work health and safety act

The Work Health and Safety Amendment (Review) Act 2020 recently passed by the NSW Parliament has enacted the following key changes to NSW WHS laws:

Enhancement of the Category 1 offence by including “gross negligence” as a fault element – To make it easier to prosecute and create a stronger incentive for duty holders to manage WHS risks.

Prohibition of insurance and indemnity arrangements – To ensure people cannot avoid responsibility for paying WHS fines.

Increased penalty amounts for all WHS offences in line with the Consumer Price Index – To ensure penalties retain their deterrent value.

Extension of time in which a person can ask the WHS regulators to start a prosecution in response to a Category 1 or Category 2 offence from 12 to 18 months and addition of a requirement that the WHS regulator provide updates every three months to the requester until a decision to prosecute is made. This ensures, during investigations of workplace accidents, families are kept informed and have access to an effective review mechanism for decisions not to prosecute.

Clarification that a Health and Safety Representative (HSR) can choose their course of training – To avoid unnecessary delays which can affect an HSR’s ability to fulfil their role and exercise their powers.

These changes will assist in improving compliance and enforcement measures for the NSW WHS Regulators, to make the lives of workers and business owners healthier, safer and more productive.

This article was originally posted on Workplace OHS and has been published with permission.

Are your safety systems effective?

Wed, 17 Jun 2020 05:10:09 GMT

Are your safety systems effective?

Recent legislative and case law developments have put the spotlight back on the now real consequences of failing to address known and foreseeable risks in the workplace. Whilst lots of attention has been placed on mitigating COVID-19 risks, workplaces need to make sure they don’t neglect other risks which can lead to significant consequences for their organisations and decision makers.

In this Insight, we look at one recent case and legislative amendments which will mean that businesses will need to be proactive and methodical in identifying and addressing risks to avoid prosecution and the wider implications that come with that.

First Industrial Manslaughter Conviction – Brisbane Auto Recycling decision

On 11 June 2020, sentences were recorded against Brisbane Auto Recycling Pty Ltd ( Brisbane Auto ), and two of its directors, for an incident at the workplace resulting in the death of an employee. Brisbane Auto was an auto wrecking business in Rocklea, Queensland. The employee was struck by a reversing forklift whose operator was not licensed. The directors supervised the work activities at the workplace.

Following the incident, one director told a treating paramedic that the employee had fallen from a truck. Eight days later, on 25 May 2019, the employee died from the injuries he had sustained. The incident was captured on CCTV.

Brisbane Auto was charged with the offence of industrial manslaughter under section 34C of the Work Health and Safety Act 2011 (Qld) ( WHS Act ). The two directors were not charged with industrial manslaughter but rather category 1 breaches of the officers’ duty of due diligence.

All three defendants pleaded guilty at an early stage.

The maximum penalty in Queensland for an offence of industrial manslaughter committed by a body corporate is a $10 million fine. The maximum penalty for a category 1 offence by an officer is a $600,000 fine or 5 years imprisonment.

The Court imposed the following sentences:

Brisbane Auto – Conviction recorded and a $3 million fine
The directors – Convictions recorded and both sentenced to 10 months imprisonment, wholly suspended for an operational period of 20 months.

The Court noted that there were no safety systems in place at Brisbane Auto and the defendants knew of the potential consequences of the risk, which ultimately was catastrophic. There were steps available that could have been easily taken to lessen, minimise or remove the risk. These included a proper risk assessment of the task, measures to control the interaction between mobile plant and the workers, and proper supervision of the work. These steps were available but not taken.

The directors received suspended sentences in large part because of the risk of their deportation and the role they had as financial supporters of their respective families.

Workplace Manslaughter laws to commence in Victoria on 1 July 2020

Victorian businesses and officers will need to take notice of the Queensland decision as workplace manslaughter laws will commence in Victoria from 1 July 2020.

Under those provisions, the following persons can be found guilty of a workplace manslaughter offence:

Any person (other than an employee or volunteer) who owes a duty under Part 3 of the OHS Act. This means that any employer (whether incorporated or unincorporated) can be charged with workplace manslaughter.
An officer of a body corporate, unincorporated body, unincorporated association or partnership.

The offence is one of negligence (not recklessness) and requires the relevant persons to have a duty, and breach that duty which results in the death of a person.

When first enacted, the provisions provided for maximum penalties of a $16.5 million fine for a body corporate and up to 20 years imprisonment for an individual. However, in late May, the legislation was amended to increase the maximum penalty for individuals from 20 years to 25 years imprisonment.

Amendments to NSW WHS Act

Unlike Queensland and Victoria, NSW is not introducing industrial manslaughter provisions into its WHS legislation. Rather, the NSW Work Health and Safety Amendment (Review) Bill 2020 has been passed by parliament which clarifies that an offence of industrial manslaughter can be commenced under the Crimes Act.

The amendments also introduce the following changes:

Increasing WHS fines. For example, the maximum fine for a category 1 WHS breach will jump from $3 million to $3,463,000. Maximum fines for category 2 and category 3 contraventions will go from $1.5 million to $1,731,500, and from $500,000 to $577,000, respectively,
Making it easier to secure category 1 convictions (by expanding that category to include ‘gross negligence’ in addition to recklessness),
Creating a new WHS offence relating to entering into, providing or benefiting from insurance and/or indemnity arrangements for the payment of WHS penalties, and
Allowing inspectors to exercise their entry powers under s171 of the WHS Act for a period of 30 days.

The debate continues in WA

The Western Australian Parliament continues to debate the Work Health and Safety Bill 2019 which passed the Legislative Assembly (Lower House) on 20 February 2020.

Importantly, the Bill includes two separate offences for industrial manslaughter:

Industrial manslaughter – crime
This provision contains the highest penalties for a work health safety offence with:
• an individual exposed to imprisonment for 20 years and a fine of $5,000,000; and
• a body corporate exposed to a fine of $10,000,000
Industrial manslaughter – simple offence
This provision contains penalties for a work health safety offence with:
• an individual exposed to imprisonment for 10 years and a fine of $2,500,000; and
• a body corporate exposed to a fine of $5,000,000

What does the Queensland case and these legislative changes mean?

The Queensland decision and the amendments in Victoria and NSW (and the introduction of industrial manslaughter offences more generally in a number of jurisdictions), highlights the importance of organisations and their officers carefully scrutinising the adequacy of their existing safety management systems, reviewing those systems on a regular basis and ensuring that deficiencies are rectified as quickly as possible.

These developments also demonstrate that there are various options available to safety regulators to prosecute corporate officers for negligent or reckless conduct, including where it cannot be proved that an officer’s conduct caused a workplace death.

This article was reproduced with permission from Kingston Reid and If you would like to discuss how these developments impact upon your business please do not hesitate to contact the Kingston Reid team on the below numbers.

John Makris
Partner
+61 2 9169 8407
john.makris@kingstonreid.com

Michael Stutley
Partner
+61 8 6381 7060
michael.stutley@kingstonreid.com

Dominic Fleeton
Special Counsel
+61 3 9958 9616
dominic.fleeton@kingstonreid.com

Zenergy – Chain of Responsibility – Online Training Webinar Series

Mon, 15 Jun 2020 12:26:57 GMT

Zenergy’s online training webinar series is up and running with a full house for all sessions to date.

We have 3 more sessions scheduled over the next 3 weeks, all taking place on Fridays, including this coming Friday 19th June which is the Introduction to CoR.

Join us online, as we provide a practical overview of all aspects of your CoR responsibilities and legal obligations and how to meet these.

Gain a understanding of your CoR legal obligations under HVNL and manage the risks associated with your road transport activities.

Learn from industry recognised experts. The guys that have actually been there and done it.

Webinars are conducted through Zoom with live Q&A.

Each session includes issuing of certificates of completion upon finalisation of online course activities.

CoR Awareness Webinars and e-Learning

Book online via Eventbrite by selecting one of the following courses:

Introduction to Heavy Vehicle Safety, Heavy Vehicle National Law and Chain of Responsibility – (29 May & 19 June)

[ Click HERE to Book Now ]

Fatigue Management, Speed Compliance and Roadworthiness – (5 June & 26 June)

[ Click HERE to Book Now ]

Load Management – Mass, Dimension and Load Restraint – (12 June & 3 July)

[ Click HERE to Book Now ]

For more information or any questions please contact the Zenergy team on 1300 333 400 or email us at info@zenergygroup.com.au

We hope to see you there.

CoR management plan and role definitions key

Endycott says it is still unclear what the final legalisation will look like, but there are key things employers can consider to ensure compliance is integrated into their existing systems.

These include developing and implementing a relevant code of conduct and chain of responsibility management plan, defining what each entity’s responsibilities are, and incorporating them into supply chain partner contracts, he says.

Once the relevant management plan is in place, employees need to be trained so they understand their responsibilities and what role they have for the purposes of the new legislation: for example, warehouse manager, loader, loading manager or consignor.

“You allocate that person that responsibility so they have to report on the non-compliances. From there, you develop your procedures, your safe work method statements and your compliance assurance conditions with your other parties,” Endycott says.

Implement these processes “as best as you can” into existing systems, with quality assurance and continuous improvement reporting procedures, he adds.

According to Endycott, how far employers need to go to ensure they are doing what is reasonably practicable to ensure vehicles are roadworthy depends on the identified risks. They could rely on the national heavy vehicle accreditation schemes for maintenance, or other ways of gaining assurance that roadworthiness is being maintained.

They need to ensure drivers and operators comply with contractual assurance conditions and reporting processes, and any views on how often to inspect vehicles are based on evidence from that process and through discussions with supply chain partners, he says.

“It’s got to be flexible, but it’s got to be considered, and that’s the important thing in doing what’s reasonably practicable.”

Initially published by OHS Alerts

Safety failings and reckless conduct caused fatality

Tue, 09 Jun 2020 11:53:57 GMT

A case in the ACT highlighted multiple safety failures of inadequate training, time pressures and cost-saving measures that saw a worker sentenced to 12 months’ jail for reckless conduct that killed a co-worker.

In August 2016, a RAR Cranes worker was instructed to use a crane to move a large 10.3 tonne generator that exceeded the crane’s rated capacity of 10 tonne at the University of Canberra Hospital construction site run by Multiplex.

The worker allowed others to pressure him into performing the unsafe lift. The crane overturned, crushing his 62-year-old co-worker, between the boom of the crane and ground killing him instantly.

The offence was reckless conduct – category 1 of the ACT WHS Act due to the serious nature. However, his sentence was wholly suspended upon him entering a good behaviour order.

Early 2018, the worker was charged with manslaughter under the Crimes Act with a maximum penalty of 20 years’ jail. Then in February 2020, the worker reached an agreement with the prosecution and pleaded guilty to a different charge of reckless conduct under the WHS Act, with penalties of up to five years’ jail, $300,000 or both.

Finally, in April 2020, the worker’s submission that the “offence crystallised in a relatively short period (three minutes), when the overloaded crane was at risk of tipping onto the deceased” was accepted by the Justice. The offence was still considered to have had a “high degree of recklessness” and of “substantial objective seriousness”.

Multiple safety failings

In August 2016, Multiplex wanted the generator moved to another area of the construction site for the operation of a tower crane the following day. If the move occurred in a straight line it would have travelled 50 metres, however, it needed to move 600 metres on “uneven terrain and soft ground of uncertain surface stability” to avoid in ground plumbing.

Previously, a RAR employee had moved the generator twice by crane within the site and said, “that he did not believe it was safe to use the crane to move the generator.” RAR recommended using “a 200-tonne slewing crane or a tilt-tray truck to move it”. Multiplex rejected the proposal due to “cost and logistical reasons” and they were not “eager to be part of it.”

Then, RAR and Multiplex walked the travel route and concluded the pick and carry crane was suitable for the job without undertaking the required “risk assessment concerning the means and route by which the generator would be moved”.

Late afternoon of the incident, RAR informed the worker who hadn’t visited the site before that the generator had to be moved that day and to use the “‘superlift’ counterweight and ‘D’ shackles”. The worker did not receive a mandatory safety induction despite asking for one. He also, hadn’t been trained by RAR on how to correctly operate the crane in ‘superlift’ mode, and had not been informed that another RAR worker felt the crane shouldn’t be used for lifting the generator.

The worker told the site supervisor “that RAR had a 200-tonne slewing crane which would be more appropriate for the job (the same suggestion made earlier in the day by another RAR employee), but was told that it was ‘not an option’, the crane had to be used for the job, it was suitable, as it had been used before to move the generator.” The worker felt compelled to proceed because both RAR and Multiplex wanted the job done and he was worried about his job security.”

Normally a risk assessment would be done prior to lifting however, it was missed as the light was fading and there was urgency to move the generator that day. If this had been completed, it would have been clear that at one point, the path, involved an unavoidable side slope of 6.59° and other terrain angles of up to 10.27°. The manufacturer warning stated the crane must not operate on a slope greater than 5°.

Furthermore, the worker and other workers onsite connected the ‘superlift’ counterweight incorrectly to the crane and rigged the generator using the dragging lugs rather than the lifting points. This meant that the crane’s computer would make calculations as though the counterweight was not fitted. The load was not rigged appropriately; the height and length of the boom were greater than was required to lift the load.

During the lift, the worker operated the crane in excess of its rated capacity three times, the crane’s alarms sounded multiple times, where he repeatedly overrode the safety system and safety mechanisms and the boom was extended to the point that the crane was overloaded.

Finally, when the crane was operating at 130.5 per cent of its rated capacity it tipped and killed a tower crane operator.

In court

The primary responsibility for risk assessment and worker safety lied with Multiplex and RAR. However, the worker’s responsibility was not absolved, he didn’t risk assess the lift, performed the lift in poor lighting, operated the crane in excess of its capacity and fitted the crane equipment incorrectly.

The Justice found “as the worker had no reliable means of assessing overload, the duration of his recklessness about general risks was not limited to three minutes. He continued with the task for a significant period [of about 45 minutes].”

At a previous site, the worker had refused to undertake a crane task as a rigger because of safety concerns, which led to a RAR client engaging another company to carry out the lift. He believed his casual employment would be threatened if he refused to carry out the lift. The Justice said “the operator of a crane can, and should, terminate a lifting operation if they believe that it is not safe to proceed” which unfortunately this time, did not happen.

The sentence

The worker agreed to give evidence in the prosecution proceedings against Multiplex, RAR and the other charged individuals. Nearly everyone who was present at the time of the incident has been charged with breaching section 31 of the ACT WHS Act, category 1 – reckless conduct.

Furthermore, Multiplex’s CEO, Multiplex’s site manager and RAR’s managing director were charged with breaching section 32 of the WHS Act, category 2 – failure to comply with health and safety duty.

It was ruled a suitable starting point for the worker’s penalty was 20 months’ imprisonment, before reducing this by 40 per cent to 12 months’ jail, wholly suspended under a 12-month order.

The judgment

R v Watts [2020] ACTSC 91 (20 April 2020)

Congratulations to the 2020 Australian Workplace Health & Safety Award Finalists

Tue, 09 Jun 2020 05:17:25 GMT

The NSW Government is urging employers to do more to protect employees that work in confined spaces following several tragedies in 2018.

A number of fatalities last year are currently being investigated by SafeWork NSW. According to SafeWork NSW, risks in confined spaces include a lack of oxygen, explosions, airborne contaminants, flood waters, sewerage, smoke and dirt.

SafeWork investigations

SafeWork is currently investigating two deaths in confined spaces. In May, a 28-year-old man and a 35-year-old man died in an incident at a paper mill at Ettamogah. Initial inquiries indicate the men were working in the basement area of the mill when they were overcome by Hydrogen Sulphide gas and collapsed.

In August, a 58-year-old man died on a rural property near Dyraaba with initial inquiries indicating the man was repairing a damaged water tank on the property when he was overcome by fumes and was unable to be revived.

According to Minister for Better Regulation Matt Kean , businesses must include a stand-by person outside of the confined space, conduct atmospheric tests before a worker enters a confined space and ensure there is safety equipment at hand including a safety harness, lifting equipment and a lifeline rope.

“Small spaces like silos, chimneys, tunnels and tanks are not designed to be worked in regularly, but sometimes they need to be accessed for cleaning, maintenance or repairs,” Mr Kean said. “This can quickly become dangerous if oxygen levels deplete and air quality is polluted by chemicals or other fumes.”

Regulations in NSW

NSW’s Work Health and Safety Regulation 2017 covers regulations relating to confined spaces that are either designed to be entered or could be entered inadvertently.

An employer cannot direct a worker to enter confined space without a confined space entry permit. Permits must specify the space, the names of the people permitted to enter it and risk control measures. There must also be appropriate signage before operation commences.

While a worker is inside a confined space they must have continuous communication with a worker outside the space.

Anyone involved in the creation of a confined space (eg designer, contructor, supplier etc) has a duty to eliminate or minimise risk by either eliminating or minimising the need for a worker to enter the confined space. The confined space must also have a safe entry and exit.

Anyone conducting business has a responsibility to ensure no worker enters the confined space until the space meets these requirements. They must also ensure a risk assessment is conducted on the confined space. The risk assessment must be recorded in writing.

Originally posted on Workplace OHS

Premium freeze a relief for business

Tue, 09 Jun 2020 04:45:47 GMT

Business NSW has welcomed the NSW Government’s decision to freeze workers compensation premiums and thereby provide some financial respite to businesses that are suffering due to the COVID-19 crisis.

Employers were increasingly concerned about a proposed 4 per cent increase in workers compensation premiums that would have taken effect from 1 July 2020 and the impact it would have on jobs.

“The NSW Government’s decision to freeze workers’ compensation premiums is a victory for common sense,” said Stephen Cartwright, CEO of Business NSW. “It will help to avoid an additional financial burden on businesses at a time when they are struggling to keep afloat.”

