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SPC0117Z_D
1. Phone: +64 9 927 1500
Fax: +64 9 927 1525
www.liquidlearninggroup.com
Booking Code - D
Addressing the attitudes, human behaviour, motivators and
other psychological factors that underpin risk behaviour and
safety compliance
EARLY BIRD DISCOUNTS
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Safety Psychology
Conference 2017
Drawing on theories and frameworks
from the field of psychology
to develop and improve safety
practices
Positioning safety at the forefront of
employee mindsets and motivations
Techniques for engaging staff and
embedding organisational change
Identifying and understanding human
factors that disrupt an organisation’s
safety culture
Pre-Summit Workshop
24 January 2017
Summit
25 & 26 January 2017
Post-Summit Workshop
27 January 2017
Crowne Plaza Auckland
Barnaby Pace Risk Manager
Hamilton City Council
Marlene Strawson General Manager People and Safety
Mercury
Tania Palmer General Manager Health, Safety and
Environment
Contact Energy
Phillip O’Connell Group Manager Zero Harm Systems
KiwiRail
Barb Hutchinson Managing Director
Harm-Less Workplaces Limited
Ash O’Halloran Health, Safety and Training Manager
OceanaGold
Michael Field Group Manager, Occupational Health,
Safety and Wellbeing
Waitemata District Health Board
Alistair Forde National Health & Safety (Manaakitanga)
Manager (NZ/Aust)
Tonkin + Taylor
Josephine Dando National Health, Safety and Quality
Manager
TIL Freight
Susan Lowe General Manager Human Resources and
Safety
GPC Asia Pacific (New Zealand)
Dr Hillary Bennett Director
Leading Safety
Julio Rodriguez General Manager, Health and Safety,
Global Operations
Fonterra
Nicky Vaughan Principal Consultant, Health, Safety &
Wellness
Safety First New Zealand Ltd
Julian Hughes General Manager HSSE
Z Energy
Gordon Little National Health and Safety Manager
Fletcher Construction
Lisa Stephenson Principal, Health and Safety
Ministry of Business, Innovation and Employment
Errol Barnett Health and Safety Manager
Refining NZ
Rachel Walker General Manager, Safety and Risk Orion
Director Oomph
Kim Nichols Head of Safety and Assurance
Airways New Zealand
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2. SPONSOR TODAY!
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market leader, please call: +64 9 927 1500 or email:
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Phone: +64 9 927 1500
Fax: +64 9 927 1525
www.liquidlearninggroup.com
9.00 - 4.30
Mindset and Practices - The Psychological Factors that Underpin an Engaged Health and Safety Culture
To achieve an engaged health and safety culture requires employees having the right safety mindset and consistently demonstrate sound safety
practices. Research has shown that health and safety outcomes are closely linked to the safety mindset and practices:
• Safety mindset reflects the assumptions, beliefs, and values that influence a person’s, or an organisation’s, response to, and interpretation of,
situations
• Safety practices reflect habitual or customary individual and organisational actions
Safety culture can be described as “the way we think about, do, and deal with things around here”. This interaction of safety mindset and practices
provides different types of safety culture. With the right behaviour and attitude, not only does it facilitate a positive work environment, but allows
for team members to be engaged and present in an ever-evolving safety culture. Developing these mindsets can be difficult, especially taking into
account the barriers we face as employers regarding diversified values, beliefs and opinions. Delving into the why’s of psychological frameworks
creates a better understanding of the human thought process and can aid in creating programs to transform mindsets.
This workshop will serve as a platform for participants to discover ways to develop the mindset and practices for an involved and interactive safety
culture. Hillary will explore the main causes of a disengaged work force. She will explore ways to overcome obstacles that are blocking a truly
connected safety culture through psychology.
The mindset and practices required to develop an engaged, rather than a compliant health and safety culture
• What is mindset and practice?
• A mindset and practices framework for understanding safety culture
• Safe practice starts with helpful mindset
• Strategies to change mindset
Relationship between safety mindset and safe practices
• Why do people do what they do?
• Use of applied behavioural analysis (ABCs) to change unsafe behaviours
• What can be done to give people the best possible chance of making safe behavioural choices and judgements
Assessing safety culture
• Tracking safety mindset and practices across the organisation
• Using current mindset and practice to identify health and safety improvements
The role of leadership in developing and sustaining and engaged health and safety culture
• How leaders shape safety culture
• Leadership mindset and practice required for an engaged
• Leadership of health and safety - a ‘wicked’ problem?
