The document discusses the changing drivers for health and safety initiatives in organizations. For large corporations, the primary driver is now effectiveness of initiatives rather than moral, legal, or business cases. Mid-sized companies have some variability but also prioritize effectiveness. Small to medium businesses have the most variability, but owners generally do not want to see people hurt. For these organizations, emerging drivers are expected legislative changes and client requirements for verifiable health and safety processes. It is important to understand an organization's values and drivers to identify the most effective approach for a health and safety initiative.

1. Tom Reeves
Founding director, lmpac
The *ffectiveness of a health and safety initiative is the prinrary
driver nowadays rather tl"ran a n"iCIrai, businesslpraduetivity.
ar legai/*ompliance *ase tn do someihing"
ith our larger cor-
porate clients these
types of arguments
may have had to be used in the
past but most are now beyond
having to make a decision about
whether to do something from
a moral, legal or business case
perspective. Their drivers are
more about what initiatives
are going to be the most effective
in terms of health and safety
outcomes.
For mid-tier corporates there
is greater variability but there
are still a significant num-
ber who have moved beyond
having to be convinced to do
something. In terms of what to
do as a priority they are again
typically interested in effective-
ness of an initiative relative to
other options.
Small to medium sized
businesses pro ably have the
greatest variabiity in terms
of d rivers. ln my experi-
ence most managers and/
or owners genuinely don't
want to have people hurt on
their watch, so running the
moral line is not the primary de-
terminant of whether something
is done or not.
In the current environment
there appear to be two main
emerging drivers of health and
safety activity for this size of
organisation:
. The expected change in the
legislative framework as a
result of the Pike River Royal
Commission and recent Task-
force recommendations.
. Client requirements for
them to have implemented
verifiable health and safety
processes that indicate an
meeting. I began by creating
relevance and reviewing past
incidents, creating a compelling
moral case for improvement. I
could tell that the argument
was not hitting the mark, so I
turned to the legal penalties for
non-compliance - which did. It
is important to read and under-
standyour audience! O
Aaron Tait-Jones
CHS Gonsulting, Wellington
It is important to understand that organisations have different values
and drivers, which normally mirror its leadership.
ou should first under-
stand these drivers to
identify which option has
the most merit.
My preference is to use the
moral case because safety is
about people. For a mature
organisation starting from
a good base, and looking to
further improve its safety
performance, the compliance
approach r'r,i11 onlv take them so
far before behaviour becomes
the focal point.
An organisation r'r,hich has
strong systems ancl procedures,
particularlv one looking to
achieve and sustain zero harm
performance in all circumstanc-
es,'r.1.i11 be particr-rlarlv amenable
to the moral case. To sustain zero
harm will require a hearts and
minds approach from the people
operating within an organisa-
tion - top down and bottom up.
A while back, after recently
joining a large company, I was
asked to present my recom-
mendations to improve safety
at the senior management team
ability to manage risks while
working for clients.
Client-led prequalification
processes like CPNZ are ga in ing
greater traction with both large
and mid-tier corporates. Smaller
organisations which contract to
them now recognise that hav-
ing focused and fit-for-purpose
health and safety processes is
becoming a prerequisite for
working for these client groups.
Some are also seeing competi-
tive advantage in being able to
demonstrate greater levels of ap-
plication relative to their peers.
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34 SAFEGUARD JULY/AUGUST 20r3