“Business NSW has been a vocal advocate for reducing the financial burden on business and has strongly opposed any hikes in premiums.”

“This welcomed decision will cover 350,000 businesses who employ 3.2 million people and will avoid $325 million in additional costs for businesses across the state.”

“A recent Business NSW survey found that one in four businesses would have employed fewer employees or given fewer hours if premiums had been allowed to increase by the proposed 4 per cent.”

“The NSW Government’s support for business during the COVID-19 crisis, by freezing and reducing a host of costs on business, has been outstanding.”

“We look forward to ongoing discussions with government on what other steps can be taken to ensure that our business communities get through this pandemic intact and that they are ready to go when our lives return to some sort of normality,” said Mr Cartwright.

Augmented Reality Load Restraint training

wow@shazamme.com (Default Author) — Sat, 23 May 2020 09:01:36 GMT

Our Professional Services team has been hard at work this month, training and advising various organisations and their supply chains on Chain of Responsibility. In addition to the existing on-site training , elearning and webinars , the past few weeks have seen the creation of an augmented reality app so that Graeme Agnew, our Senior CoR Consultant and trainer, can provide just-in-time guidance to drivers, loaders and supervisors on load restraint through their phone or tablet.

The load restraint augmented reality app is initially focussed on loads such as excavators or pre-cast concrete such as above but has been designed to be expanded to allow additional examples based on the operational context of different projects and customers.

Graeme commented after the green screen session: “There’s a lot of detail that goes into getting the models correct. Part of the challenge has been creating virtual examples that are realistic and consistent enough but also show users the common issues and errors they need to look out for across different situations and load configurations. I’m very pleased with the results and really looking forward to seeing this in use.”

The first customer-specific release of the augmented reality app is at the end of June.

If you are interested in deploying a version for your organisation, please contact Owen Corey .

Workplace fatality: Woolies pledges $1.8m for safety upgrades

Thu, 21 May 2020 05:57:02 GMT

NT WorkSafe has accepted the enforceable undertaking proposed by Woolworths Ltd after the 2016 death of a Maningrida man, who was run over by a prime mover in the Hibiscus Shopping Centre loading dock.

Woolworths submitted the enforceable undertaking after being charged with one breach of Section 32 of the Work Health and Safety (National Uniform Legislation) Act 2011 for failing to comply with a health and safety duty.

Acting executive director NT WorkSafe Melissa Garde said the main undertaking worth $1.6 million was committed to upgrading the infrastructure of back docks at all Woolworths stores across the Territory to enhance traffic management controls above what is required by law.

This figure is in addition to the $500,000 already spent by Woolworths to secure the Hibiscus Shopping Centre loading dock and other Woolworths loading docks in the Territory that were considered high risk.

“Being struck by a vehicle or other mobile plant like forklifts, is a major hazard in workplaces across the country,” Ms Garde said.

“Shopping centres have a high level of vehicle and pedestrian traffic, and the Hibiscus Shopping Centre loading dock was routinely used as a short cut,” Ms Garde said.

“All retailers should look at their traffic management arrangements to ensure a similar incident doesn’t occur at their workplace.”

The enforceable undertaking will benefit the wider retail industry with more than $50,000 committed for research and development into using digital technology for continuous controlled monitoring of loading docks, the development of a Retail Dock Safety Guide, and through the delivery of free industry presentations on traffic management risks.

The community will also benefit with the purchase of 17 defibrillators to be distributed by St John Ambulance for community use and a donation of funds to support Lifeline operations in the Northern Territory.

Details of the Woolworths enforceable undertaking are available on the NT WorkSafe website .

Originally posted on http://workplaceohs.com.au

How to reduce the fall risk

It shouldn’t take a workplace accident to make business leaders introduce practices aimed at reducing fall risks. As such, every hazard in relation to height safety should be assessed before workers commit. With this in mind, here are two considerations that every project leader should think about.

1) Training

While workers might believe that they will be safe atop roofs, statistics from Safe Work Australia paint an entirely different picture. Figures from between 2003 and 2011 suggest that 25 workers lost their lives after falling from roofs.

This included nine who were repairing infrastructure and five removing roof sheeting, in a similar fashion to the man injured earlier this year. Before any worker undertakes a task on the roof, it is imperative that he or she has completed industry training – something the team at Anchor Safe Systems can support.

We can offer fully accredited training courses for safe work at heights, as well as construction induction and advanced first aid training. Federal legislation states that no worker can operate at heights alone without being assessed for competency first – an important message to remember.

2) Proper equipment

Working at height equipment is designed to keep workers safe, questioning why many businesses rely on outdated paraphernalia or equipment in need of repair. While it is too early to suggest what caused these recent incidents, SafeWork NSW noted the lack of basic safety systems such as edge protection, working platforms or safety nets in the recent incidents.

Based on a Working at Heights Association survey, 94 per cent of fixed ladders and 31 per cent of anchor points inspected were found to be potentially unsafe due to poor installation, highlighting the value of working with a trusted provider such as Anchor Safe Systems.

Whether you are located in Western Australia, the Northern Territory or NSW, Anchor Safe Systems can provide industry-leading equipment and training to avoid workplace accidents. We are a provider of high-quality work platforms, safety nets and harnesses, which can be completely tailored to your workplace environment.

For more information about how we can help your working at height personnel stay safe, contact our team today .

Workplace fall incidents mar start of 2016

Thu, 21 May 2020 05:54:36 GMT

“We’re urging NSW businesses to

review their safety systems so that no

more workers are injured.”

Regardless of the time of the year, workplace safety must be a priority for business leaders across Australia. However, as SafeWork NSW recorded a number of fall accidents in the first six weeks of 2016, there is definitely room for improvement.

While the building and construction industry is often associated with working at heights accidents, there have been incidents across many sectors, SafeWork NSW reported in a February 11 media statement. The authority noted that an asbestos removalist lost his life after falling from a factory roof last month, while a bartender received a severe head injury after falling from a ladder when cleaning gutters. In another case, a labourer was treated for a broken leg after a roof sheet accident.

These accidents may be from various industries and include workers across the age spectrum, but they have one element in common – a lack of sufficient safety solutions. In fact, according to SafeWork NSW Executive Director Peter Dunphy , the incidents could have been prevented if business leaders took a more proactive approach to workplace safety through either dedicated work platforms or harnesses.

“These incidents highlight that a fall, even from a relatively low height, can result in serious injury or death,” he said.

“We’re urging NSW businesses to review their safety systems so that no more workers are injured.”

The most recent workplace fall compensation statistics from SafeWork NSW show more than 4,100 claims during the 2013/14 financial year. Totalling more than $49 million, working at height accidents are a serious drain on the NSW economy.

How to reduce the fall risk

1) Training

2) Proper equipment

For more information about how we can help your working at height personnel stay safe, contact our team today .

Work fatalities continue to fall: 195 deaths in 2015

Thu, 21 May 2020 05:46:49 GMT

The number of people who have died in Australia from work-related injuries is on a downward trend, a Safe Work Australia report shows.

The Work-related Traumatic Injury Fatalities report revealed that 195 workers died from injuries received at work in 2015.

This represents a continuation of a downward trend in worker fatality rates with 1.6 fatalities per 100,000 workers recorded.

This rate represents a decrease of 44 per cent from three fatalities per 100,000 workers in 2007 – it is also the lowest rate since the report series began in 2003.

Safe Work Australia CEO Michelle Baxter said the report included statistics “resulting from an injury at work, and as a bystander resulting from someone else’s work” and was largely reliant on workers compensation data, which may change as more information comes to hand.

In 2015, 115 of the 195 fatalities (59 per cent) involved a vehicle.

Specifically, 53 workers (27 per cent) were killed in vehicle collisions, followed by fatalities due to moving objects (14 per cent) and falling from a height (13 per cent).

The risks of fatalities involving vehicles in the workplace was also highlighted by bystander fatalities, where over the period from 2003–15, 60 per cent of bystander fatalities were due to a vehicle collision, while being hit by moving objects accounted for a further 16 per cent.

Two industries dominated rates of fatalities with almost half (47 per cent) occurring in the agriculture forestry and fishing industries (52 fatalities), and transport, postal and warehousing (40 fatalities).

Split by gender, male workers accounted for 97 per cent of fatalities.

Workers’ compensation claims data related to COVID-19 now available

Thu, 21 May 2020 05:43:29 GMT

Safe Work Australia has published a snapshot of COVID-19 related workers’ compensation claims data to 31 July 2020.

Safework have released a snapshot of COVID-related compensation claims, the snapshot can be downloaded here . The report provides an overview of COVID-19 related workers’ compensation claims data as at 31 July 2020.

Data is provided by claim type, industry, occupation, age, gender and jurisdiction. Key findings show that as at 31 July 2020:

533 workers’ compensation claims related to COVID-19 were lodged in Australia

34% of these claims related to mental health impacts of COVID-19

34% of workers’ compensation claims lodged were from the health care and social assistance industry

17% of workers’ compensation claims lodged were from the public administration and safety industry

the ‘ community and personal service workers ’ occupation had the highest number of workers’ compensation claims.

Workers compensation changes in four jurisdictions

Thu, 21 May 2020 05:38:47 GMT

Legislation affecting workers compensation arrangements in four jurisdictions has been introduced, passed and implemented.

ACT: Red Tape Reduction Legislation Amendment Bill 2016

Cth: Parliamentary Entitlements Amendment (Injury Compensation Scheme) Act 2016

NSW: Workers Compensation Amendment (Latest Index Number) Regulation 2016

NSW: Workers Compensation (Weekly Payments Indexation) Amendment Order 2016

Vic: Treasury and Finance Legislation Amendment Bill 2016

ACT: Red Tape Reduction Legislation Amendment Bill 2016

The Red Tape Reduction Legislation Amendment Bill 2016 (ACT) , which was introduced into the Legislative Assembly on 10 March 2016, proposes to amend the Workers Compensation Act 1951 (ACT).

Other instruments affected by the Bill include the Dangerous Substances Act 2004 (ACT), the Medicines, Poisons and Therapeutic Goods Act 2008 (ACT), and the Work Health and Safety Act 2011 (ACT).

The objective of the Bill is to address regulatory requirements that add unnecessary administrative and compliance costs for business, the community and government.

Cth: Parliamentary Entitlements Amendment (Injury Compensation Scheme) Act 2016

The Parliamentary Entitlements Amendment (Injury Compensation Scheme) Act 2016 (Cth) received assent to on 8 March 2016.

It amends the Parliamentary Entitlements Act 1990 with consequential amendments made to the Safety, Rehabilitation and Compensation Act 1988 and Age Discrimination Act 2004.

The amendments empower the relevant minister to establish a parliamentary injury compensation scheme that provides the same benefits to parliamentarians and the spouse of the Prime Minister as available to Commonwealth employees under the Safety, Rehabilitation and Compensation Act 1988. The scheme will be administered by Comcare.

For commencement details, see the text of the Act.

NSW: Workers Compensation Amendment (Latest Index Number) Regulation 2016

The Workers Compensation Amendment (Latest Index Number) Regulation 2016 has been made under the Workers Compensation Act 1987 (NSW) and commences on 1 April.

The object of this Regulation is to “update an index number that is used for the purpose of the indexation of benefits under the Workers Compensation Act 1987”.

NSW: Workers Compensation (Weekly Payments Indexation) Amendment Order 2016

The Workers Compensation (Weekly Payments Indexation) Amendment order 2016 has been made under the Workers Compensation Act 1987 (NSW). It relates to weekly payments on compensation under the Act.

Vic: Treasury and Finance Legislation Amendment Bill

The Treasury and Finance Legislation Amendment Bill 2016 (Vic) was introduced into the Legislative Assembly on 8 March 2016 and received its second reading speech on 9 March 2016.

The purposes of the Bill are to:

clarify that a reduction in figures for state average weekly earnings will not lead to different weekly payment amounts for workers with the highest pre-injury earnings, based on the financial year in which they were injured

increase the maximum penalty for a body corporate found guilty of recklessly endangering the health or safety of a person to 20,000 penalty units, and

clarify that regulations can be made under the Occupational Health and Safety Act 2004 (Vic) to enable people to be authorised as trainers for, and assessors of, applicants seeking a high risk work licence.

This would also affect the Accident Compensation Act 1985 (Vic) and the Workplace Injury Rehabilitation and Compensation Act 2013 (Vic).

By WorkplaceOHS editorial team

This article was originally posted on Workplace OHS a part of NSW Business Chamber – Australian Business Consulting and Solutions has a dedicated team of WHS/OHS experts who can assist you with your specific WHS/OHS issues and problems.

Worker awarded $1.4m after RTW aggravation

Thu, 21 May 2020 05:30:09 GMT

A young Queensland worker who suffered back injuries in a dump truck incident, and then aggravated those injuries in another truck incident during her second day in alternative duties, has been awarded $1.4 million in damages. The Supreme Court ordered Golding Contractors Pty Ltd to pay damages to the truck driver – who was 23 at the time of the incident – after it admitted liability.

In March 2009, the worker was reversing a large dump truck at Ensham Mine near Emerald when she felt a “huge impact” to the rear of the truck, which caused her to be “slammed” back into her seat and then thrown forwards. She suffered a cervical spine disc prolapse and soft tissue injuries to her thoracic and lumbo sacral spine, and was diagnosed with a whole person impairment of 13 per cent.

The worker returned to work about three months later on a return-to-work program on suitable duties, and was directed to operate a truck the next day. While the worker was in the truck, a digger operator “rough loaded” her vehicle, which caused her to be shaken around, and increased her pain. She continued to operate trucks for limited hours over the next few days but her pain became “progressively worse” and she stopped working.

She sued her employer for damages. The employer admitted liability for the March incident, but disputed the amount of damages the worker was entitled to receive. It claimed it was common for workers not to be transferred to other projects within the company when their contracts finished, and that it was possible the worker wouldn’t have continued working in the mining industry after her contract with it ended in early 2010.

It also urged that as the worker planned to retrain as a teacher, her damages should be reduced based on her future earnings in that profession. A number of employers from different companies told the Court, however, that they would have offered the worker a job in the mining industry had she been fit to work when her contract ended.

Judge John North said he had a “high degree of satisfaction that in early 2010 the [worker] had excellent prospects of obtaining highly remunerative employment in the mining industry if she had been fit to work as a truck driver or plant operator”.

He also found her prognosis was poor, and that it was unlikely she would return to manual work in mining.

He awarded her $1,415,094, minus $50,984 for WorkCover payments already received.

Martin v Golding Contractors Pty Ltd [2014] QSC 53 (27 March 2014)

This article originally appeared in OHS Alert and is reproduced with permission of the author

Women in Safety, Let’s see some positive change

Thu, 21 May 2020 05:27:06 GMT

Principal Recruitment

Consultant – Construction

Even though we are still facing gender inequality in a handful of different Australian professions, The Work health and safety industry presents a lot of opportunity and openness for female WHS professionals.

However, at present women only make up 45.7 per cent of employees across industries in Australia and 33 per cent of managers. In WHS fields such as construction, women only account for 11.8 per cent of employees. Women face a number of key challenges when seeking to enter these kinds of fields. In the past, the industry has mainly been dominated by male professionals and there still exists an- imbalance when it comes to the number of females in the WHS industry.

Challenges:

In the past there has been a severe lack of female WHS mentors, female safety professionals particularly considering a career in safety in construction would have struggled to source proven WHS mentors. Today, there certainly are far more WHS female professionals working within the rail, building construction, civil, power and more. In saying that construction is Australia’s most male-dominated industry. Roughly 12 percent of the total construction workforce of some one million are women. When you pair this with demanding hours and a general lack of proactive promotion for the field itself, you’re left with a perpetual cycle of gender imbalance in Australian safety roles.

Gender equality in the workplace is not just a matter of good morals, it actually makes your workplace perform better.

Why is gender equality so important?

Gender equality in the workplace is not just a matter of good morals, it actually makes your workplace perform better AND paves the way for aspiring WHS leaders of the future. According to a McKinsey analysis of 366 companies, businesses ranking in the top quartile for gender diversity were more likely to have returns above their industry means.

Having women on your team allows for new perspectives and a diversity of opinion. When you have a team of people made up of the same exact demographic you’re likely to get identical opinions. Bringing in a fresh set of eyes opens up your company to important changes in safety processes and protocols.

Initiating changes in the current gender imbalance as soon as possible is critical because change doesn’t happen overnight. If we want the industry to increase female representation at all levels we need to promote the WHS field as a promising option for females across Australia. Let’s take a look at some of the solutions.

How can we fix the gap?

There are a few key ways we can start addressing the imbalance. Organisation’s could take at a look at current working arrangements including hours and assess what changes could be made to attract more female applicants. Whether this means work from home options for new mums or flexible working hours for employees pursuing higher education, these kinds of policies help appeal to the female demographic. Having flexible workplace policies for your employees can attract female candidates. Also Australian men and women believe that men should be as involved in parenting as women.

Networking events hosted by safety mentors would give women the chance to connect with other professionals that have faced the same struggles and build knowledge and guidance within the WHS field.

Lastly, promoting these kinds of roles in high school and university will put this career potential on the radar for female students at an early age.

Here at Zenergy, we pride ourselves on helping build positive spaces within the WHS industry where we can. Addressing the gender imbalance in the Australian safety space is one of our goals. To learn about upcoming Zenergy panels featuring prominent female leaders or our work with the Young Safety Professionals network, check out our news page

Zenergy are partnering with James Hardie

wow@shazamme.com (Default Author) — Thu, 21 May 2020 05:21:52 GMT

Zenergy Safety, Health & Wellbeing are partnering with James Hardie to recruit for a number of senior Environment Health & Safety leadership positions.

James Hardie Building Products is a global building materials company and the largest global manufacturer of fibre cement products. JH is a dual-listed company, being listed on the Australian and New York Stock Exchanges with annual revenue in exccess of $3BN. Its management team currently sits in Chicago, Illinois, United States.