Expert Facilitator: Dr Hillary Bennett Director
Leading Safety
Hillary Bennett is a director of Leading Safety, a consultancy specialising in safety leadership, safety culture, human factors, and workplace health and
safety. She is a registered psychologist and has extensive experience in consulting to organisations, both large and small, in the private and public
sector. She assists organisations develop healthy and safe workplaces through the use of stress risk assessments, safety culture assessments and
the development of customised human and organisational factor programmes.
Pre-Summit Workshop
24 January 2017
WORKSHOP SCHEDULE
• 8.30 - 9.00 Registration
• 9.00 - 10.40 Session One
• 10.40 - 11.00 Morning Tea
• 11.00 - 12.30 Session Two
• 12.30 - 1.30 Lunch
• 1.30 - 3.00 Session Three
• 3.00 - 3.20 Afternoon Tea
• 3.20 - 4.30 Session Four
• 4.30 Close of Workshop
TEAM BOOKINGS AVAILABLE
TEAM OFTEAM OF TEAM OF
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3. Day One 25 January 2017
Effectively instilling safety values and
8.30 - 8.55 Registration and Morning Coffee
8.55 - 9.00 Official Welcome and Opening Remarks from
the Chair
9.00 - 9.40 OPENING KEYNOTE CASE STUDY
Leading a positive shift in safety culture
When looking to develop a strategy to improve safety
practices, outcomes and overall culture within an
organisation, it is essential to not only establish what
you want to achieve, but how you are going to get there.
Understanding the psychological drivers underpinning
stakeholders’ needs, expectations and beliefs helps to
enable existing safety practices, enhance a stronger safety
culture and improve safety performance overall. Kim will
discuss her journey in becoming the Head of Safety and
Assurance for Airways New Zealand and the role she has
played in leading a safety culture shift across Airways. She
will cover:
• How to formulate your safety strategy and goals
• Determining the right safety culture for your organisation
• Implementing your roadmap for success
• Tracking success and continual improvement
Kim Nichols Head of Safety and Assurance
Airways New Zealand
9.40 - 9.50 Questions and Discussion
9.50 - 10.30 CASE STUDY
Safety psychology resistance to change - Culture
vs. compliance
One of the main challenges organisations face when
implementing new initiatives and attempting to improve
their safety culture is the team’s resistance to change. The
ability to engage your staff and navigate them through
new processes and procedures is vital when conducting
any sort of adjustment. Defining the difference between
pioneering an effective safety culture and simply fostering a
compliant environment makes all the difference for obtaining
a connected workforce. Susan will reflect on her experience
working for companies such as Repco and Noel Leeming
Group, as well as touch on her achievements in becoming a
Finalist for Most Improved Large Workplace at IBM Kenexa
Best Workplace Awards. She will cover:
• Encouraging positive attitudes through times of change
• Fostering effective safety awareness
• Evolving existing safety cultures
Susan Lowe General Manager Human Resources
and Safety
GPC Asia Pacific (New Zealand)
10.30 - 10.40 Questions and Discussion
10.40 - 10.55 Morning Tea
10.55 - 11.35 CASE STUDY
The power of framing to influence safety decision
making
In order to gain your team’s attention, interest, and
acceptance, the way in which you present your information
to them is very important. Whether it is introducing a new
policy or implementing an organisational change, the
way this information is received and stored will ultimately
come down to how you project it. Drawing on his years of
experience managing staff in various industries here and
abroad, Julio will go over framing and the significance it has
when attempting to positively influence behaviours. He will
discuss:
• The power of framing to drive better performance
• Creating positive associations with safety
• Showcasing safety processes in the best way possible
Julio Rodriguez General Manager, Health and Safety,
Global Operations
Fonterra
11.35 - 11.45 Questions and Discussion
11.45 - 12.25 EXPERT COMMENTARY
The psychology of risk - Understanding why
people behave unsafely
For safety leaders, identifying safety hazards and observing
employees breaking the rules is not hard to do, however
understanding why these occurrences happen and taking the
steps to implement useful and productive change is another
story. Analysing the root cause of safety drivers and taking
a look at the psychological aspects behind these motivators
will ensure that meaningful modifications are made and will
ultimately lead to the success of applying any real changes.
In this session, Barb will reflect on her experience within
psychology and her work helping organisations capitalise on
the benefits of health and safety within the workplace. She
will discuss:
• Motivators to cut corners in safety
• Common sense is not that common
• Applying learning theories to implement behaviour change
Barb Hutchinson Managing Director
Harm-Less Workplaces Limited
12.25 - 12.35 Questions and Discussion
12.35 - 1.35 Networking Lunch
1.35 - 2.25 INTERACTIVE PANEL DISCUSSION
Embedding safety as a core value in your
organisation
A significant challenge surrounding the safety role for
organisations is establishing and sustaining an effective
program that encapsulates the values and culture of the
organisation. Ensuring essential policies are adopted,
potential problems and obstacles identified, and making sure
that all employees moving forward are centred around safety
procedures are critical skills that must be implemented daily.
