You may be asking yourself should I be carrying out a Workplace Risk Assessment, due to Covid 19. 

Simply, when any risk presents, an assessment should be carried out, including the possibility of Corona Virus in the workplace. We have a couple of templates that maybe useful to you. Flick me an email and I am more than happy to provide them for you.

Another question you maybe considering :  “Should I carry out an assessment when non vaccinated employee’s may be working with vaccinated employees?”
Again we have information that you may find useful, let me know if this is a concern for you.

​Finally, are you aware that the Resurgence Scheme is still open?
Extract from IRD website :A business or organisation must have experienced at least a 30% drop in revenue or a 30% decline in capital-raising ability over a 7-day period, due to the increased COVID-19 alert level.
Once activated, any business in New Zealand that has experienced a 30% drop in revenue over a 7 day period at the increased alert levels as a result of the alert level increase may be eligible (subject to all other criteria being met).
Full details here : https://www.ird.govt.nz/covid-19/business-and-organisations/resurgence-support-payment

Warm Regards for a safe month, bob

Risk ID is basic to effective safety in the workplace.
UNSURE ABOUT HOW TO APPROACH RISK ASSESSMENT?

The HAZARD is the threat to safety, Say a rotating gear, roller etc on a piece of equipment

The RISK is likely hood of an injury to a worker, (including the seriousness of the injury) if the worker comes in contact with the gear or roller while its turning
If there are no controls, most likely pretty high risk of serious injury.

The CONTROL is what I do to either eliminate or minimise risk

Risk ID can be carried out asking “What if” questions
What if someone tripped over that or fell off there?
What if that fell or burst or Leaked?
What if the hydraulics failed while someone was walking underneath?
What if a customers child wandered into the work area by themselves?
Etc.
You can complete the exercise with your workers, as they need to be involved

Now enter your findings into your firm’s risk register (This register documents : hazards, risks controls) Make your findings part of your firms everyday safe operation

When deciding on controls use what’s called the hierarchy of controls
Go here for more information on the hierarchy of controls and how to use :
https://www.worksafe.govt.nz/topic-and-industry/hazardous-substances/managing/risk-management
(This link is in relation to Hazardous Substances, but the same principles are used for any risk in the workplace

The above is general information only. Need help? Get the advice of a Qualified, Experienced Health and Safety Adviser here to edit.

​Health and Safety is not something you are thinking about constantly. There are so many pressures you face in a day, around staff, productivity, customer expectations, financial concerns, the list goes on.
However it is important to assess whether the safety (and health) controls you have in place are effective and being used by your staff.

• If something goes terribly wrong, you need to know that you did everything possible to mitigate the risk.

WorkSafe provide the following helpful outline :
1)ACT : Take action on lessons learnt
2)PLAN : Assess the risk and identify suitable control measure (Talk with staff about this. )
3)CHECK : Monitor the performance of the control measure. (This includes workers reporting incidents and accidents. These may well show an ineffective control)
4)DO : (implement control measures that effectively eliminate or minimise the risk)
WorkSafe point out that PPE should not be the first or only control. In other words, the risk needs to be reduced or eliminated by other means first.
Here’s the recognised method as outlined in the HS Regulations:
1)Eliminate the risk altogether. If not possible :
2)Substituting a safer method or piece of equipment for the job. (a simple example is using battery operated tools instead of 240v tools. There’s no chance of being electrocuted!)
3)Isolating the risk. This might be fencing off the area being worked on, or putting a noisy piece of kit away from the work area
4)Engineering controls. Eg redesigning the tool to include guards. Or even making sure guards are always used!
5)Administrative controls. Eg Safe methods of work. Rotating jobs to reduce boredom etc
6)PPE. Earplugs, Gloves, Safety glasses etc
Start at the top. Get as many controls as you can in the first five areas. Then “mop up” the residual risk with PPE

​It’s important to check and test, on a regular basis, all equipment that’s being used to ensure safe operation.
I recommend an Equipment and PPE schedule. Go over your gear on a regular basis. Sign off the fact that you have checked it and the date this was carried out. Make a note of any maintenance that needs to be carried out and when you did that. Make a note of any PPE that needs to be replaced and when this was done.
It might just seem like extra paperwork, but a written record is not just proof of maintenance, it helps provide you with a routine around PPE and Servicing your Gear. It might be weekly, monthly or for some gear 3 monthly. It just becomes part of your routine.
If you haven’t a template that you can use and would like one, let me know. No charge.

Some small business owners and employers, find H&S conversations both awkward and difficult — especially if they are trying to get people to change their behavior.
This is often because they:

• feel they’ll be judged for it
• are younger or less experienced than their workers
• don’t like telling qualified people how to do their jobs
• are friends with, or related to, their workers.

 
Despite all this, empowering workers to take appropriate H&S actions — and supporting them to confront anyone not doing so — is a massive H&S step. It’s also an extremely important part of keeping people safe.
If you need to have a conversation about an H&S issue with a worker, a great approach is to follow the five steps below.