These roles are based in Sydney, New South Wales.

Further information in the link below or for a confidential discussion speak with Kathleen Melville or the Zenergy team on 1300 333 400.

Will NSW’s growing construction industry force people to put a price on culture?

Thu, 21 May 2020 05:14:32 GMT

NSW has a significant amount of high-value construction projects in the pipeline. What will this mean for talent acquisition in the industry?

The construction industry in NSW is set for major changes as it approaches record amounts of infrastructure spending. Currently, there is more than $100 billion worth of projects in the pipeline which will be delivered over the coming years, a level of activity which will put significant pressure on organisations with regards to their talent acquisition strategies.

Some of the biggest changes will be to organisations will be the attraction and retention of staff to enable them to deliver projects on time and in budget. In too many cases, organisations equate being competitive in the recruitment market with offering more attractive salary options than their rivals. For a number of companies, a bidding war of that nature is unsustainable, a fact which will force many to change the way they attract talent. But if money isn’t the be all and end all, what can you do to keep your best talent?

Building a culture in NSW’s competitive construction industry

Project deadlines and penalties for delayed delivery dates are putting immense pressure on company’s salary and contractor rates. I have recently witnessed clients double candidates salary to work on their project and I think that we are only on the leading edge of what companies are going to experience for the next 5 + years here in NSW. Sydney has more largescale infrastructure projects happening concurrently than I have ever witnessed and with interest rates at record lows, commercial and residential construction is also at peak levels. There is a very similar scenario to the employment market conditions that occurred in Western Australia a few years back.

This will challenge organisations that can’t compete dollar for dollar with those who are able to offer big salaries. What they can do, however, is create a positive culture where people want to work and develop.

In the coming years, NSW will set new state records for infrastructure investments and private sector developments. When organisations begin thinking about how to compete for talent, many first turn to the idea of offering higher salaries and leave it that. What they need to realise, however, is that this is far from the only – or in fact ideal – solution. By competing with culture, organisations gain a tactical approach to talent management, one that means it’s not about who has the biggest wallet.

Supportive environments rely on culture

Having former NRL Coach Matt Elliott as part of our team, he constantly reminds us that simply buying talent will not guarantee success. “Individuals can see the bigger picture that lurks beyond the chequebook. There are so many examples in the sporting arena of players turning down higher offers so stay with their current team. Culture, success and the desire to be a part of an organisations vision are the key components to retaining your team ”.

Being the best performing organisation in the NSW construction industry doesn’t necessarily mean having the resources to offer the highest salaries. Instead, it will rely on an organisation’s ability to create a supportive culture that means people want to work there.

Whats your plan B?

Through a recent event at the Sydney Football Stadium , Craig Fitzgibbon explained the importance of having a mix of key talent as part of your team and developing players around them.

Developing talent will need to be a part of everyone’s strategy to ensure the successful delivery of projects that are in the pipeline. We are not expected to reach peak workforce for another 18 months or so which will mean a continually tightening candidate market and increasing salaries for a while to come yet.

The key areas that we are keeping a close watch on are growth in other sectors and states.

There are quite a few large projects due to be announced in Victoria and with a commodities market showing signs of intermittent strength this could really play havoc for companies capability to resource effectively.

To find out more about how Zenergy can make your organisation more competitive when searching for talent, get in touch with the team today.

Why your boss needs to take a look at your bedroom habits

Thu, 21 May 2020 05:08:15 GMT

If you’re one of the millions of Australians not getting your recommended eight hours sleep each day, would you be willing to let your boss into your bedroom to fix that?

Key points:

Four in 10 Australians are not getting enough sleep
An expert says many people underestimate the importance of sleep
An inquiry has urged a national approach to address sleep issues

Businesses across the country are enlisting the help of sleep consultants to audit the bedroom habits of their workers, and improve their shut-eye.

Multinational construction group Lendlease put nearly 3,000 of their workers through a sleep program that analysed workers’ habits, distractions and even how their bedrooms were set-up.

The company’s head of health and wellbeing, Jane Gardner, said good sleep was crucial for the safety of their workers on dangerous building sites.

“In 2017, we undertook a global health and wellbeing survey of our employees, and at that time the results showed nearly half of our people weren’t getting the recommended seven to nine hours sleep per night,” she said.

“We work in such a high-risk industry and research tells us that sleep is vital for our rest and recovery, for our mental health and our wellbeing.”

Melissa Webster runs SleepFit — one of the few companies going into workplaces to improve staff sleep habits.

“People just don’t understand the importance of sleep,” she said.

“Tired people make more mistakes and that’s just a fact.

“When we sleep, we essentially cleanse our brain. And when we short-change ourselves of that sleep, the brain doesn’t get cleansed to the way we need.”

According to the Australia Talks National Survey , 61 per cent of Australians would be happier with more sleep.

Young people are more likely to think more sleep would make them happier, with 70 per cent of those aged 18 to 24 wanting more sleep, compared with only 36 per cent of those aged 75 and over.

Ms Webster said there were often simple changes people could make to increase the quantity and quality of their sleep.

“We would be getting them to look at some critical things — first of all, their daily routine.

“Our bodies run by a master clock and our brain loves routine.

“It’s really important for your sleep health to maintain that routine, and [for] your lifestyle. Things like coffee, for example, and trying to minimise that after lunchtime, alcohol before bed, the temperature of your room.

“The noise — block out noise. Then it’s your bedroom set-up, so take all the devices out of your bedroom.

“Then the critical one: calming your body, calming your mind before bed and what you do when you wake up at 3:00am to help yourself get back to sleep.”

Ms Webster said research suggested four in 10 Australians do not get enough sleep, and the resulting lost productivity costs more than $66 billion annually.

But Associate Professor Alan Young from the Australasian Sleep Association said many people still underestimated the importance of sleep.

“Everyone’s aware of the importance of a healthy diet, exercising regularly, but sleep is often that forgotten third pillar of good health,” he said.

“There’s overwhelming evidence now that sleep loss leads to a myriad of physical and mental health problems, ranging from cardiovascular disease through to depression.”

Earlier this year, a Federal Government inquiry into sleep recommended a national approach to working hours to address sleep issues in the workplace.

Six months on, the Government is yet to accept or reject any of the recommendations.

“The Government is currently undertaking extensive consultation with multiple agencies and government portfolios to determine the position regarding implementation of the recommendations,” a spokesperson for Health Minister Greg Hunt said.

Associate Professor Young said bosses needed to put more emphasis on sleep when considering the health of workers.

“I think this will become a commonplace thing,” he said.

“Impaired sleep going into the workplace can decrease productivity, so it’s bad for the bottom line of the business, but also increase work accidents.”

Ms Webster said she had seen positive results from the sleep tests and individualised programs.

“What we found with our programs when we’ve gone into organisations, is that we’ve had a 16 per cent improvement on stress and anxiety and depression scores,” she said.

WHS risks must be covered at every board meeting

Thu, 21 May 2020 05:00:41 GMT

Making business decisions without understanding how they affect the integrity of an organisation’s safety systems can cause major safety incidents, a safety commissioner has warned employers in a high-profile Q&A seminar.

Australian Transport Safety Bureau Commissioner Carolyn Walsh, who is also deputy chair of the National Transport Commission, told delegates at the Zenergy Group CEO’s Forum in Sydney this week that incidents like the 2003 Waterfall train disaster in NSW result from a series of failures occurring simultaneously to magnify a simple error.

The train driver suffered a heart attack and lost control of the train, which derailed at a curve in the tracks and killed seven people, including the driver. An inquiry found a number of converging factors caused the incident, including the deadman’s pedal failing to release and stop the train due to the driver’s weight.

Walsh referred to the Swiss cheese accident causation model, where each cheese slice represents a safety system. “When that Swiss cheese aligns and you get a hole in each of those defence mechanisms, that’s when the bad things happen,” she said.

“I think the challenge is, not for safety managers, but for boards and managers, to understand that when you make a business decision, and it might seem to have nothing to do with safety, you are probably either increasing one of those holes in the Swiss cheese unintentionally or you’re actively trying to reduce those holes.

“I think where those random things happen is when management make these business decisions and they don’t understand the consequences of what it does to the integrity of the systems.”

Walsh says company officers should view their safety duties in the same way as their fiduciary duties, and ensure they’re safety literate, able to read a safety report and know what questions to ask their workers.

Fellow panel member and WHS law expert Bruce Hodgkinson SC of Denman Chambers agreed. He said the converging of circumstances can only be managed if those at the top levels of a company approach every decision across every aspect holistically.

Hodgkinson, who has been involved in major work health and safety prosecutions, said that in making a business decision, board members and senior executives need to consider matters other than financial, reputational or media impacts.

They need to ask: “How are we going to make it work, have we got the right training in place, have we got the right review in place, are the people doing the training the right way?” he said.

Board safety responsibilities wider than ever

Panellist Max Moore-Wilton, an Infrastructure NSW board member, said workplace safety has transformed in the last 10 to 15 years and is now an integral part of the “day-to-day health of any business”.

“I think now, any board worth its salt has to ensure that there’s a risk management plan in place and that the board itself, every month, is actively involved in assessing that,” he said.

“Management has to take ownership of it, and it has to go down through the organisation right down to the individual operator, and certainly right up to the CEO.

“I think what has evolved is the realisation from boards… that the law now, and the public, expect the board and directors to take responsibility when something goes wrong.”

Hodgkinson added that the definition of “worker” now includes the worker, contractors, subcontractors and their workers.

“You’ve got to look at how you discharge your obligation: the regulators will hit you all the time. You cannot contract out your obligation, that’s a pretty standard part of law,” he said.

Don’t over-rely on engineering controls

Walsh also told the forum that while engineering controls like physical guards and high-tech defences are making workplaces safer, at the end of the day, people are still involved in the process and they are prone to failure.

“So I think the robustness of [safety] systems are really important,” she said.

Walsh said in the last five or six years the rail sector has matured and its safety systems now take into account the failings of people, how drivers, guards and passengers interface with trains, and that behaviours can be controlled.

Hodgkinson said an organisation can have all the engineering controls in the world, but if workers aren’t in-phase with the system, or aren’t compliant, then “we’re back in the pressure room”.

Initially published by OHS Alerts

WHS harmonisation: developments in three states

Thu, 21 May 2020 04:55:44 GMT

Progress towards harmonisation of Australia’s work health and safety laws continues with new mining laws to commence in NSW soon, two new regulations now underway in South Australia, and the public comment period for WA’s harmonisation bill to end soon.

NSW mining laws start next month

The NSW mining industry will be subject to new WHS laws from 1 February, according to the NSW department of Trade & Investment (DTI).

The Work Health and Safety (Mines) Act 2013 and Work Health and Safety (Mines) Regulation 2014 will apply to all mining workplaces in NSW.

These legal instruments support the Work Health and Safety Act 2011 (NSW) and Work Health and Safety Regulation 2011 (NSW) while providing additional provisions for issues unique to mines.

They are based on the national model WHS Regulations for mining and the additional tri-state mining provisions agreed by New South Wales, Queensland and Western Australia.

The following laws will be replaced by the new WHS (Mines) legislation when it commences next month:

Coal Mine Health and Safety Act 2002
Coal Mine Health and Safety Regulation 2006
Mine Health and Safety Act 2004
Mine Health and Safety Regulation 2007

The department has described the new laws as another important step towards the harmonisation of WHS laws for mining in Australia.

Further information is available via the NSW Trade & Investment website .

Regulations have commenced and expired (SA)

SafeWork SA has provided an update on the Work Health and Safety Regulations 2012 (SA) : On 1 January, two new regulations commenced and five transitional provisions expired.

The following regulations have commenced:

Regulation 488 – Recognition of asbestos removal licences in other jurisdictions
Regulation 675W – Quarterly reports

The following transitional provisions have expired:

Regulation 724(7) and (8) – Licence to carry out high risk work
Regulation 727 – Asbestos assessors licence
Regulation 728 – Asbestos removal supervisors and asbestos removal workers
Regulation 729 – Applications for asbestos removal licences or asbestos assessor licences
Regulation 731 – Duties of designers

In addition, the following transitional provisions will continue to apply:

Regulation 726 – Application of regulations 475 and 476 (air monitoring)
Regulation 736 – Classification and labelling under GHS
Regulation 737 – Roll-over protection on tractors
Regulations that commence 1 January 2016
Regulation 347 – Manifest of hazardous chemicals
Regulation 348 – Regulator must be notified if manifest quantities to be exceeded

Further information on the transitional arrangements to support industry, business and workers to implement the WHS Regulations 2012 (SA) is available via the SafeWork SA website .

WA’s harmonisation bill: comment period ending

WorkSafe WA has issued a reminder that the public comment period for Western Australia’s modified version of the Model Work Health and Safety Bill closes on January 30.

The Work Health and Safety Bill 2014 (WA) was tabled in WA Parliament in October. It contains the core provisions of the harmonisation legislation developed by Safe Work Australia for implementation across Australia, including the primary duty of care of the person conducting a business or undertaking (PCBU) and due diligence obligations for officers, but with local modifications .

If enacted the bill will replace the Occupational Safety and Health Act 1984 (WA) and align Western Australia’s work health and safety laws with those in other jurisdictions, except for Victoria whose government has resisted the harmonisation process.

The WHS Bill 2014 (WA) has been released as a ‘Green Bill’, which is a bill for consultation purposes that does not necessarily represent the government’s final position.

Comment is sought on specific clauses of the WHS Bill as well as the application of the draft legislation in relation to a particular job, workplace or industry or specific WHS issues.

Submissions must be sent to WorkSafe WA, which is conducting the consultation process on behalf of the government, using the prescribed template .

Submissions can be emailed to WHSGreenBill@commerce.wa.gov.au or sent to Locked Bag 14, Cloisters Square, Western Australia 6850 (Note: envelopes should be marked ‘TO THE ATTENTION OF THE EXECUTIVE DIRECTOR WORKSAFE – SUBMISSION ON WHS BILL 2014’).

Further information: Green Bill and public comment process

This article was originally posted on Workplace OHS

WHS appointments form part of record $1.8m EU

Thu, 21 May 2020 04:46:20 GMT

A city-based PCBU will employ a WHS coordinator to service regions lacking safety expertise, and develop an app that ensures hired equipment matches proposed jobs, in a record $1.8 million-plus undertaking prompted by a crane fall.

Construction company AW Edwards Pty Ltd said it recognised that its sites in regional areas that were presently managed from Sydney would benefit from a dedicated WHS resource after the incident in Taree, NSW.

In May 2017, the 50-tonne hydraulic crane tipped over at the Manning Base Hospital carpark redevelopment project, where AW Edwards was principal contractor.

The crane came to rest on scaffolding and two rear outriggers, with all four wheels off the ground.

The crane operator jumped from the crane while it was tipping and suffered serious injuries, including a broken leg.

The PCBU was charged with breaching sections 19 (1) and 32 of the NSW WHS Act, before entering the enforceable undertaking (EU) with SafeWork NSW, in lieu of prosecution.

It responded to prohibition and improvement notices issued shortly after the incident by establishing an exclusion zone around the site until the crane was righted and scaffolding and formwork were in place, and ensuring a licensed dogman was used for mobile crane work.

It spent $107,100 on WHS certificate IV training for all third and fourth-year cadets and supervisory staff, and also provided leadership and management training for the latter.

According to the EU document, AW Edwards was spending $514,000 over the next three years to employ the WHS coordinator to be based at its Port Macquarie office. The coordinator would collaborate with teams across the business to ensure it applied a best practice and uniform approach to managing health and safety.

It also committed $856,000 to recruiting and training three mid-north coast trainee WHS coordinators under a three-year “Young Worker’s Program”, who would be menteed by the WHS coordinator and assist the coordinator on a day-to-day basis on various projects.

AW Edwards was also developing a mobile phone application, at a cost of $485,000, to allow crane hirers and crane providers to share information to ensure correct cranes were selected for tasks and projects, the EU document said.

Inadequate communication about proposed lifts resulted in cranes being used to lift loads exceeding safe working limits and inadequate safe working documentation that failed to identify risks, it said.

There was currently “considerable risk” in the construction industry arising from unsuitable cranes being provided to sites to avoid delaying work until suitable alternative plant could be sourced, the document said.

The mobile application would reduce the occurrence of unsuitable cranes being delivered to sites by ensuring operators and providers had all the information they needed determine the type of crane required for the job, it said.

As reported by OHS Alert in May 2011, AW Edwards was fined $100,000 for safety breaches after a crane lifting a concrete panel tipped over, struck high-pressure gas bottles, penetrated the roof of an occupied bus and narrowly missed a worker in 2008 (see related article ).

The total estimated spend of its new EU of $1,855,000 was the biggest WHS EU spend in NSW history, surpassing the previous record (see related article ) by $300,000.

AW Edwards Pty Ltd enforceable undertaking

When systems of work come crashing down

Thu, 21 May 2020 04:36:41 GMT

A man who sustained a severe crush injury to his leg during a work accident at BlueScope Steel (AIS) Pty Ltd’s Port Kembla steelworks, has been awarded over $2.2m in damages as against the major contractor and subcontractor for upgrade works carried out at the steelworks, with the Supreme Court of New South Wales finding no negligence on the part of the employer.

Background

In March 2009, BlueScope Steel (AIS) Pty Ltd (BlueScope) was carrying out an upgrade of its ore preparation facilities and trialling a new sinter cooler plant. Part of the upgrade required the sinter cooler to be dismantled from the test area and moved to its permanent location. The relocation was a massive operation, given the sheer size of each of the components of the sinter. Transfield Services Engineering Group Pty Ltd (Transfield) was the major contractor for the work. Transfield in turn subcontracted the work of dismantling and relocating the sinter cooler to Thomas & Coffey Limited (T&C). Each component of the sinter cooler needed to be lifted by crane. Transfield subcontracted the crane work to a company related to Allstate Labour Hire Pty Ltd (now deregistered) and Allstate provided the labour for that part of the work, being a supervisor, a crane operator and two dogmen. David Wormleaton obtained employment with Allstate on 10 March 2009 and was working as one of the dogmen on 30 March 2009.