Considering psychological frameworks and motivators can
be a useful element when attempting to understand your
team. This panel session will explore how to activate safety
values and how these are vital to achieving an effective safety
culture. Discuss:
• The fundamentals of safety culture - Values-based
leadership and how human factors impact performance
• Making safety a subconscious / automatic priority
• Positioning safety at the forefront of employee
consciousness
Marlene Strawson General Manager People & Safety
Mercury
Ash O’Halloran Health, Safety and Training Manager
OceanaGold
Lisa Stephenson Principal, Health and Safety
Ministry of Business, Innovation and Employment
2.25 - 3.05 EXPERT COMMENTARY
Interpreting hazard - Different perceptions of risk
and safety
The perception of risk, safety and general well-being is
determined by attitudes, personal opinions, beliefs and
thought-processes of individuals. Understanding the
reasoning behind this level of awareness is essential when
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PLUS TWO WORKSHOPS!
Plus Two Separately Bookable Full-Day
Workshops on 24 & 27 January 2017
4. awareness
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shaping how to convey specific messages to your team and
truly identifying the cause and effect of certain actions that
effect organisational safety standards. Barnaby will explore:
• The perception process
• How to apply psychology to risk management
• Managing different interpretations of safety
Barnaby Pace Risk Manager
Hamilton City Council
3.05 - 3.15 Questions and Discussion
3.15 - 3.30 Afternoon Tea
3.30 - 4.10 CASE STUDY
Organisational resilience - Strategies to engage
employees mentally and physically
To truly embody a successful workplace that is in line with
company values and standards, safety must be at the
forefront of all activities. Whether that is through legislation
implementation or day-to-day undertakings, all members of an
organisation must be committed and driven to exemplify safety
in everything they do. Ensuring that your team is engaged both
mentally and physically ensures that all facets of safety are
recognised and followed. Jo will speak on her experience within
the National Health, Safety and Quality Manager role at TIL
Freight, and how she fosters a resilient workplace environment
that is centred on consistently engaging employees. Josephine
will explore:
• How to incorporate health and safety into every day functions
• Making the decision to be safe
• Techniques to connect with team members and instil safety
practices
Josephine Dando National Health, Safety and Quality
Manager
TIL Freight
4.10 - 4.20 Questions and Discussion
4.20 - 4.30 Concluding Remarks from the Chair
• Workplace Health and Safety
Managers
• Safety General Managers
and Managers
• Site Superintendents
• Health and Wellbeing General
Mangers and Managers
• Occupational Health and
Safety Managers
• Operations / Site Managers
• Principal Advisers /
Consultants in Safety
• General Managers of HSE
• Organisation Development
• Industrial Psychologists
• Risk and Compliance
Managers
• Injury Management
Specialists
• Workers Compensation
• Occupational Therapists
• Rehabilitation / Return to
Work
WHO WILL ATTEND
Day Two 26 January 2017
8.30 - 8.55 Morning Coffee
8.55 - 9.00 Opening Remarks from the Chair
9.00 - 9.40 OPENING CASE STUDY
Integrating systems to support employee
wellbeing and safe behaviour
When attempting to introduce new systems and
processes to any work environment, understanding how
that change will be received by the end users is critical.