Conversations need to be tailored to the audiences and you’ll know how best to speak to your workers.
By following these principles, you’ll know you’re taking a great approach to getting your H&S message across.
 
Steps to talking about H & S issues
Step 1. Approach your worker with a friendly and problem-solving attitude
A major reason workers have unsafe habits is because they’re not aware they’re being unsafe in the first place. Indeed, unsafe behavior is often an ingrained habit. Start these conversations without blame and don’t assume a worker is deliberately being unsafe.
Step 2. Describe their behavior objectively and say why you’re concerned
Be clear and avoid a criticizing tone.
For example, don’t say: “I can’t believe you climbed the ladder that way! Don’t you know what could happen?”
Instead, say something like: “I saw the way you climbed that ladder and I’m concerned you could get hurt.” By explaining it this way, you’re letting the person know you’re personally worried for their welfare.
Step 3. Tell them what action is expected and what the benefits are
Give clear instructions about the right behavior and explain the rationale for this.
For example, say: “I’d prefer that you get someone to hold the ladder for you. We want you to go home safely. If that means taking time to get help, I’d rather you do that than rushing and risk getting hurt.”
Step 4. Check they understand and get a commitment to the new behavior
Studies show that by asking people to commit to a changed behavior they’re more likely to actually change.
After your chat, check they understand what you’re asking of them. Then you could say: “Can I count on you to do this?” or “Do you agree to this?”
Step 5. Tell them you’ll back them up if anyone questions their new behavior, or if they identify a risk on their own
It’s important to lead by example and be consistent with H&S if you’re going to create a new H&S culture. This means saying things like: “If anybody questions why you’re doing it this way, I can help explain it to them and let them know I expect all staff, including me, to do it this way.”

Make it worker-led
Your workers are the eyes and ears of your business and may know about H&S risks and issues you aren’t aware of. Encourage them to speak up and offer suggestions and solutions. If they can share their stories, give demonstrations and call out issues, they’ll know they’re valued and you’re all in it together

Be hands-on and practical
Let workers see and try out how things actually work day-to-day. Bring tools to your talks. Show workers the safe and right way of using them, and let them have a go. If possible, hold talks where the risks are located.​

Share stories, not numbers
Numbers don’t tell the whole story. Share real-life stories — of the good and the bad. Say what happened before, during and after an incident. Use stories from your own business or from the news.

Hear issues, reward behaviour
Encourage your workers to feel comfortable telling you about risks or issues. Thank them. Act on it. At the next talk, explain what’s been done. Also recognise when H&S is done well. Give a prize or award, or simply share the good story and say “nice work”.
​
Consider language and culture
H&S talks need to suit the audience. Ask workers how best to communicate with them. Think about the language, the type of words, and who delivers the messages. Use photos and real tools. Chat about it to check everyone understands. 

​What do you do when you take on a new employee? Obviously training is a priority. The individual needs to become productive as quickly as possible.
As part of that process the new staff member needs to be inducted into your Health and Safety processes. For their sake and for yours. I’m sure you are aware that a safe worker is a more productive worker. (Not to mention your responsibility under the Health and Safety Act).
One of the things I ask business owners is “Do you have a written statement around your firms Commitment to Health and Safety”. If you do, get your new employee to read over it. It should include detail around your commitment as business owner and the staff’s commitment. You are in this together. (If you don’t have a written statement, flick me an email, I will give you some examples. No charge for that).
Of course a written employment contract is a legal requirement for new employees (and all employee’s).
Have a look at the following webpage from the ministry of Business and Innovation. It provides an excellent process for customising employment contracts. You just go though it step by step and print it off. It tells you what is mandatory and what is optional. It includes a great section around general workplace rules that the employee is expected to follow, rules around Kiwisaver, overtime, how to handle work related expenses, mobile phones, work vehicles, public holidays, annual leave, sick leave, health and safety, drug and alcohol testing, resolving conflict, serious misconduct and much more.
https://eab.business.govt.nz/employmentagreementbuilder/startscreen/
 
Here’s a statement from their webpage:
“Our new Employment Agreement Builder helps you create contracts tailored to your business and to each person you employ. It’s packed with tips to help you decide what to put in your agreement — and what NOT to put in. It covers what you must do by law, and also sets out common mistakes made by employers and how to avoid them.”
Trusting the last month has been a productive one for your business,

​So what do you do when one of your staff goes out of your work place to another workplace to carry out a job? 
 
Best practice is :
 
   1   Your employee is trained around H&S measures they are likely to need when they arrive on site. They need an idea of what they are going to face.
 
Sometimes we think common sense prevails. But it doesn’t always. (Like the guy who stuck a ladder on the deck of a elevated mobile platform and fell off. He only fell a few meters, but was seriously injured)!
 
   2   There should be an induction process when the employee arrives on site. If it’s the same business that he/she has been going to for the last 5 years and it’s a low risk situation, there doesn’t need to be an induction every time (unless of course there are changes in hazards and risks faced.) There should also be a refresher from time to time.
 
 
Trust that’s of some use!