The substructure of the sinter cooler consisted of four large steel frames bolted together, which were 8.1 m long, 2.5 m high and each weighing 1.7 tonnes. The removal and lifting of the frames was complex and required a particular procedure and system of work to be followed. It required that each frame be rigged to the crane so that the crane was taking the weight, prior to the securing nuts and bolts being loosened and released and the frame being lifted and moved.

T&C were in charge of the dismantling work. The instructions included the requirement for the T&C fitters, Mr Zappia and Mr Kerr to loosen or remove the securing nuts on the hold down bolts only after the frame had been securely rigged to the crane. Mr Zappia and Mr Kerr were not at an earlier site meeting in which these instructions were discussed.

At approximately 2 pm on 30 March 2009, two of the frames were being removed. At the same time, Mr Zappia and Mr Kerr loosened and removed the hold down nuts on the other two frames, but did so before the frame was rigged to the crane. Mr Neves, a rigger employed by T&C jumped onto the frame to sling the chain, ready for it to be rigged to the crane. Mr Wormleaton stepped up on to the beam and the other dogmen stepped on the other end of the beam. Immediately the beam started to fall. Mr Wormleaton stepped back off the beam, fell onto his back and the beam came crashing down onto Mr Wormleaton’s right leg. The frame was then lifted off Mr Wormleaton by crane and he was taken by ambulance to Wollongong Hospital, where he underwent emergency surgery to attempt to save his right leg. He was transferred to St George Hospital and underwent further surgery, which was ultimately unsuccessful. On 3 April 2009 Mr Wormleaton’s right leg was amputated below the knee.

Court proceedings

Mr Wormleaton commenced proceedings in the Supreme Court of New South Wales in negligence and claimed damages as against Transfield, T&C and Allstate. At the commencement of the trial, Transfield and T&C admitted liability and Allstate continued to dispute its liability.

Findings

Although Transfield and T&C admitted breach of duty of care, his Honour Campbell J noted that consideration of the basis of their liability, pursuant to the Civil Liability Act 2002 (NSW) was still necessary for the determination of apportionment and contribution.

Liability

His Honour noted that as the principle contractor, Transfield owed Mr Wormleaton a duty of care and it was necessary for Transfield to retain and exercise a supervisory power over the works and the shared responsibility of T&C and Allstate. Campbell J found that the risk of harm was foreseeable and not insignificant and that a reasonable person in the position of Transfield would have taken relevant precautions against the risk, by implementing and adhering to a safe system that required the frames to be rigged to the crane before the securing bolts were loosened or removed, to avoid the risk of harm. Such a precaution was not burdensome to Transfield and simply required Transfield to provide supervision and control by checking the safe work method statements, coordinating the activities and “keeping an eye on who was doing what when”. Transfield was negligent in failing to direct the work and coordinate the activities so that the safe system of work was in fact implemented.

His Honour noted that T&C was under the direction of Transfield and was the main subcontractor undertaking the task of disassembling the sinter cooler. T&C were in charge of the work being done. The relevant risk of harm was the risk of personal injury to the workers involved in the removal of the heavy steel components. Campbell J found that T&C failed to take reasonable precautions against that risk by failing to institute and maintain a safe system of work. Specifically, T&C failed to maintain the system and instruct Mr Zappia and Mr Kerr that the securing nuts and bolts were to be loosened and removed only after the frame had been rigged to the crane.

The Allstate crew, including Mr Wormleaton had a limited obligation of rigging and lifting the components. Campbell J found that the steelworks and the system of work were not under Allstate’s control; Allstate had the control of the actual lift of the components by the crane but it had no control over the disassembly or over T&C employees, and no power to coordinate the activities of T&C. His Honour found that the risk that materialised was beyond the scope of the employer/employee relationship and no liability attached to Allstate.

It was argued that Mr Wormleaton was contributorily negligent in failing to observe that a safety harness rigged to the top beam had been removed, and in failing to undertake a proper inspection of the beams and check that the securing nuts and bolts remained fastened. Campbell J found that a reasonable person in Mr Wormleaton’s position, exercising reasonable care for his own safety, would not have checked whether the securing nuts had been loosened as he had no reason to suspect that Mr Zappia and Mr Kerr would not have follow the system of work and would have loosened the nuts. In other words “the touchstone of reasonableness does not require one tradesman to check that another tradesman is following this system”. His Honour found no contributory negligence on the part of Mr Wormleaton.

Quantum

Surgical repair of the crush injury was unsuccessful and Mr Wormleaton’s right leg was amputated below the knee. Quantum was contested at trial, in particular past and future economic loss and loss of capacity to provide domestic services. Due to very serious pre-accident circumstances, Mr Wormleaton had been out of the work force for some years until he obtained the job with Allstate on 10 March 2009. On 21 January 2004 Mr Wormleaton, his wife and his daughter were victims of a violent home invasion, in which Mr Wormleaton was attacked with a machete and his wife and daughter were sexually assaulted while Mr Wormleaton was forced to watch. Mr Wormleaton suffered a fracture of his left arm and severing of the ulna nerve, which was surgically repaired. He also suffered post traumatic stress disorder, which led to serious illicit drug use and suicide attempts. Mr Wormleaton had been unable to work since January 2004 due to the physical and psychological injuries suffered as a result of the home invasion.

His Honour found that by March 2009 Mr Wormleaton’s injuries sustained in the home invasion had improved and he was able to perform work as a dogman rigger with Allstate and that he was fully fit for that type of work on a full-time basis. In considering future economic loss, his Honour found that while in theory Mr Wormleaton could perform light, sedentary clerical work, it was extremely unlikely and not realistic that Mr Wormleaton could have, or will ever be able to get back into useful work.

Mr Wormleaton has a disabled son who suffers from spastic quadriplegic cerebral palsy with a mild intellectual disability. Prior to the work accident in March 2009, Mr Wormleaton was very involved in activities with his son, such as camping, boating, fishing and walking the dog together. Campbell J found that the type of avocational services that Mr Wormleaton provided to his son are gratuitous domestic services within the meaning of s 15B of the Act, and satisfied the necessary thresholds, and that he has lost the capacity to engage in and provide gratuitous domestic services to his son.

Accordingly, his Honour Campbell J found in favour of Mr Wormleaton as against Transfield and T&C and awarded damages in the total sum of $2,286,832: Wormleaton v Thomas and Coffey Limited (No 4) [2015] NSWSC 260.

“This article originally appeared on CCH Australia and is reproduced with permission”

What risks do an ageing workforce have for your workplace?

Thu, 21 May 2020 04:16:33 GMT

The Australian workforce is ageing. Leaders must adequately understand the risks associated with mature workers and address them appropriately.

The workforce in Australia is ageing and with this maturation there are some distinct workplace risks to consider.

According to the government’s 2015 Intergenerational report, the number of workers over 65 will increase from 12.9 per cent to 17.3 per cent by 2023. In fact, Federal Treasurer Joe Hockey predicts that many Generation X workers, born between 1960 and 1980, will continue working until they are 70.

Of course, some industries are ageing more rapidly than others. Take the transportation industry for example. The Australian Trucking Association reports that the average age of a truck driver is 5.3 years older than other industries.

An ageing workforce presents leaders with a unique set of WHS risks.

What are the risks of an ageing workforce?

The bottom line? The workforce is ageing and leaders need to ensure they have the appropriate risk management strategies in place to keep up with these changes.

While there is no information supporting a drop-off in mental ability before age 70, common medical knowledge does support the fact that older people are more susceptible to workplace injury.

“An ageing worker is more likely to suffer a non-serious workplace injury,” explained Australian Lawyers Alliance National President Andrew Stone in an interview with Sydney Morning Herald. “This is particularly the case in heavy industries, where it will be physically difficult for people to work longer.”

This has a lot to do with how our bodies evolve over time. As we age:

Our bones become more susceptible to breakage. As we age, bones naturally become more porous – increasing the likelihood we’ll break a bone.This means that when slips and falls do occur there is a much bigger chance there will be a serious injury, according to Claims Management firm Gallagher Bassett (GB). Additionally, when older professionals exert too much energy at work they are more likely to suffer from musculoskeletal stress and pain.

Our muscle strength begins to decline. With age, muscles begin to lose elasticity and their response time decreases. As a result, injuries become more commonplace and certain physical tasks are no longer safe.

Our vision begins to wane. Older eyes are much more sensitive to glare and the ability to adjust to different light levels is much slower, explained GB. On top of this, long-sightedness is much more common in people over the age of 40.

Our hearing decreases. As we get older our capacity to hear certain sounds decreases. High-pitched noises no longer register causing a potential safety risk with alarms.

The benefits of an ageing professional pool

This isn’t to say a more mature workforce is all risk and no reward. There is a whole lot of value in retaining and employing older workers. In fact, a lot of the talk surrounding older workers and their capabilities in the workforce is plagued by myth – especially in terms of mental acuity. According to WorkSafe Australia, older workers have:

Strong long-term memories.
An increased capacity for in-depth knowledge
Lower levels of absenteeism from work
An enhanced ability to make quick judgement calls based on relevant knowledge

Clearly, you can and should leverage the benefits of employing mature professionals, but how do you ensure your WHS strategies are aligned with ageing risks? There are few key steps all organisations should take to adequately adjust.

Create and enact injury prevention training – Training is a critical tool for any workplace looking to improve WHS standards. However, when it comes to an ageing workforce it is even more critical. You want to teach your older team members how to go about tasks they are used to performing with ease in a safer manner as they age. You should also keep their learning needs in mind when creating your training. Some tips to consider:

Adapt all written content to accommodate older eyes (big font, clear wording, direct instructions).
Be repetitive with your most important training takeaways to ensure retention.
Hold multiple training sessions to reaffirm techniques and clarify any questions.

Adapt work facilities to suit ageing needs – You want to create a workplace that reduces the risk of common age-related issues. Where possible, adjust your facilities to meet the needs of older workers. Whether this means adjusting light fixtures or purchasing machinery to reduce the physical exertion required from team members – create an environment that is conducive to ageing workers’ needs.

The workforce across Australia is ageing and leaders need to be prepared.

Encourage open communication about professional capacity – One of the most important things to ensure a safe work environment for your team is fostering a workplace that is open to honest communication. You want your team to feel comfortable speaking up about what kind of tasks they can and cannot handle. Let your staff know that they can come to you when they feel a workplace responsibility is no longer suitable. This can help dramatically reduce injuries.

The workforce across Australia is ageing and leaders need to be prepared to create and maintain professional environments that reduce the risks associated with this demographic. Doing so will not only demonstrate a commitment to strategic and comprehensive WHS but allow businesses to safely leverage the expertise and experience of a more mature workforce.

Zenergy Wellness Challenge – 28 Days to Health

Wed, 20 May 2020 08:34:47 GMT

Self-care is often the first thing that gets sacrificed when life is busy and stressful, and people often think that taking time for themselves seems indulgent. But looking after your own wellbeing will help you get through this challenging time, and will help you to better care for others.

With safety and wellbeing being forefront of Zenergy’s mission our team decided to take on a wellness challenge.

Our 28 days of self-care calendar encourages everyone to be kinder to themselves as well as others.

Build your own daily self-care plan or take some ideas from our calendar to guide you through your self-care planning.

With our normal routines changing, it is the perfect time to implement small changes into our routines that have a positive effect on our health and wellness.

Remember self-care is a priority and necessity – not a luxury.

Zenergy Safety – CEO’s Forum

Wed, 20 May 2020 08:30:37 GMT

Zenergy Safety, Health & Wellbeing hosted 100 senior executives to a CEO’s Forum where a panel of CEO’s and Executive leaders discussed what safety leadership looks like in their business and why they believed it formed an essential component of their organisational strategy.

Panel:

Paul Scurrah – CEO, DP World

Cathal O’Rourke – Managing Director, Laing O’Rourke

Andrew Penca – Managing Director, Cummins

Tim Reardon – Secretary, Transport for NSW

Mick McCormack – CEO, APA Group

Safety is your responsibility

Each leader had a different strategy that they were applying through their business, they were all at different stages of their safety journey and all had unique industry / business circumstances that they had to negotiate. Nevertheless it was very clear right from the start that they all genuinely cared for their staff. It was absolute. All peak leaders felt a personal obligation of the safety and wellbeing of their staff rests foremost on their shoulders. There was a personal commitment from all the leaders around this and their actions within the business clearly reinforced this view.

A meticulous understanding of your business

The second common theme was that they all knew their business intimately. And I mean intimately. They all knew what was actually happening on site and what was the real feedback coming from the front line employees first hand. So often I hear of executives running their business when they very rarely set foot in the area that their business actually operates. ALL our peak leaders were highly active in getting out to the business and genuinely engaged with their workforce.

All the leaders agreed that it’s very difficult to guide a business when you are only looking at the reporting statistics as you can never be sure if you are over reacting in one way or another. All leaders had clear expectations for not only themselves but the senior leadership team to get out there and see what happens on site with their own eyes at every opportunity.

We have been overwhelmed with the attendance and feedback from the event, with some senior leaders mentioning that it was the best event that they had ever attended. Ultimately our goal is to not only highlight key thought leaders in the industry but to consciously promote and raise skills across a wider platform as we genuinely believe that safety should not be viewed as a competitive advantage.

On behalf of Zenergy and the Safety Institute of Australia we would once again like to thank the panel speakers for dedicating their time on Friday morning to share their strategy with us.

Zenergy Victoria Branch Appointments

Wed, 20 May 2020 08:19:59 GMT

Thursday 13th October saw Zenergy Safety host a select group of HSE and Operational Executives in the construction and infrastructure sector to identify and discuss the operational risks that the industry faces over the next 5 – 10 years.

To provide context and experience from the recent $70+ billion dollar CSG mega project expansions in Queensland, Trevor Brown and Stephen Pearson were invited to share their experience who were instrumental operational and safety executives through the.

The session explored;

What operational and safety risks were identified through similar mega projects / high growth scenarios for various stages;
Planning, ramp up to peak construction,
Peak construction through to maintenance.
What processes were put in place through these stages to minimise this exposure.
What challenges were encountered that were unexpected – and how could these be prepared for?
The impact of multiple concurrent mega projects on resourcing strategies and retainment of key staff.
Upon full review – lessons learnt.

Zenergy’s WHS Leaders forums are a natural component to our broader goal of supporting the WHS industry to highlight and promote leading company performance. Our determination to share this knowledge across industry is what drives us to invest heavily in initiatives like this one.

We have been overwhelmed with the feedback and participation through the interactive session that has sparked wide ranging discussion on how the principles apply and enhance existing operational strategy.

Engineering company fined $225,000 after crane collapses onto building

wow@shazamme.com (Default Author) — Mon, 18 May 2020 05:21:46 GMT

A structural engineering company has been fined $225,000 after three workers were injured when a tower crane collapsed onto an apartment block in Wolli Creek. S&T Services Pty Ltd was investigated by SafeWork NSW and pleaded guilty to a breach of the Work Health and Safety Act 2011 in the NSW District Court.

This case sends a strong message about the need for safety in the construction industry, said Valerie Griswold, executive director, investigations & enforcement in the better regulation division of SafeWork NSW.

SafeWork NSW has a zero-tolerance for workers or the public being put at risk of serious or fatal injuries through unsafe practices.

“This is the first time Safework NSW has brought charges under section 22(2) of the Work Health and Safety Act which relates to a failure by a designer to ensure that a structure is designed to be without risk,” Griswold said.

The company was engaged to design a large steel cantilevered grillage, to support a tower crane at a construction site in Wolli Creek.

On 6 August 2017, in the final stages of erection of the tower crane, three workers had just installed a counterweight and were slewing 180 degrees to pin the jib when the right-hand corner of the grillage the crane was sitting on gave way, the opposite corner then also gave way and the crane fell, landing on an apartment block across the road.

When the tower crane fell onto the apartment block, three workers were able to jump off the crane onto the building’s rooftop. All three workers sustained injuries resulting in two of the workers not being able to return to rigging work.

More than one hundred residents were evacuated from surrounding buildings for several days after the incident.

The NSW District Court found that the design of the grillage was not sufficient to support the total weight of the tower crane. The calculations for the pin connection points were incorrect, only hand calculations were made and although available, computer modelling was not undertaken.

The court found the risk was obvious and foreseeable that the tower crane could collapse if the design of the grillage was not adequate to support the intended fully erected tower crane.

S&T Services Pty Ltd was convicted and fined $225,000 and ordered to pay the prosecutor’s costs. The company has since ceased to trade.

Source: Australian Institute of Health & Safety (AIHS)

Moving Forward – The Current Market – with AIHS

wow@shazamme.com (Default Author) — Mon, 18 May 2020 03:56:34 GMT

Live Webinar with AIHS on Current Market

On Wednesday 14 October 2020 Zenergy partnered with The Australian Institute of Health and Safety on the first of a 3-part series, where we explored the current search and recruitment landscape in Safety, Health & Wellbeing in Australia.

During this webinar the Zenergy team provided data, trends and commentary on the recruitment landscape from January 2020 to now including changes in the safety Health & wellbeing safety market, from both a jobseeker and organisational perspective.

The Zenergy presenters Kathleen Melville and Jason O’Dowd discussed the changing landscape of work and how different organisations are adapting. Strategic advice on career planning in the new environment. Understanding how to pivot and stay relevant with a discussion on what organisations are looking for in safety health & wellbeing professionals.