Early identification of how system design is likely to
influence both worker and management behaviours and
modification of the design to align with organisational
values is vital to achieving success and driving a positive
safety culture. Realising how to design a system to better
support decision making and key behaviours amongst
staff will ultimately result in successful adoption and
proactive safety results. Phil will draw on his experience
working towards safety improvement and identify key
techniques to drive impactful organisational safety
change. He will cover:
• Thinking ahead to eliminate disruption
• Simplifying safety
• Designing systems to set clear behavioural
expectations for workers and management
Phillip O’Connell Group Manager Zero Harm
Systems
KiwiRail
9.40 - 9.50 Questions and Discussion
9.50 - 10.30 CASE STUDY
“Giving our people a fair go” - Just culture
programme
Initiatives designed to enhance a safety culture must
align with the company culture, values and wider
business approach. In this case study session, Julian
will provide an overview of how Z Energy’s Just Culture
Programme achieved this and the approach and
psychological framework that underpinned its successful
implementation. Julian will reflect on the key learnings
he gained from the development process, how the
programme was received and the overall outcomes that
have been achieved in the past year. Explain:
• The steps to organise and implement a new
programme
• How to engage staff with changes
• Helpful tips and techniques when looking to shift your
organisational culture
Julian Hughes General Manager HSSE
Z Energy
10.30 - 10.40 Questions and Discussion
10.40 - 10.55 Morning Tea
10.55 - 11.35 CASE STUDY
Fostering effective risk awareness
When establishing any sort of organisational safety
change, it is critical that employees understand why
such processes are being put into place and the
consequences that will occur if proper protocol is
not followed. Encouraging team members to accept
and appreciate certain regulations and rules and truly
understand the reasoning behind them results in
successful adherence and minimises harm. Pioneering
these types of behaviours and attitudes is the foundation
NETWORKING RECEPTION
4:30 - 5:30PM
Make the most of your experience,
join us to network over complimentary
canapés and drinks
5. Understanding the connection between psychology and safety
Phone: +64 9 927 1500
Fax: +64 9 927 1525
www.liquidlearninggroup.com
2.25 - 3.05 EXPERT COMMENTARY
Cultural attitudes of health and safety
When identifying organisational culture issues, understanding
your diversified team’s attitudes, beliefs and values is
essential to successfully implement any strategic plans for
improvement. The way in which one perceives and adapts
to safety regulations and enactments, as well as general
corporate community, is heavily influenced by their own
personal motivators, behaviours and background. Nicky will
draw on her 15 years’ of international experience dealing with
health and safety management to illustrate the connection
between psychology and safety. She will discuss:
• Understanding the connection between organisational
culture and health and safety
• Recognising and managing diverse employees
• How to apply psychology to organisational culture
Nicky Vaughan Principal Consultant, Health, Safety &
Wellness
Safety First New Zealand Ltd
3.05 - 3.15 Questions and Discussion
3.15 - 3.30 Afternoon Tea
3.30 - 4.20 INTERACTIVE CLOSING ROUNDTABLE
The future directions of safety leadership and
psychology
Recognising and defining your organisational safety needs is
critical for achieving effective safety behaviour and decision
making. By understanding the role psychology plays in the
safety realm, leaders can implement successful organisational
changes that will position safety at the forefront of the
workplace culture. This round table encourages delegates
and speakers to participate in a conversation to explore
the innovative models, concepts and techniques previously
discussed in the conference that will consequently play a role
in the future of safety psychology. The discussion will go over:
• Embedding safety as a core organisational value
• The evolving role of human factors and psychology in safety
improvement
• Practical tools and techniques to implement in your own
organisation
Rachel Walker General Manager, Safety and Risk Orion
Director Oomph
4.20 Concluding Remarks from the Chair
and Summit Close
for an effective safety culture. In this session, Gordon will
cover:
• Leading by example when demonstrating risk awareness
• Successful tips and techniques to heighten safety
awareness amongst staff
• Practical examples and indicators of risk awareness in
the workplace
Gordon Little National Health and Safety Manager
Fletcher Construction
11.35 - 11.45 Questions and Discussion
11.45 - 12.25 EXPERT COMMENTARY
Driving positive behavioural change through
human psychology
The vast majority of programmes that are developed
involve some form of change, whether it’s a change in
process, system, attitude or behaviours. Regardless of the
specific focus, almost all of these deal with people to some
degree and a lack of focus on the ‘human element’ leads
to the failure of programmes on a regular basis. Ensuring
programmes are ‘people-centric’ is critical to ensure that
programmes are actually delivered and are effective. In
order to do that, it is very important to understand the
basic principles of what drives human behaviours, what
works and what doesn’t. This will allow you to tailor any
programme to the people involved and greatly increase the
value of programme delivery. He will go over:
• The ranges of human engagement and how decisions
are made
• The nature of change and how to focus your messaging
• The big ‘no no’ of programme messaging
• Social normalisation
Michael Field Group Manager, Occupational Health,
Safety and Wellbeing
Waitemata District Health Board
12.25 - 12.35 Questions and Discussion
12.35 - 1.35 Networking Lunch
1.35 - 2.25 INTERACTIVE PANEL DISCUSSION
Safety psychology in action - Creating a
conducive environment for safety evolution
With the continuous implementation of new safety
procedures and practices, the environment for our team
members must be constantly adjusting and adapting to
ensure a robust safety culture is developed and maintained.