Zenergy have specialised in Health, Safety and Environment recruitment across Australia and Asia Pacific for the last 15 years, browse our current job vacancies, register for new jobs alerts or submit your CV click here

Zenergy Men’s Health Australia 2021 Breakfast Forum

wow@shazamme.com (Default Author) — Fri, 15 May 2020 09:19:39 GMT

Zenergy Safety, Health & Wellbeing would like to thank everyone who attended the Men’s Health Week Australia 2021 panel discussion event hosted in partnership with Mantle on June 16th. The event saw a series of thought provoking, warm and practical presentations from the key speakers, as well as insightful questions and heartfelt testimony from the 100+ Safety professionals who attended.

David Burroughs , Co-Founder of Mantle, outlined the extent of mental health issues for men in Australia and the avoidable toll that this can take. In particular he highlighted the obstacles associated with addressing these issues for men, such as their reluctance to seek or continue to get help and how this can be addressed.

“Contrary to popular belief men do talk. They do talk about mental health, they’re just not talking to the right people and they are not talking early enough,”

David’s presentation can be viewed here .

Belinda Flynn , General Manager Safety, Health and Sustainability, continued this theme with insights into the specific challenges faced by workers in the Transport and Logistics sector and her work with the Healthy Heads in Trucks and Sheds foundation is addressing this. Belinda spoke compellingly about how factors, such as fatigue and isolation, can effect workers in her sector and what the foundation is doing in terms of Training, Standards and Wellness.

Belinda’s presentation can be viewed here and, for more information about Healthy Heads in Trucks and Sheds, please visit their website at healthyheads.org.au

Brian Long , General Manager Safety, Health & Wellbeing at Woolworths spoke on the importance of resilience in the modern enterprise, specifically because of the greater role that volatility is playing in our day to day lives. Brian made the point that even though we have increasingly optimised enterprise operations, we are more exposed than ever to extreme, unplanned events such as COVID, bushfires or flooding. We can’t always prepare fully for such events, which makes the need for resilient workforce more important than ever.

Brian’s presentation can be viewed here .

Particular thanks to the panel, the MC David Ninnes and, in particular, the audience for a candid and lively discussion!

You can connect to David Burroughs on LinkedIn here

Green Transport for the Global COVID Recovery

wow@shazamme.com (Default Author) — Wed, 13 May 2020 11:20:02 GMT

The global coronavirus pandemic brought a wave of public and private initiatives to help societies adapt and recover, from economic stabilization and safety measures to new business models and shifts in consumption. Many of these initiatives are not green, despite the fact that society needs major changes to avoid the most dangerous effects of climate change and ensure health and equity for all.

Transport is a key sector in need of big changes, comprising 14% of global greenhouse gas emissions and 24% of carbon emissions. Meanwhile, over a million traffic fatalities occur every year, millions are exposed to deadly air pollution on roads and the majority of residents in many cities — often the poorest — cannot reach a job within an hour of travel time.

In a new paper with the Transport Decarbonisation Alliance, WRI evaluated countries’, cities’ and companies’ actions during the pandemic that impact the transport sector. WRI found that of the $298 billion in global recovery funds catalogued by the Energy Policy Tracker in the transport sector between March 2020 and February 2021, only 44% positively affect the climate and sustainability. However some of the most encouraging actions came from the local level. Hundreds of cities — including Lima, Paris and Addis Ababa — added new bicycle and walking facilities as pandemic safety measures.

As, per dollar invested, public transport creates more than three times as many jobs as building new highways much of the focus as part of the recovery has been on rail. During the Great Recession, 26% of global green stimulus funds went to rail, making it the largest category of green stimulus investments across sectors.

To date, stimulus spending after COVID-19 has not been so different: Energy Policy Tracker identified almost $30 billion going to rail expansion. Countries collectively commissioned or planned over 32,000 km of inter-city, high-speed rail , including first-ever high-speed rail connections in countries like India. High-speed rail is 12 times more energy efficient per passenger-kilometer than airplanes and cars. Germany’s Deutsh-Bahn rail corporation announced plans to pilot zero-emission, hydrogen-powered trains by 2024. Meanwhile, cities in China and India are increasingly shifting goods from truck beds to boxcars, saving on emissions and improving local air quality.

The full article and report can be found at the World Economic Forum site:

https://www.weforum.org/agenda/2021/06/covid-19-5-ways-to-create-a-green-recovery-through-transport-investments/

Are You Ready: Part 1: Emergency Response

wow@shazamme.com (Default Author) — Wed, 13 May 2020 07:08:33 GMT

For many of us responding to emergency situations still has the ability to trigger images of flashing lights & last minute heroic decisions saving the day. The unfortunate reality is that on many occasions these decisions should have been made with an eye towards mitigating the risks associated with the complete emergency lifecycle and not just the initial response.

What constitutes an emergency scenario?

Emergency scenarios are significant events which result from uncontrolled developments that demand an immediate & all-encompassing response. Managing & mitigating the risks associated with emergencies will require an immediate, coordinated & possibly sustained response to minimize the potential or actual harm to the physical, financial, legal & reputational interest of the business.

Although such events are infrequent they can have severe ramifications if not managed appropriately. Incidents generally become emergencies in two (2) ways:

They commence as an emergency (for example: structural collapse, explosion etc with only minimal or no warning) or
They develop from incidents into emergencies (for example: fires or hazardous substance spills which escalate due to changing weather conditions).

To be considered an emergency scenario, the incident will require multiple elements of the following criteria to be present:

Involve more than one responding government agency (fire brigade, law enforcement, medical services etc)
Immediately obvious as being costly to control and mitigate,
Will require extensive mitigation, recovery and rehabilitation for the location &
Have the potential for public impact or interest & as such create greater media interest.

What does an effective response structure look like?

The key to mitigating emergencies is to have an established emergency response structure which provides for maximum flexibility & redundancy in a variety of situations. This can be achieved by designing a structure that adapts to the nature and scale of the emergency in question.

Additionally it is not uncommon for an emergency response to require the management of multiple streams of response which are complimentary but not necessarily overlapping.

The first & most obvious area which will require a dedicated response is the emergency location (ground zero), with some or all of the following activities being undertaken: containment of the immediate impact plus control or minimization of any secondary impact, establishment of control area to treat (for example: injuries of personnel or pollution response), engagement with internal & external emergency response parties, primary point of contact for liaison with statutory authorities & recording / dissemination of up to date information to the key internal decision makers.

Due to the exposure of this role at the emergency location it will have a high probability of being required to provide a statement to the authorities in regards to the nature of the emergency & response undertaken. This could be as an individual or on behalf of the business as an authorized representative

A secondary location will emerge within a short period of time of the emergency becoming known. This will depend on the magnitude of the impact being experienced & may require some or all of the following activities to also be undertaken: ensuring adequate attention & care is provided to any injured person(s) (including family members) beyond the control treatment area mentioned above, becoming the primary liaison with medical staff, hospital administration, insurance etc.

The nature of this response will require that the representative will be at a location away from the original emergency location. In addition, the nature of the human element plus availability of social media can quickly raise the profile of the emergency, plus potentially draw formal requests & enquiries from media agencies. As such real time monitoring of social media news & updates will become critical.

Due to the role being away from “ground zero” it is likely to be more accessible to media enquiries & as such it may become necessary for this position to be able to prepare & present information to the media either electronically or via live interview.

The third response stream which will emerge will be operationally driven & will largely depend on the extent of the impact that the interruption can or has had on the supply chain.

It is always a good idea to ensure that some or all of the following activities are being undertaken: communication with clients (beginning with the directly impacted parties) and stakeholders to allow them to minimize the impact of the emergency, co-ordination of loss adjustment activities for insurance purposes (for example you will not be able to start demolishing a partially standing structure until the loss adjusters have had an opportunity to assess it first – exceptions exist for making the area safe) this may also include the need for rescheduling of workload for current & planned projects whilst also considering the loss of key people, plant & continued business interruptions.

All of the above considerations are strategic in nature & should compliment any tactical responses being undertaken by the business. The value proposition of such strategic activities will become more visible in the future articles of the “Are You Ready? – Emergency Lifecycle Series”.

Disclaimer: The views and opinions expressed in this article are those of the authors and do not necessarily reflect the official policy or position of Zenergy Asia Pacific.

Do My Drivers And Loaders Need Load Restraint Training?

wow@shazamme.com (Default Author) — Wed, 13 May 2020 06:02:30 GMT

Graeme Agnew, Senior CoR Consultant and Trainer – Zenergy Professional Services, is internationally recognised as an expert in the field of heavy vehicle safety tells us that a couple years ago, he asked a driver how he knew what restraint his load required. He replied his load weighed forty tonnes and he applied one 10-millimetre chain, which were rated to ten tonnes on each corner, four in total, to achieve forty tonnes of restraint.

Graeme’s experience is that many drivers apply this same logic. Unfortunately, it’s not that simple as correct restraint relies on multiple factors – friction, lashing angle, etc – not just the lashing’s capacity. In this case, even if this was correct only the two rear chains would have prevented forward movement, as the front chains would have loosened in an emergency braking incident.

Finally, 10-millimetre transport chain is only rated to six tonnes not ten. When Graeme pointed out the hook was marked six-tonne the driver attempted to convince him this was its lifting capacity until we consulted the Load Restraint Guide. It was evident the load was well short of the legal requirement to restrain 80% of its weight in the forwards direction.

When asked whether he had any load restraint training, the driver told Graeme he had been driving a truck since he was a boy – both his grandfather and father were truck drivers. The reality is most drivers and loaders have not received formal load restraint training. They have been taught to restrain loads by older colleagues or have learnt through trial and error. The load arrived without moving so the restraint must be correct. The absence of prior incidents is not evidence that loads are legally secured.

The driver added he now runs the family business and had sixty-three drivers carting heavy haulage along the east coast. When Graeme enquired about what training his drivers received, he replied that load restraint training was not a legal requirement and should an issue arise, he could prove they were competent because knew the blokes.

Drivers have told Graeme in many circumstances that all they had to do to get their licence was throw a strap over the load and tension the binder, there was no training in factors such as the impact of friction or angles. Unlike an electrician or plumber beyond an appropriate licence there is no mandatory load restraint qualification to drive a heavy vehicle.

So, is load training a legal requirement?

Under the Heavy Vehicle National Law parties in the Chain of Responsibility have a primary duty to eliminate or minimise potential risks associated with transport activities, as far as reasonably practicable. Based on the risk of a load shifting or becoming dislodged it would be difficult to justify that ensuring those loading and transporting goods were competent in securing loads was not reasonable.

How can Zenergy assist to demonstrate I have met my legal requirements?

Zenergy has a team of industry experts that can analysis your training needs and provide either general load restraint training or develop and deliver tailored specific training to meet the needs of your business or industry.

Consignor charged with safety breaches in Australian first

wow@shazamme.com (Default Author) — Wed, 13 May 2020 05:17:08 GMT

The consignor of 26 tonnes of imported plywood has been charged with contravening the WHS-style chain-of-responsibility provisions of the Heavy Vehicle National Law, after a truck carrying the products in a shipping container rolled over onto a pedestrian island on a Dandenong, Victoria road.

The Victorian company faces a maximum penalty of a least $2 million, if found guilty, with the National Heavy Vehicle Regulator accusing it of multiple category 2 and category-3 breaches of its primary safety duty as a consignor.

It is the first consignor to be prosecuted by the NHVR since the HVNL was amended, in late 2018, to impose proactive safety duties on all supply chain parties (see related article ).

The regulator, which declines to name defendants, alleges that at the time of the November 2019 crash, in which no one was injured, the company failed to: comply with loading and restraint requirements; advise its overseas supplier of Australian safety regulations; ensure a restraint system was in place inside the shipping container; or advise the driver and operator how the load was packed.

Significantly, the consignor was allegedly guilty of the same failings in relation to 189 shipping containers transported since June 2017.

The company exposed drivers, unloaders and members of the public to the risk of death or serious injury, the NHVR alleges.

“[The crash] was a serious incident that the NHVR will allege was caused by multiple breaches of safety laws,” NHVR statutory compliance executive director Ray Hassall said.

https://www.ohsalert.com.au/nl06_news_selected.php?act=2&stream=2&selkey=56513&hlc=2&hlw=

Originally posted on OHS Alert

Comcare releases guidance on COVID-safe workplace transition planning

wow@shazamme.com (Default Author) — Wed, 13 May 2020 00:51:02 GMT

As COVID-19 restrictions gradually ease across Australia, Comcare recently released guidance to help employers support workers as they transition back to usual workplaces.

Employers must follow local conditions and the relevant state and territory restrictions as part of their transition planning.

Transition plans should be tailored to meet relevant industry or geographic circumstances and respond to changing COVID-19 risks as restrictions change over time, and these plans should also consider the following:

Risk management in an evolving environment

Worker mental health and wellbeing.

Maintaining a COVID-safe workplace

Transitional arrangements for workers based on individual circumstances

The guidance from Comcare said all organisations must assess the risks associated with exposure to COVID-19 and implement control measures to manage those risks.

They must also assess any other new or changed risks arising from COVID-19 such as customer aggression, work-related travel, high work demand or working in isolation.

Risk assessments should be reviewed periodically as the operating environment changes (for example, in response to changes in COVID-19 cases or changes to public health orders) or when new information on workplace risks becomes available.

This should include the periodic review of control measures implemented to ensure their ongoing appropriateness and effectiveness based on the latest information.

Organisations must also assess the risks to any vulnerable workers(link is external) , and other examples of when organisations must undertake a risk assessment with respect to COVID-19, include where an organisation:

changes its work practices, procedures or the work environment

recommences or increases operations following a shutdown or reduced operations

introduces workers back into the workplace following working from home or stand-down arrangements

is responding to workplace incidents (for example, where a worker has tested positive to COVID-19)

is responding to concerns raised by workers, health and safety representatives, or others at the workplace.

Work Health and Safety (How to Manage Work Health and Safety Risks) Code of Practice 2015(link is external) provides practical guidance about how to manage WHS risks through a risk management process.

Safe Work Australia has also published information on key considerations for businesses to take into account when assessing the risks associated with COVID-19(link is external) while a template and example COVID-19 risk register(link is external) is also available.

Comcare’s guidance said employers must consult with their workers and any health and safety representatives at each step of the risk management process, as workers’ experience, knowledge and ideas will assist employers to identify all hazards and choose effective control measures.

Chain of Responsibility driver awareness training launched

wow@shazamme.com (Default Author) — Tue, 12 May 2020 12:16:18 GMT

Following on from our existing Chain of Responsibility online training and webinars covering Heavy Vehicle Safety , Fatigue Management and Load Restraint for on-road and off-road parties, we are pleased to announce the release of our new online Chain of Responsibility training – specifically for drivers .

The self-paced, online course covers the HVNL, Fatigue Management, Speed Compliance, Load Restraint, Mass & Dimension Limits, and Roadworthiness, but with a focus on specific guidance and situations relevant to drivers. You can enrol one or more drivers as needed* via the Zenergy online registration screen on the course page and, once enrolled, each driver has a profile in the system so that the training progress can be tracked and, on completing the training, a printable certificate is issued so that they can evidence that they have completed their training**.

*Please note that if you have a large number of users who need to be bulk enrolled quickly or if you have specific requirements (such as if some of your driver’s do not have email addresses to be notified of their registration) please get in touch with us and we can register them into the training for you.

**The course is self-paced so that drivers have the flexibility to fit completing the training modules around their other working requirements and each driver has 12 months from the date of registration to complete the training from the date of enrolment.

Australian Work Health & Safety Awards 2021

wow@shazamme.com (Default Author) — Tue, 12 May 2020 10:31:01 GMT

The inaugural Australian Workplace Health & Safety Awards which were held earlier this year was a timely reminder of the outstanding work taking place in workplaces across the country. The Australian Workplace Health & Safety Awards (AWHSA) aims to recognise organisations and individuals located throughout Australia who have exhibited excellence in field of Workplace Health & Safety. Although the much anticipated Melbourne Convention centre awards conference was swapped for a virtual awards, organisations and individuals came together to submit applications and nominations with an overwhelming amount of goodwill, groundswell and support. The finalists and winners were commended by peers, their organisations and national media and importantly some of the initiatives have been shared and the awards has facilitated sharing and conversations across our industry.

2020 Finalists & Winners

Finalists, winners and the 2020 program is available here LINK

The awards showcase a helicopter view into the wider industry, highlighting good work, improvement, innovation and mentorship. The awards are peer judged with executives and board members sitting on the adjudication panel.

The AIHS National Health and Safety Conference will be held from 18-19 May 2021 at the Melbourne Convention & Exhibition Centre.

If you are an OH&S professional or member of an organisation, large or small and are aware of an initiative, company or team who have been doing outstanding work and should be recognised, encourage them to submit a nomination via a straightforward nomination process which is available on the AWHSA website (http://awhsa.org.au)

Nominations close Friday 1 February 2021

Small to Medium Enterprise: Health & Safety Excellence Award
Small to Medium Enterprise: Health & Safety New Initiative Award
Small to Medium Enterprise: Health & Safety Leadership & Culture Award
Large Enterprise: Health & Safety Excellence Award
Large Enterprise: Health & Safety New Initiative Award
Large Enterprise: Health & Safety Leadership & Culture Award
HSR of the Year Award
Health & Safety Professional of the Year Award
Young health & Safety Leader Award
Inspector of the Year Award
Harold Greenwood Thomas Lifetime Achievement Award

Sponsorship opportunities

Dedicated Marketing
National Media
Marketing Collateral
E-Communications
Social Media
Awards App

The 2021 Australian Workplace Health & Safety Awards will acknowledge workplace health and safety excellence across eleven of the following award categories.

Australian Workplace Health and Safety Awards

Kathleen Melville on site with Australia Post

Mon, 11 May 2020 06:09:01 GMT

As part of my role, working within the safety health & wellbeing industry, I am lucky enough to be invited to get out on site in the organisation I recruit for. This allows me to establish a strong understanding of the culture, workforce and site operations within each transport, logistics and supply chain business.

I recently recruited numerous Safety Health & Wellbeing positions for Australia Post and one of these positions was to be based at the busy Australia Post facilities in Sydney.This is one of the largest parcel centres in Australia, where Aus Post are frequently implementing new technology. It was an exciting opportunity to get a little insight into the life cycle of all these parcels, how automation is being introduced to the supply chain industry and importantly, the operating environment where prospective candidates will be working.

If you would like to have a confidential discussion about career opportunities or would like to recruit in the supply chain industry, please call me on 1300 333 400 or Kathleen.melville@zenergygroup.com.au

Looking Forward: Australia’s Transport and Logistics Sector

Thu, 23 Jan 2020 06:14:47 GMT

Positions in health and safety across Manufacturing, Transports and Logistics will continue to see growth through these periods of increased infrastructure spend. It’s an exciting time for the sector and below is an update on what we are currently doing in this particular space.

Kathleen Melville, Consultant – Manufacturing, Transport & Logistics

In partnership with our clients and business partners, we have been organising and hosting a variety of events to create thought provoking spaces for transport and logistics leaders. With senior leaders from TNT, DHL and TfNSW attending our upcoming CEO Safety Forum , this will give executives and safety leaders an opportunity to discuss how boards are driving safety and potentially view how other organisations achieve this. Paul Endycott , will also be providing a 15min industry update at next week’s CEO Safety forum on any changes within the Chain of Responsibility sector.

From senior executives in transport companies to heads of HSE in logistics organisations, we aim to create the opportunity for leaders to discuss what they are doing within Work Health & Safety. This allows for businesses to compare approaches, run ideas past each other and increase their professional networks which allows for the future sharing of information.

Over the past quarter Zenergy have been supporting leading logistics and manufacturing organisations to conduct thorough, successful search process within their safety teams by partnering with their internal HR function, for instance a global logistic leader we have recently placed a culturally focused GM of WHS. As we have seen a shake-up across leadership roles as the market interchanges, we have been able to directly target suitable people to fit in within subject organisations. Understanding the company operationally is key and knowing where their safety strategy is heading towards, one of the largest suppliers of combined air services in the world offering aircraft ground handling, cargo, and flight catering services across five continents recently brought in their Head of HSEQ through our dedicated process as they are growing globally. Working alongside a global manufacturer employing over 5,000 nationally we have help increase their safety profile and capability with the selection and onboarding of a new National Safety Manager who will help drive the group’s safety culture across a high risk and diverse portfolio.

Site Safety Tours

Leading into 2018 and further, whilst continuing our engagement with these key industry sectors through our site safety tours, where leaders can visit different organisation’s facilities and learn more about their WHS approach and how processes, procedures etc. can be done differently. This will give an additional insight as to how the recent changes in safety leadership teams have allowed businesses to develop and change throughout the following year. Please contact me if you would like to become involved.

Kathleen Melville

P +61 2 9003 2725

E kathleen.melville@172.16.0.160

Australian Workplace Health & Safety Awards 2020 (AWSHA)

Mon, 02 Dec 2019 10:40:14 GMT

We are excited to be able to tell you all (finally) about an incredible initiative that we have been involved in standing up with our partners over the past 12 months, which is currently being announced. It’s the inaugural Australian Workplace Health & Safety Awards which will take place annually in May, starting in May 2020.

The Australian Workplace Health & Safety Awards provide national recognition to organisations and individuals who are demonstrating excellence and innovation in the field of Workplace Health & Safety.
Each year it will alternate between Melbourne, Victoria and Sydney, New South Wales.
The flyer is attached for Melbourne 2020 with further information coming out soon, this is a quick preview of things to come.

Showcase Australian Health & Safety

This is an opportunity to showcase what the profession has been doing as individuals, teams and organisations, it’s the ‘community’ piece that we have been missing. It’s about good work, improvements, innovation, mentorship and contributing to the industry. Our neighbours in NZ (We had this in the pipeline first!) put on an outstanding event earlier this year, in which everybody got together, it has really benefited collaboration across the Health & Safety space in that country. We envisage it doing the same here.

Black-Tie Event

This will be a 250-person black-tie event and the aim is to grow and become an event on the annual social calendar. There will be opportunity for your organisations to sponsor an award you are passionate about and of course everyone can submit a nomination, in a very easy and streamlined application process.

Award Categories

The awards are mixed and varied and after much discussion and input we have settled on the following categories because it allows the opportunity to showcase everyone from junior to exec, regulator to organisation. All of the awards are significant, however some of bigger awards being toward the end of the night; Enterprise H&S Innovation Award, Young H&S Leader of the year, Best Organisation for H&S and then the H&S Individual of the year.

In 2020, the AWHSA will recognise the achievements in Workplace Health & Safety across 12 individual award categories which include;

Enterprise Health & Safety Program Initiative
Inspector Excellence Award
Enterprise Health / Wellbeing Initiative
Enterprise Health & Safety Innovation
Enterprise Return to Work Initiative
Young Health & Safety Leader
Enterprise First Aid Initiative
Enterprise Health & Safety Leadership Award
Emergency First Aid Response Award
Health & Safety Professional Of the Year
Health & Safety Rep of the Year
Harold Greenwood Thomas Lifetime Achievement Award

Peer / Industry Reviewed and Judged

The difference with AWHSA is that the nominations and awards are peer reviewed and judged by executives from the industry.

We look forward to speaking to you more about this in the coming weeks and in the meantime would love to hear any feedback and thoughts you might have.

See AWHSA 2020

Garry Kelly
Zenergy Safety Health & Wellbeing

Employer fined $650k over “inevitable” fatal fall

dean.woods@zenergygroup.com.au (Dean Woods) — Mon, 18 Nov 2019 07:17:26 GMT

An employer has been fined $650,000 after a worker died in a 12-metre fall from a platform that was completely unsuitable for purpose, making the fall almost inevitable. Meanwhile, a head contractor has entered a $175,000 safety undertaking after a worker was impaled on an obviously hazardous bar.

Victorian formwork company Concorp Group Pty Ltd (in liquidation) was convicted and fined in the County Court for breaching its health and safety duty, under section 21 of the State OHS Act, to a labour-hire worker – a deemed employee under the Act.

In February 2016, the labourer was inside a riser shaft on the fourth floor of a multi-level apartment construction site drilling holes when the wooden platform he was on tipped under his weight and he fell to his death.

The Court heard the platform was constructed two days before the incident, and it was nailed to the wall and supported by two beams. One of the labourers who built it warned the site foreman tools could fall from it onto workers, and the platform was boarded up.

However, workers weren’t instructed not to work on the platform and on the day of the incident the plywood blocking the entrance was removed by unknown parties.

An engineer engaged by WorkSafe Victoria found the platform was completely unsuitable for purpose and the likelihood of an incident occurring was almost inevitable, the Court heard.

The engineer found it would have been reasonably practicable for Concorp to: have used a site engineer to design the work platform; reduce its size to eliminate the cantilever zone; or add an additional support beam and extend the platform to the width of the shaft.

Concorp didn’t appear in the Court and was deemed to have pleaded not guilty, before being found guilty and fined $650,000.

Employer to roll out subcontractor program in lieu of prosecution
In the second case, also in Victoria, WorkSafe withdrew charges against Probuild Constructions (Aust) Pty Ltd after accepting an enforceable undertaking from the company, which included developing a subcontractor safety culture program to target unsafe behaviours throughout the “subcontractor lifecycle”, from pre-tender to job completion.

In August 2016, at a shopping centre development where Probuild was head contractor, a subcontractor’s employee was installing glass panels on the roof when he lost his footing stepping backwards and fell onto open-ended scaffolding uprights.

The worker was impaled and sustained significant injuries, and Probuild was charged with breaching section 23 of the OHS Act, in failing to ensure persons other than employees were not exposed to health and safety risks so far as was reasonably practicable.

WorkSafe found it would have been reasonably practicable for Probuild to raise the height of the uprights above the level workers were working at or fit plastic caps on the ends of the uprights.

According to the EU document, Probuild committed $100,000 to developing and delivering the safety culture program for subcontractors, which was unique to the construction industry and in response to current demands for such resources in the sector.

The program aimed to target onsite behaviours that directly impacted health and safety and provide tools to empower individuals to challenge unhelpful safety attitudes, the document said.

Probuild also planned to develop a safety culture website for the construction industry, to help subcontractors build positive organisational safety cultures. The whole undertaking was expected to cost $175,000.

Probuild Constructions (Aust) Pty Ltd enforceable undertaking

Originally posted on OHS Alert

General Manager Sustainability, Safety & Risk

wow@shazamme.com (Default Author) — Mon, 11 Nov 2019 05:42:40 GMT

Reporting to the CEO

Australia’s largest privately owned shipping organisation

Relocation Package – Cairns, QLD

Organisation

Sea Swift is Australia’s largest privately owned shipping company, with an extensive marine transport network ensuring that the world is at their customers’ doorstep. One of the largest employers in the North Queensland region with 450 staff, Sea Swift is ideally positioned to support, assist and deliver to customers, from individuals to large national and international corporations.

Zenergy have been engaged by Sea Swift to source the General Manager Sustainability, Safety & Risk in what is a newly created, Executive position.

Position
The General Manager Sustainability, Safety & Risk will be instrumental in Sea Swift becoming leaders in providing safe, sustainable integrated shipping and logistics services to Regional Australia, in a manner that creates value for its stakeholders, and as the organisation enters an exciting phase of cultural transformation and enhanced business performance.

Key responsibilities:

Lead the delivery of ESG/sustainability objectives within Seas Swift’s Strategic Plans, and develop the 2030 Sustainability and Target-setting Strategy.

Ensure the Risk Management Framework is implemented across the business and compliant with statutory and regulatory requirements.

Develop and implement an integrated, organisation wide WHS Strategy, actively supporting all operational and functional teams to drive improvement in safety culture and performance.

Lead the development of a new Integrated Management System (IMS) that is fit for purpose and fully integrated across the business, ensuring IMS Accreditation is maintained.

Engage and influence at all organisational levels, providing advice and strategic direction whilst operating with a hands-on approach.

General Manager Sustainability, Safety & Risk

Tertiary qualified in a relevant discipline with post grad / industry qualifications highly desirable.

Proven Executive level experience within Sustainability, Safety or Risk, leading functional teams and driving strategy within asset-intensive businesses.

Excellent understanding of triple-bottom-line sustainability principles and commercial drivers for ESG, Sustainability and Safety.

Outstanding leadership, engagement and influencing skills with the capacity to design organisational objectives whilst operating at a hands-on level.

Exceptional communication skills with the ability to engage and present at Board level.

Benefits & next steps
Sea Swift offers the opportunity to strategically influence an organisation that is critical to regional communities, whilst supported by one of the globe’s leading infrastructure investors QIC. You will be part of a dynamic, close-knit team in an environment where collaboration, performance and engagement is valued.

TAG :- General Manager Sustainability, Safety Recruitment, Seaswift, Whs Recruitment, Safety & Risk

Fatalities and compo claims continue downward trend

Fri, 08 Nov 2019 10:09:21 GMT

There were 144 work-related fatalities in Australia last year, down from a peak of more than 300 in 2007, according to a new Safe Work Australia report.

The Key Work Health and Safety Statistics Australia 2019 report reveals:

The number and rate of worker fatalities have continued to decline in line with long-term trends.
The rate of serious workers’ compensation claims continued to trend downwards with the frequency rate falling to 5.5 serious claims per million hours worked in 2017-18.

Vehicle collisions (31%) were responsible for most fatalities, followed by being hit by moving objects (17%), falls from a height (13%) and and being hit by falling objects (10%).

By occupation, there were 51 fatalities among machinery operators and drivers, labourers (36) and technicians and trades workers (27).

Agriculture, forestry and fishing had the highest fatality rate, (11.2 per 100,000 workers) followed by transport, postal and warehousing (5.9 per 100,000) and mining (3.7 per 100,000).

There was a total of 107,335 serious claims – 39,235 made by women and 68,100 by men.

Download the report here .

Originally posted on http://workplaceohs.com.au

WA Director Jailed for Workplace Fatality

wow@shazamme.com (Default Author) — Thu, 19 Sep 2019 12:05:42 GMT

What has happened?

suspended), a $2,250 fine and his company fined $605,000 in the first custodial sentence for a safety prosecution in WA history. This is also the highest fine ever issued in WA for a workplace safety breach.

The Director and the company pleaded guilty to gross negligence causing the death of one worker and serious injury to another.

The Director owned and operated a small shed building company. In March 2020, the two workers were installing roofing when strong winds caused a roof sheet to lift and both workers to fall approximately 9 metres. Neither worker held a high risk work licence or wore a safety harness.

Notably, these types of incidents were known in the industry (particularly in the Esperance region) and the Director was aware of the risks. Despite the Director’s early guilty plea and acceptance of responsibility, the Court considered the failures were of the most serious type.

This decision is the first time an individual has been jailed in WA under the existing safety legislation and is significant as it:

clarifies the misconception that industrial manslaughter is a new concept for WA when the possibility of a jail sentence for a serious breach of safety legislation has always been the reality;
is a clear indication that the safety regulators in WA will be willing to use new industrial manslaughter provisions to their full extent when the new WHS laws commence (in respect of officers and persons conducting businesses and undertakings); and
demonstrates Courts will issue penalties for safety breaches that are in line with the new, significantly higher, penalty regimes.

regulationsConsiderations for employers

While safety is often considered a purely operational matter, this decision and outcome demonstrates that responsibility for safety exists at every level of an enterprise.

Employers and officers should be taking note of this decision and the attitude of the regulator in bringing a prosecution of this type against an individual, particularly in light of the impending Work Health and Safety Act 2020 (WHS Act) which places express obligations on officers in respect of safety and strengthens the framework for individual officer prosecutions.

Under the WHS Act, industrial manslaughter can result in individuals being liable for a maximum fine of $5,000,000 and/or up to 20 years imprisonment and corporations for a maximum fine of $10,000,000.

Due diligence provisions for officers require that they be familiar with the operational risks of the business, the systems to manage those risks and that they take steps to verify that the systems are in place and effective. A failure to take these steps may see officers liable for safety breaches, including where there has been a significant incident.

We recommend employers and individual officers actively review the safety arrangements currently in place and begin taking steps to ensure that they are ready for the introduction of the WHS Act.

Source: Kingston Reid

WA boosts inspector ranks, introduces industrial manslaughter laws

Thu, 12 Sep 2019 11:49:24 GMT

The Western Australia government will introduce industrial manslaughter laws and more safety initiatives as part of a $12.9 million investment to better protect workers.

WorkSafe operations will be strengthened with an extra 24 new full-time staff, including 21 additional inspectors, bringing the total number of inspectors to 120.

The boost in safety inspectors will bring Western Australia in line with New South Wales and Queensland and ensure sthat a ratio of 1.0 inspector FTE per 10,000 employees is met.

The government will also introduce a new Work Health and Safety Bill that will modernise workplace safety laws, better protect workers and hold those responsible for any workplace deaths.

One of the main features of the legislation is the introduction of two new offences of industrial manslaughter:

Industrial manslaughter class one: the most serious offence, this includes a maximum penalty of 20 years’ imprisonment for an individual conducting or undertaking a business.

Industrial manslaughter class two: this includes a maximum penalty of 10 years’ imprisonment for negligent behaviour.

This is a result of significant public concern and from recommendations of two recent Federal reviews – the Boland review and the recent Senate Standing

Committee on Education and Employment report. The new offences will also carry a fine of up to $10 million for a body corporate.

Feedback wanted for new Work Health and Safety regulations

The WA government is seeking feedback on its Work Health and Safety regulations.

The consultation package for the regulations contains three distinct sets including: regulations for general industry (but many will apply across all industries); the mining sector; and for the petroleum and geothermal sector.

Both industry and worker organisations advocated that the Union Right of Entry provisions should not be included, but instead be left within Western Australia’s Industrial Relations laws. As a consequence, the proposed WHS regulations for Western Australia do not include Union Right of Entry provisions.

Comprehensive information sessions on the proposed sets of regulations will be delivered across the state to accompany the release of the consultation package.

Western Australians can attend information sessions in Perth, Albany, Esperance, Karratha, Newman, Geraldton, Mandurah, Kalgoorlie, Broome, Port Hedland, Midland and Dongara during September.

The public consultation period closes on Tuesday November 26, 2019.

Originally posted on http://workplaceohs.com.au

Employers fined for amputation and liable for $1.4m injury

dean.woods@zenergygroup.com.au (Dean Woods) — Thu, 12 Sep 2019 08:59:19 GMT

A PCBU has been fined after an inexperienced teenage worker’s fingers were amputated, just months after another worker was killed at the same site. Meanwhile, a worker has been awarded nearly $1.4 million after he was seriously injured moving 250kg slabs on his second day on the job.

Queensland employer Meats R Us was fined $90,000, plus costs, after the 17-year-old worker lost his left index and middle fingers at its Biggenden abattoir in June 2017. They were trapped and amputated in a single-handed hock cutter he was using to remove hocks from pigs.

The employer pleaded guilty to breaching section 32 of the State WHS Act in failing to comply with its health and safety duty, which included providing the worker with adequate training and assigning him work that was within his capacity.

In sentencing, Maryborough Magistrate Barry Barrett considered that the worker was pressured to perform duties above his skill set and noted that young people were more vulnerable to authority and in the workplace generally.

But he found the employer rectified the machinery immediately after the incident and had implemented injury prevention strategies over the last two years.

The incident occurred just four months after a fatality at the same premises, for which Meats R Us and director Peter Gibbs were fined $200,000 and $15,000 respectively late last year (see related article ).

A labourer had been helping a truck driver deliver live pigs to the abattoir when the ramp the pigs were crossing see-sawed and collapsed, pinning him to the ground and causing critical injuries that led to his death nine days later.