Providing a space for employees to feel comfortable asking
questions, raising concerns and acclimating to changes
is essential when attempting to develop and maintain a
safety driven workplace. This panel discussion will explore
strategies to achieve a dynamic workplace environment:
• Constructing the right culture for safety change
• Identifying areas of improvement and strategies to
develop processes
• Embracing safety psychology models
Tania Palmer General Manager Health, Safety and
Environment
Contact Energy
Alistair Forde National Health & Safety
(Manaakitanga) Manager (NZ/Aust)
Tonkin + Taylor
Josephine Dando National Health, Safety and
Quality Manager
TIL Freight
Errol Barnett Health and Safety Manager
Refining NZ
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This conference applies the term ‘Safety Psychology’ as a broad term to
highlight the focus on mindsets, decision making and their role and impact in
a safety context. Please note that this term is not applied in a clinical context,
rather a general term referring to mental states and their role in safety. While
many speakers are formally qualified psychologists, others are not, they will
be presenting their strategies and experiences in a broader context as safety
leaders, however with a focus on the factors that impact employee attitudes,
mindsets and decision making.
CONTENT NOTE:
6. SPONSOR TODAY!
Limited sponsorship and exhibition opportunities
available. For your chance to brand yourself as a
market leader, please call: +64 9 927 1500 or email:
partnership@liquidlearning.co.nz
Phone: +64 9 927 1500
Fax: +64 9 927 1525
www.liquidlearninggroup.com
9.00 - 4.30
Beyond Safety Compliance - Achieving Cultural Change that Sticks
When it comes to health and safety within the workplace, thinking has largely moved from compliance to a more behaviour and culturally-focused
mindset centred around psychology drivers and understanding human behaviour. Recently, the question has been raised about why compliance with
legislation and passing external audits are not enough to guarantee a safe workplace, as well as why we are completing so much paperwork and yet it
never seeming to be enough to make a difference. Organisations are wondering why people do not do what they are told and work safely all the time,
and questioning why these concerted attempts to change this cycle are not yielding any results.
Having a safe and healthy workforce seems to take so much effort and most organisations find they reach a moderate level of improvement only to find
they plateau. Or worse – they think they’re doing well and then have a serious accident. They introduce ideas, find new measures and run training but
somehow the rewards of the effort are missing. There has to be a better, more effective way to ensure your people go home fit and well.
Safety is so much more than compliance and individual behaviour alone doesn’t seem to explain results. A clear understanding of organisational
psychology and its relationship to safety culture is key to success. At the heart of the matter is what is accepted by the team as “how things are done
around here” but how can you change that? It’s like moving the Titanic. Change is hard enough but cultural change is tougher again.
In this interactive workshop, participants will learn to view safety differently and techniques to roll out cultural change that will be impactful at a group
and individual level.
Cultural targets
• The effect of culture on safety outcomes
• What does a mature safety culture look like?
• What do you want to achieve?
Culture and the individual
• What drives individual behaviour?
• What happens when a group forms – how group dynamics and culture work
• Why cultural change is so hard
Effective change programmes
• The fundamentals of cultural change
• Models for success
Delivering ‘sticky’ safety improvements
• Rolling out sticky cultural change
• How you know you’ve arrived
Expert Facilitator: Rachel Walker General Manager, Safety and Risk Orion
Director Oomph
FHRINZ, Reg Psyc, MA(hons), dBA, Accredited Change Practitioner
Rachel is one of New Zealand’s best known change, organisational development and safety professionals.
Rachel has over 20 years’ experience in advising boards, executives and managers on people leadership, including organisational transformation and
change. Currently the General Manager Safety and Risk at Orion, she has worked in public and private sector organisations including the Department
of the Prime Minister and Cabinet (DPMC); Deloitte Touche Tohmatsu; UCOL and Delta Utility Services. Among other roles held, she was the Director
of Transition and Transformation at DPMC, acting as the programme director for CERA’s disestablishment and the Ministry of Civil Defence and
Emergency Management transition.
As the Immediate Past National President and Chair of the Human Resources Institute of New Zealand she represented HRINZ nationally and
internationally. She is on several boards including the Royal Agricultural Society and is a former board member of the Otago Southland Employers
Association and the Otago Polytechnic.
Rachel has a Masters degree in Industrial Psychology and is registered with the New Zealand Psychological Society. She has held executive and board
responsibility for health and safety alongside other portfolios for many years, as well as running her own consulting and contracting business Oomph.
Rachel’s focus is on transforming organisations through people.
Post-Summit Workshop
27 January 2017
WORKSHOP SCHEDULE
• 8.30 - 9.00 Registration
• 9.00 - 10.40 Session One
• 10.40 - 11.00 Morning Tea
• 11.00 - 12.30 Session Two
• 12.30 - 1.30 Lunch
• 1.30 - 3.00 Session Three
• 3.00 - 3.20 Afternoon Tea
• 3.20 - 4.30 Session Four
• 4.30 Close of Workshop