A Workplace Health and Safety Queensland investigation found the ramp was modified before the incident but no risk or engineering assessments were conducted to determine the impact the weight of pigs would have on it. It found just two pigs could cause the ramp to become unstable.

Unsafe instructions issued in absence of A-frames

The second case, in NSW, involved a 43-year-old Iranian refugee employed as a labourer by Marble Design (Aust) Pty Ltd, who on his second day with the company was struck by three 250kg marble slabs that a supervisor told him to lean against a skip bin.

Patient with broken leg and splinted for treatment in the hospital.

As a result of the May 2012 incident, the worker sustained fractures in both ankles and his left wrist requiring surgery and hospitalising him for 25 days. He had to use a wheelchair and then crutches for about a year and continued to suffer significant incapacity from the injuries.

He sued the employer for negligence, and the District Court heard the large slabs were normally stored on A-frames and moved between A-frames or to cutting stations with a forklift with a clamp attachment.

However, the A-frames were not available on the day of the incident and the worker was instructed to lean them against a skip bin, before they fell on him, it heard.

The employer accepted liability but questioned the worker’s physical limitations, and Judge Andrew Scotting was tasked with determining his loss of earning capacity.

He awarded the worker $1,354,026 in damages, including $356,989 and $790,398 in past and future economic loss.

Mahdi v Marble Design (Aust) Pty Ltd [2019] NSWDC 287 (25 June 2019)

Originally posted on OHS Alert

Council to test safer weed killers after work stoppage

Thu, 12 Sep 2019 05:23:03 GMT

Striking workers at a NSW council will resume work today after the employer agreed to trial alternative products to the controversial weed killer glyphosate, which has been linked to cancer in a number of international legal cases.

Blacktown City Council agreed to implement the five-month trial in an urgent hearing in the NSW Industrial Relations Commission yesterday, after more than 500 workers downed tools over safety concerns surrounding the continuing use of glyphosate sprays (see related article ).

The United Services Union said its members are happy their concerns have finally been addressed, after council’s initial refusal to heed their calls to follow other NSW councils that stopped using glyphosate and are trialling safer products.

“Weed spraying is a common task for outdoor council staff, so it is understandable that workers have been deeply concerned by international legal cases which found a strong link between the use of glyphosate products and developing cancer,” it said.

In the US, manufacturer Monsanto, recently acquired by pharmaceutical giant Bayer, was ordered to pay nearly $3 billion in compensation to people with terminal non-Hodgkin lymphoma and other conditions linked to using glyphosate-based herbicide Roundup.

“We expect today’s decision will spark similar reviews at many other councils, but what is really needed is leadership from the NSW Government to assist the local government sector to phase out this potentially dangerous product and find safe, effective alternatives,” the union said.

Blacktown City Council will be the fifth large council in NSW to phase out glyphosate, after last month’s decisions from Fairfield, Randwick, Georges River and Wollongong councils to trial safer alternatives.

The council said its trial will involve one work crew using the alternative product while others continue to use the glyphosate-based product under strict conditions and in accordance with label instructions.

Progress will be monitored by its work health and safety representative committee, it said.

Blacktown City Mayor Stephen Bali MP said in a statement that “council is continually monitoring the situation and will act according to the recommendations of the regulator and on the findings that result from the trial”.

The council noted that its actions are guided by the Australian Pesticides and Veterinary Medicines Authority (APVMA), which states that glyphosate is safe for humans when used according to label directions and no regulatory agency in the world considers glyphosate to be a carcinogen.

Originally posted on OHS Alert

Adjustments to workers comp benefits from 1 July

Tue, 10 Sep 2019 05:01:14 GMT

Adjustments to workers comp benefits from 1 July

The latest indexed adjustments to workers compensation benefits are now available and took effect from 1 July 2019.

The adjustments were notified in the Workers Compensation (Indexation) Amendment Order 2019 , which was notified and published on the NSW Legislation website.

SIRA has also updated its Workers compensation benefits guide July 2019 for the information of all stakeholders, such as insurers, workers and employers.

National Safe Work Month

wow@shazamme.com (Default Author) — Sat, 18 May 2019 03:59:21 GMT

It’s easy to get involved – visit safeworkmonth.swa.gov.au , download the National Safe Work Month campaign kit and use the resources to promote work health and safety in your workplace.

You can customise the campaign kit resources by adding your own logo to a range of posters, social media tiles, website banners, desktop wallpapers and e-newsletter and media releases.

Don’t forget to use #ThinkWorkBeSafe #safeworkmonth when promoting your organisation’s National Safe Work Month initiatives on social media.

For more information, go to safeworkmonth.swa.gov.au , and to receive the latest updates, subscribe to the National Safe Work Month mailing list.

Together, we can create a safe workplace for everyone.

https://www.safeworkaustralia.gov.au/national-safe-work-month

Lack of refresher training leads to pinning and prosecution

Tue, 14 May 2019 05:52:44 GMT

An employer that failed to re-induct or provide refresher training to a worker, when he was transferred to a different department, has been fined for safety breaches, after the man was struck by a 2.3-tonne load in a forklift incident.

NSW District Court Judge David Russell convicted and fined Crawfords Freightlines Pty Ltd $90,000, after a 25 per cent discount for its plea of guilty to breaching sections 19 and 32 of the State WHS Act.

He found Crawfords should have implemented a safe work method for placing cardboard between bundles of aluminium billets being loaded into shipping containers, “whereby no more than one person at a time was inside any shipping containers in which a forklift was in operation”.

In September 2018, the worker was taping cardboard between billets, to prevent the billets from rubbing together, when the load from a forklift entering the shipping container he was in fell and pinned him against the wall.

Judge Russell heard the worker was assigned to the “alloy department” three days before he was struck.

He heard the worker undertook training in Crawfords’ standard operating procedures (SOPs) for operating forklift trucks, and for unloading and packing aluminium, when he was first employed at the company’s Sandgate site six months earlier.

The latter was not applicable to the work he performed when he first started, and when he was moved to the alloy department he was not re-inducted, retrained or provided with any refresher training on this SOP or on loading and packing aluminium generally, he heard. In any event, neither SOP specifically dealt with placing cardboard between bundles of aluminium billets.

The SOP for unloading and packing aluminium did prohibit personnel from being inside a container while it was being loaded, except when disconnecting slings or straps, but there was “no specific prohibition against workers remaining inside a shipping container when placing cardboard between aluminium billets, while forklift trucks were also being operated inside the same container”, Judge Russell noted.

He also found Crawfords had a job cycle observation system for assessing adherence to SOPs, but no formal process for tracking whether its compliance team, supervisors or leading hands were applying it.

Judge Russell said Crawfords’ failure to train the worker in a safe method for placing cardboard within the shipping container gave rise to a high likelihood of him being struck by a falling load while standing near a forklift.

He said there would not have been a significant burden or cost involved in ensuring the worker’s safety, as the employer did promptly after the incident.

Its responses included changing its system of work to require forklift operators to work alone packing billets into shipping containers, and to position and tape the cardboard against the billets while the forklift was not in operation, he heard.

Judge Russell took into account the fact that both the injured worker and the forklift driver involved in the incident were ticketed and trained in the employer’s general prohibition against workers being inside shipping containers when forklifts were operating.

“I find that the level of culpability of Crawfords is in the lower half of the mid-range,” he said in finding the appropriate pre-discount fine was $120,000.

SafeWork NSW v Crawfords Freightlines Pty Ltd [2021] NSWDC 442 (27 August 2021)

Excuse for not joining rehab program rejected

wow@shazamme.com (Default Author) — Mon, 13 May 2019 09:17:00 GMT

An employee must have a reasonable excuse for refusing to participate in a workplace rehabilitation program – merely being dissatisfied with it is not an acceptable reason for non-compliance.

The Administrative Appeals Tribunal of Australia (AATA) found that it appeared that an employee’s main reason for refusing to participate was her preference to work four days per week instead of five.

Her case was also undermined by surveillance footage that indicated that she had exaggerated her symptoms, and some credibility issues with the evidence of other witnesses.

Facts of case

Catrina Oliver was employed as an executive assistant by the Department of Social Services (DSS). She was awarded workers’ compensation for inflammatory and sprain-type injuries, including carpal tunnel syndrome, to her left wrist. Over three years, she had surgery and several attempts to return to work, before taking maternity leave. Several different rehabilitation providers were used during this time.

The DSS referred her to an occupational physician, who reported that her condition was unlikely to resolve in the foreseeable future, but there were no objective medical reasons why she could not return to full-time work. The physician prepared a return-to-work plan that included graduated return to full-time work hours over three months, plus ergonomic adjustments to her workplace, limits placed on lifting weights and keyboard use, and use of voice-activated software.

Ms Oliver claimed that the program was unsuitable because it caused her “unbearable pain and constant stress and anxiety”. She requested a new program that included the alternative of working four days per week instead of five, but the DSS refused. She requested that Comcare’s decision be reviewed, but it found in the employer’s favour, so she appealed to the AATA.

She claimed that the pain amounted to a reasonable excuse for refusing the program and that the voice-activated software was of limited help to her because of workplace background noise and its limited task capability.

However, surveillance footage of the employee performing activities outside work, such as putting her children into her car with both arms, indicated that she was not suffering severe pain and had exaggerated her symptoms. The nature of her complaints about the program suggested that her real motive was a preference to work four days per week, which would also assist her childcare arrangements.

Comcare claimed that the medical evidence showed that its proposed rehabilitation program would not increase the level of pain when combined with the other proposed support measures.

The AATA questioned the credibility of some of Ms Oliver’s evidence and that of her witnesses.

Decision

The AATA found that the employer’s rehabilitation program was reasonable, based on a suitable assessment of Ms Oliver, appropriate and compliant with legislation. This finding took into account each of the following: potential to reduce future compensation payable, cost of the program, benefits to Ms Oliver’s employment, the potential psychological cost of not providing the program, the relative merits of alternative actions, and her attitude towards the program. Therefore, she was obligated to undertake the program.

The AATA’s decision was based mainly on the evidence in relation to her ongoing level of pain, as there was limited evidence available in relation to the “stress” claim.

The AATA upheld a previous decision to suspend her entitlement to workers’ compensation payments until she took part in the employer-provided rehabilitation program.

The bottom line: A tribunal does not have to establish the reason why an employee chooses not to participate in an employer-provided rehabilitation program. Therefore, the employer’s claim in this case that the employee wanted a four-day week to suit her childcare responsibilities did not have to be considered. The tribunal has to decide whether the employee had a reasonable excuse for refusing to participate. The employee’s excuse has to be objective, not just rational. In this case, there was strong evidence that the employee had no reasonable reason for refusing the employer’s program, she just preferred her alternative of working fewer days per week.

Decision

Oliver v Comcare (Compensation) [2019] AATA 888, 15 May 2019

Competency and supervision, guilty verdict returned in landmark WHS prosecution over road accident

wow@shazamme.com (Default Author) — Mon, 13 May 2019 05:29:51 GMT

A national employer was found guilty of eight WHS charges, relating to its failure to adequately check the competencies of a new hire, who later caused a road accident resulting in two deaths.

South Australian Magistrate Simon Smart found Cleanaway Operations Pty Ltd (formerly Transpacific Industries Pty Ltd) breached its duty of care when it failed properly assess driver Darren Hicks’s competency to drive the manual road tanker or control it on the downhill parts of the route he had to travel. Hicks had only recently obtained an unrestricted heavy vehicle licence and been employed by Cleanaway for just five days, Magistrate Smart found.

The magistrate said the company should have been alert to the associated risks, but had failed to take any “obvious, rudimentary and necessary“ safety measures before assigning him his task on that day.

In August 2014, Hicks lost control of the tanker truck he was driving and it reached speeds of more than 150km/h before colliding with three cars at the intersection of the South Eastern Freeway and Cross Road in Adelaide. Two people died from their injuries and two others were seriously injured, including Hicks.

As reported by OHS Alert in August 2016, national WHS regulator Comcare charged Cleanaway with eight breaches of the Commonwealth WHS Act. Each charge, made under section 32 , carried a maximum penalty of $1.5 million. Comcare alleged Cleanaway breached its duty of care in failing to provide Hicks with adequate training and supervision, including on “safely negotiating the freeway’s steep descent from the Adelaide Hills, using arrester beds and driving a heavy vehicle with a manual gearbox“.

The employer pleaded not guilty but Magistrate Smart found this week that each charge was made out.

Between obtaining his heavy vehicle licence and the day of the incident Hicks had not driven a heavy vehicle with a manual transmission, the Magistrate found.

Cleanaway had only assessed the driver in driving an automatic truck but assigned him a manual truck on the day of the accident. Hicks did not recall having been asked by anyone at Cleanaway if he had driven this type of vehicle before or being provided training on how to drive it, the court heard.

Magistrate Smart said it was beyond reasonable doubt that Cleanaway recognised the importance of undertaking competency-based driver assessments to reduce safety risk. It employed trainers and provided extra vehicles for this purpose.

But it failed to maintain a system of work that prevented Hicks from driving without proper supervision until his competency in relation to all the vehicles he was required to drive was determined, he said.

“An assessment by [Cleanaway] itself of the competence of the driver Hicks to perform the identified task would have given [Cleanaway] direct knowledge of his level of competence to undertake those tasks,” Magistrate Smart said.

A proper check of his competencies would have provided Cleanaway with the knowledge to only assign him tasks of which he was capable, thus minimising the risk of a crash, he said.

Comcare v Cleanaway Operations Pty Ltd (Acn 010 745 383) Transpacific Industries Pty Ltd [2021] SAMC 54 (19 April 2021)

Compo claim for driveway injury must be accepted

wow@shazamme.com (Default Author) — Mon, 13 May 2019 04:28:37 GMT

The worker was employed by a state utility as powerline worker. Based at Port Pirie, his job involved both office and field-based tasks. He was required to be on a one-in-four week standby roster to attend call-out work outside of normal hours, and was provided with a work vehicle to be housed at his property.

On the afternoon of 6 September 2019, he received a text message requesting him to attend a job at Jamestown along with other workers on the standby crew.

Case Update

A tribunal has found that compensation must be paid for an injury sustained by a worker in the driveway of his own home, because the journey he was about to undertake had a real and substantial connection with his employment. The case gave rise to a consideration of whether South Australia’s current workers comp legislation imposes a more or less stringent requirement for a connection between the injury and the employment, than the previous workers’ comp Act.

The injury

After changing into his work attire, he got into the vehicle then accidentally dropped his keys, which fell out the driver’s side door and landed on the driveway.

While remaining seated in the driver’s seat, he leaned out the driver’s side door to pick up the keys. Being a four-wheel drive vehicle, however, the driver’s seat was elevated approximately 90cm from the ground, and the reaching action caused him to suffer a strain to his back.

He reported the injury, then sought medical treatment at the local hospital.

As he was incapacitated for work and had incurred medical expenses, he put in a workers comp claim to cover medical costs and provide weekly payments.

His employer rejected the claim, however, on the grounds that the injury did not arise from his employment and his employment was not a significant contributing cause of the injury.

The worker challenged this rejection of his claim, and the case was heard in the South Australian Employment Tribunal.

In the tribunal

The worker maintained that he was injured in the course of carrying out his duties, or at least, in the course of a journey undertaken in order to carry out the duties of employment, so the injury should be compensable under the Return to Work Act 2014 (SA) (the Act).

His employer argued that at the time of the injury, the worker was not carrying out duties of employment but merely undertaking activity preparatory to undertaking duties of employment. The employer’s submission contended that the worker was not in the course of a journey at the relevant time, as he was at his place of residence; alternatively, if he was in the course of a journey, there was no real and substantial connection between the employment and the journey or between the employment and the accident.

In a case previously heard by the tribunal, the deputy president judge had concluded that that a real and substantial connection between the employment and the accident is a prerequisite for compensability.

In this case, the deputy president judge found that he was unable to agree with the conclusion arrived at in the other case. Instead, he found that the present Act requires a real and substantial connection between the employment and the journey being undertaken at the time of the accident out of which the injury arises.

He noted that the change in the wording of the provision between the previous and the current Acts involves a shifting of emphasis from the connection between the accident and the employment to an emphasis on the connection between the journey and the employment.

He therefore ordered that the employer’s decision to reject the worker’s claim must be set aside, and the claim must be accepted.

The bottom line: It remains to be seen whether a connection with the journey rather than with the accident will be considered sufficient to justify compensation in future cases involving journey injuries.

Read the judgment

Thelan v Utilities Management Pty Ltd [2021] SAET 6 (18 January 2021)

Originally posted on http://workplaceohs.com.au

Chain of Responsibility Update

wow@shazamme.com (Default Author) — Sun, 12 May 2019 17:18:23 GMT

As many of you may now be aware, our Principal Consultant in the COR space, Paul, has been working across various organisations and major infrastructure projects since we introduced him in the last edition of our newsletter. For anyone that missed it Click Here

Paul has been advising boards, operations and the safety function on how best to meet their obligations, prior to the legislation coming into play later this year. In particular, organisations within our client group have been quick on the take up as they look to safeguard and ensure they comply prior to the introduction. The Westconnex project is one example, as is Australia’s largest public transport project, Sydney Metro. A major T1 construction organisation, known for tackling safety differently is about to undergo a national audit of their business with Paul and his team.

What roles are captured in new CoR legislation? We’ll take a look at the job titles and their responsibilities. Let’s jump right in!

New Chain of Responsibility (CoR) legislation is set to take effect in mid-2018. The aim with the new laws is to expand on current heavy vehicle safety legislation and improve the current levels of accountability across the supply chain.

But who exactly is captured in these CoR policies? Let’s take a look at the key party roles included in supply chain responsibility and what exactly their job entails.

New Chain of Responsibility (CoR) legislation is set to take effect in mid-2018.

Consignor: This can be someone who is:

Named as ‘consignor’ on transport documentation

Engaging a heavy vehicle’s operator (directly or indirectly)

In possession of or control over the goods immediately before they are transported by road

The person who loads or imports goods.

Prime Contractor: A person who engages someone to drive a heavy vehicle under a contract. For example, a logistics business that engages a subcontractor to transport goods. Transport Operator: A person who is responsible for controlling or directing the use of a heavy vehicle. One example is a manager of the business that has control over and/or directs where and when a heavy vehicle travels.

Driver: A driver of a heavy vehicle. This can include a person who is sharing the task of driving during the journey, driving under instruction or instructing a driver who is under instruction.

Registered Operator: The person recorded in the NSW registrable heavy vehicles register as the person responsible for the heavy vehicle.

Scheduler: Any person who schedules transport of goods or passengers by heavy vehicle, or the work and rest times of drivers. This may extend to include any person who dictates the scheduling (e.g. pick-up, delivery or transit time).

Packer: A person who:

puts goods into packaging,

assembles packaged goods into outer packaging (even if the packaging is already on a heavy vehicle),

supervises/manages/controls such an activity.

Loader: A person who loads goods into a heavy vehicle or container or loads a container onto a heavy vehicle.

Loading Manager: A person who controls, manages or supervises (directly or indirectly) the loading or unloading of heavy vehicles at a regular loading/unloading premises, or is responsible for the operations of such premises.

Unloader: A person who unloads goods out of a heavy vehicle or container, or unloads a container from a heavy vehicle.

Consignee: A person named as ‘consignee’ on transport documentation, or who actually receives the goods after their road transport (but does not include a person who merely unloads the goods).

If you are tasked with loading things onto a heavy vehicle, your CoR responsibilities may change.

In addition to these roles, the following parties are likely to fall within the CoR, specifically during transport tasks throughout the supply chain formation:

Prime Contractors

Transport Operator/Subcontractors:

Haulage company, road transport operator, owner drivers, crane operator

Subcontractors:

3PL, warehousing/distribution/staging services provider, logistics provider, freight forwarder

Supplier/importer of plant/equipment/materials

Waste/by-product recycling or disposal facility.

All parties are liable for the conduct of their employees, subcontractors and agents. Paul Endycott explains that with these changes Executive officers (directors and managers) will be required to apply due diligence to their Transport Task Executive officers may be held liable for any breaches committed by their corporation. These changes will also see an increase in penalties for individuals with corporate multipliers applying to corporations.

To learn more about how the legislation will affect you and your company, reach out to the Zenergy team today or read up on some of the details throughout our CoR blog series!

AIHS Webinar on the Temporary, Interim & Contract Job Landscape

wow@shazamme.com (Default Author) — Sun, 12 May 2019 05:01:17 GMT

AIHS Webinar on the Temporary, Interim & Contract Job Landscape

Recently Tom Geikie, Principal – Zenergy Temporary, Interim and Contracting (ZTIC) was Guest Speaker in in partnership with the Australian Institute of Health and Safety online series.

Tom discussed current ZTIC market trends nationally, the impacts of COVID-19 and provided the audience with a strong overview of candidate interviewing and client on-boarding tips while working under COVID-19 restrictions.

If you would like to discuss opportunities we are working on or require a Temporary, Interim and Contracting employee to join your business, please reach out to Tom at tom.geikie@zenergygroup.com.au

FWC rejects lozenge claim after failed alcohol test

wow@shazamme.com (Default Author) — Fri, 10 May 2019 11:24:47 GMT

A worker who claims he failed a workplace breathalyser test because he had consumed medicated throat lozenges, and says he refused to undergo an earlier test because of COVID-19 concerns, has been denied an unfair dismissal remedy in the Fair Work Commission.

In Perth, FWC Deputy President Abbey Beaumont found the Giacci Bro Pty Ltd worker’s coronavirus claims were “flawed”, and accepted submissions from a supervisor and a manager that he admitted to drinking four bourbons – with “heavy handed” pouring – the night before the test.

The worker denied having conversations about drinking with either the supervisor or the manager, but the Deputy President found they were truthful witnesses.

The FWC heard the worker was a full-time truck driver whose role usually involved carting lithium ore to Bunbury Port in Western Australia, but he was performing light duties at the port, after sustaining a work-related injury, at the relevant time.

On 17 December last year, he arrived at work at 4am but failed to comply with the requirement to undergo a pre-shift blood alcohol content (BAC) test.

When he did so two hours later, he recorded a blood alcohol level of 0.013 per cent , and a blood alcohol reading of 0.008 per cent in a follow-up test.

During the disciplinary process, the worker claimed he failed the test because he had consumed seven or eight lozenges in a row to relieve his dry throat, and the result appeared to be a menthol reading, as opposed to an alcohol one.

He said he didn’t undergo the pre-shift test because he did not believe the hand-held breathalyser was hygienic to use in the COVID-19 pandemic.

After considering his disciplinary history, which included previous drug and alcohol breaches, his managers terminated his employment.

In seeking an unfair dismissal remedy, the worker told the FWC that in his 20 years with Giacci and associated companies, he could only recall one driver being dismissed for failing a breathalyser test.

But the FWC heard that what distinguished the worker’s circumstances from others was that he had received past warnings about BAC events. It dismissed his claim that he didn’t drink alcohol the night before the test.

Deputy President Beaumont also found he had never raised hygiene concerns about the breathalyser device with management, despite facilitating the use of the device on his colleagues in his light-duties role.

She heard that when COVID-19 concerns were raised by others earlier in the pandemic, the employer responded by providing individually wrapped breathalyser straws, eliminating any hygiene issues.

“The [worker] accepted that working within the transport industry necessitated the testing of BAC on each shift,” the Deputy President noted.

“Further, he did not cavil with the cut off level for the BAC being zero. The [worker] was a seasoned driver who was cognisant of the demands of the transport industry in this respect,” she said.

“It was also apparent from the evidence that the performance of light duties did not negate the requirement for the [worker] to self-test and ‘blow’ zero numbers.”

The Deputy President went on to reject the worker’s additional claim that his smoking of a cigarette just minutes before the second test invalidated it.

Rushton v Giacci Bro Pty Ltd [2021] FWC 3634 (23 June 2021)

Originally posted on OHS Alert

Healthy Heads in Trucks & Sheds – National Mental Health and Wellbeing Roadmap for Road Transport and Logistics

wow@shazamme.com (Default Author) — Tue, 07 May 2019 11:58:59 GMT

Healthy Heads in Trucks & Sheds (HHTS) Foundation has launched a free National Mental Health and Wellbeing Roadmap for the road transport, warehousing, and logistics industries. The Roadmap is available now and free to all to download from the HHTS website.

healthyheads.org.au

HHTS is a non-for-profit foundation that exists to help industry leaders, managers, business owners and workers, tackle industry specific challenges regarding mental health and wellbeing. The National Mental Health and Wellbeing Roadmap for the road transport, warehousing, and logistics industries has been created by industry for industry and provides a unified plan for improving mental health and wellbeing right across the sector.

Chairman of the foundation Paul Graham said, “We want to change the conversation around mental health in the transport and logistics industry and begin treating mental wellbeing as importantly as physical wellbeing.

“In launching the Roadmap, we’re acknowledging we need a shared starting point to improve the collective mental health and wellbeing of our industry. This Roadmap sets out the plan for us all to rally behind and supports us in knowing where to go next.”

Deputy Prime Minister the Hon. Michael McCormack MP said, “Our nation’s truck drivers and logistics workers are vital to Australian communities and the economy. Improving mental health and wellbeing, right across industry, right across Australia, is needed now more than ever, which is why the Australian Government has provided $600,000 to this great initiative through the Heavy Vehicle Safety Initiative.”

The development of the Roadmap has been funded by the National Heavy Vehicle Regulator’s Heavy Vehicle Safety Initiative, supported by the Federal Government.

NHVR CEO Sal Petroccitto said the NHVR was proud to partner with HHTS to deliver the
Roadmap across all levels of the supply chain.

“The heavy vehicle industry is extremely resilient, but we need to continue to work together across the whole supply chain to ensure our workers feel supported and know they’re being heard when it comes to their mental health and wellbeing,” Mr Petroccitto said.

Assistant Minister for Road Safety and Freight Transport Scott Buchholz said it was important that workers in the transport, freight and logistics industry had the support and tools they needed to improve their health and wellbeing.

“It is important we provide people in the industry with the support they need, to have happier, healthier lives. I congratulate the NHVR and Healthy Heads in Trucks & Sheds on the important work they are doing,” Mr Buchholz said.

HHTS will coordinate implementation of the three-year Roadmap strategy across all levels of the sector whether it be small businesses or large, as the Foundation takes the first step toward making a significant impact, creating environments and workplaces where employees can thrive in what they do.

Source: Healthy Heads

Executive Showcase Walk June 2021 – Central Station, Sydney

wow@shazamme.com (Default Author) — Thu, 18 Apr 2019 09:22:32 GMT

In June the team at Zenergy partnered with Transport for NSW , Sydney Metro & Laing O’Rourke to organise a showcase walk which involved a first-hand look at the $1bn redevelopment of Sydney’s Central Station.

15 senior HSE Executives from across various industries including finance, insurance, transport logistics, manufacturing and energy, donned the PPE and respirators and were taken down into the tunnel construction, 30 metres below the surface, along the ghost platforms for a look at the huge project currently underway, beneath the streets of Sydney.

It was a terrific morning, insightful and displayed highly competent, humble safety focused people across the project.

If you are interested to attend similar upcoming tours with the team at Zenergy and their clients, get in touch with your account manager .

Zenergy are partnering with RISSB

wow@shazamme.com (Default Author) — Thu, 11 Apr 2019 05:14:25 GMT

Zenergy Safety, Health & Wellbeing are excited to be partnering with the Rail Industry Safety and Standards Board (RISSB). RISSB drives national harmonisation in the rail industry by developing, managing and promoting a suite of Standards, Codes of Practice, and Guidelines.

Reporting to RISSB CEO Deborah Spring, the General Manager Strategy and Stakeholder Relations will lead and inspire a small team focused on strategic issues & opportunities, stakeholder engagement & membership, whilst promoting a suite of products and services to mitigate risk and foster safer operations in the rail sector here in Australia.

This role can be based in Melbourne, Sydney or Brisbane.

Further information in the link below or for a confidential discussion speak with Chris McNicol, Garry Kelly or the Zenergy team on 1300 333 400.

The Change Room – Former NRL greats use positive influence to help injured people get back to work

dean.woods@zenergygroup.com.au (Dean Woods) — Mon, 25 Mar 2019 00:42:20 GMT

Former Sydney Rooster Anthony Minichiello, former Bulldog Andrew Ryan and former coach Matt Elliott are part of the Change Room program, helping severely injured people get back to work.

Factory worker Dave Henricks hit rock bottom after he slipped and injured himself four years ago.

“I became a recluse and just sat at home, I would have a conversation with my family and would start crying and I didn’t know why,” he said.

Dave Hendricks stands inside the Sydney Olympic stadium – ABC News: Chloe Hart

“I suffered anxiety and depression, so it really dragged me down a long way.”

He’s since quit his factory job to start his own business.

“Without having gone through this program I don’t think I would be where I am today,” said Mr Henricks, who has returned to support this year’s group of injured workers.

‘Work gives us a purpose’

Thirty or so despondent participants, many with walking sticks, crutches and casts have turned up for this year’s program at Sydney’s Olympic stadium.

Founder Matt Elliott takes them through to the changerooms of New South Wales’ biggest stadium, where the great players have sat, before asking how they cope when they feel anxious and depressed.

One participant whose left hand is bound and incapacitated responds “grit your teeth and get on with it”.

Elliott assures them they will be supported to get back on their feet.

“No-one likes being on workers comp, people don’t like sitting at home, work gives us a purpose,” Elliot said.

Five hundred people went through last year’s program, with 40 per cent returning to work.

The program starts with a two-day intensive course involving participants, mentors and health professionals.

Groups participate in sessions sharing what they have been through and where they want to go as well as practical and exercises and are assigned a career coaching specialist.

They are mentored and educated by league players sharing their knowledge about health, fitness nutrition, formulate diet and exercise plans and receive ongoing support through online forums and regroup at functions.

“It’s very difficult finding the next step, they need to work out what they want in life, we give them the tools around your emotional state, breathing, resilience, sleep, movement, exercise, nutrition,” Elliott said.

‘We have such an influence’

Minichiello’s battle with injury over his 14-year career inspired his passion for nutrition and movement exercise, which he shares with the group.

“We’ve had guys lose eight kilos in a week, reverse their type-two diabetes, decrease pain and inflammation, reconnect with family — they’re the stories that make us happy,” he said.

He said the NRL’s disastrous off-season should be a wake up call to the players.

“We have such an influence over young kids and fans — we are trying to use it as a positive to elevate peoples’ wellbeing and that’s something we love and we are proud of.”

The program helps police and paramedics who are out of work because of psychological injury.

“When I was first medically discharged I had a lot of anger because I never wanted to lose my career, I had a 12-year career and an injury took it away,” former policeman and participant David Woods said.

“It was very confronting but uplifting — I should have done this a long time ago,” Mr Woods said.

Originally posted on ABC News

Former Macca’s worker wins comp for pre-shift smoko injury

Mon, 25 Feb 2019 10:22:20 GMT

A former McDonald’s employee who broke her leg climbing onto the restaurant’s roof for a pre-shift smoke has won the right to compensation.

According to Mandep Sarkaria, her injury arose out of or in the course of her employment (as per s 32(1) .)

Ms Sarkaria was working at the Richlands outlet in Brisbane when she climbed onto the roof for a smoke before her shift began. On her way down she fell from the ladder and broke her right leg.

The original claim was rejected by the Industrial Court of Queensland two years ago. Last week this decision was overruled on the grounds that the incident occurred just 10 minutes before Ms Sarkaria’s shift commenced. Costs are yet to be decided

Officially at work 10 mins before shift

The rooftop was not a designated area for breaks and Ms Sarkaria did not have permission to use the ladder, however, Justice Martin reasoned that she was entitled to compensation because McDonalds’ policy required her to arrive 10 minutes before her shift.

According to the judge this meant “from the time they arrived until their shift commenced they had, in my view, commenced work” because the employees’ early arrival ensured “there would be no disruption to the efficient conduct of the enterprise.”

According to s 34 , an injury can arise out of employment during a worker’s “ordinary recess.”

“In the circumstances of this case, the period of time during which an employee was required to attend at the place of employment before a shift commenced should properly,” explained Justice Martin.

The bottom line: The requirement to arrive early may mean employees are officially considered at work before their shift begins and are therefore entitled to compensation for any injuries that occur during this period.

Read the judgment:

Mandep Sarkaria v Workers’ Compensation Regulator [2019] ICQ 001

Originally posted on Workplace OHS

Green light for Snowy 2.0

Tue, 12 Feb 2019 11:07:39 GMT

Exploratory works for the Snowy 2.0 project have been approved by the NSW State Government.

Deputy Premier and Member for Monaro, John Barilaro, said, “Snowy Hydro is an iconic, Australian success story, part of the fabric of our nation and of the community here in the Snowy Mountains.

“We’ve taken the success of the existing scheme to new heights, with a massive $4 billion for infrastructure for in the bush following the transfer the NSW Government’s share of Snowy Hydro to the Commonwealth.

“Every single cent of that money is going to rural and regional NSW, and these communities will also reap the benefits associated with the extension of the existing scheme with 2000 jobs expected to be created during peak construction.

“Snowy 2.0 involves expanding the existing Snowy Scheme with the construction and operation of a new pumped hydro power station.

“It could increase the generation capacity of the existing Snowy Scheme by almost 50 per cent and provide 350,000 megawatt hours of large-scale storage capacity for the National Energy Market.”

Minister for Planning, Anthony Roberts, said the approval would allow exploratory works to investigate the underground conditions at the proposed location for a power station cavern.

“Snowy Hydro Limited sought approval to construct a 3.1km tunnel and supporting infrastructure, as part of the Exploratory Works for Snowy 2.0,” Mr Roberts said.

“The Department of Planning and Environment has undertaken a rigorous assessment of the proposal, taking account of environmental, social and economic impacts, of community and stakeholder submissions and advice from other government agencies.

“Snowy 2.0 is ‘critical’ significant state infrastructure because of its potential to contribute to the future security and reliability of our energy system, and to deliver associated economic and broader environmental benefits. This approval allows essential geological information to be gathered for the detailed design of the underground power station.”

Mr Roberts said approval of the project was subject to strict conditions to address concerns about impacts on Kosciuszko National Park.

“Under the conditions of approval, Snowy Hydro is required to pay $10.5 million to offset the impacts of the exploratory works project on the national park.

“These funds would be used by the National Parks and Wildlife Service (NPWS) to improve catchment health and to support the National Park’s unique environmental, heritage and recreational value.”

Other conditions of approval for include:

Detailed management plans to minimise traffic, water, biodiversity and heritage impacts and manage rehabilitation of the disturbed areas
Strict measures for the management of works involving the placement of material in Talbingo Reservoir
The provision of new recreational facilities at the Talbingo Reservoir if current areas are impacted by the project
Notifications to the community about road users on the local networks and water users on the Talbingo Reservoir
Rehabilitation following decommissioning

Snowy Hydro will be submitting an Environmental Impact Statement (EIS) later this year for the Snowy 2.0 main works involving the construction of an underground power station with a generating capacity of around 2,000 megawatts and approximately 27km of power waterways linking the existing Tantangara and Talbingo Reservoirs.

The Snowy 2.0 main works EIS will be publicly exhibited to provide the community with an opportunity to comment.

Melbourne becomes first city with all council infrastructure powered by renewables

Tue, 12 Feb 2019 07:35:04 GMT