25 P1 2 Quarterly Health Safety and Wellbeing Report Q3 2024 2025.pdf

CLASSIFICATION
Quarterly Health, Safety and Wellbeing Report
Meeting date: 13 May 2025
Written date: 21 April 2024
Sponsor: Laura Dixon
Prepared by: 9(2)(a)

What you’re updating Te Pūrengi on
Q3 (January – March 2025) Health, Safety and Wellbeing report covering lead and lag
indicators and work programme update.

At our last Te Pūrengi meeting we gave Te Pūrengi assurance that we continue to deliver
on the Health, Safety & Wellbeing Roadmap and are on track to meet our deadlines.
There was discussion on kaimahi wellbeing as it relates to workload, which we have
addressed in this report.

This paper specifically provides an update on:
1.  Meeting our HSW Obligations and planned future activity
2.  An initial review of our Psychological Harm Critical Risk controls.
3.  Update on 9(2)(a), 6(d)  Recommendations
4.  Incident and Hazard Data
5.  EAP data

The report has been discussed at Te Mīmiro with the key points below highlighted:
•  Te Mīmiro were pleased with the report and progress of the HSW Roadmap.
Additionally, they were pleased to see the focus on the Psychological critical risk
controls following discussion on this topic at the February Te Mīmiro meeting.
•  Recommendations were made on inclusions for future reports which will be
implemented. These included: the addition of lead indicators for kaimahi wellbeing
in addition to current EAP data presented, inclusion of a high level slide with key
take-aways from the report, and an outline of key messaging for leaders to be
promoting,

Reason for Te Pūrengi’s consideration
The intent of this report is to be a tool for Te Pūrengi to receive information, to ask
questions and to discharge their governance duties. This report allows the Ministry as a
PCBU to monitor the HSW performance, status, and progress against current
assumptions.
Have Te Pūrengi considered this item before?
The report contains regular updates on agreed HSW measures, and in addition we would
like to bring your attention to the initial review of psychological harm controls (slide 4), and
an update on the 9(2)(a), 6(d)  recommendation progress (slide 6).
Te Pūrengi paper: Quarterly Health, Safety and Wel being Report
Te Pūrengi meeting: 13 May 2025
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Recommendations
It is recommended that Te Pūrengi:
•  Note the progress made on the HSW Roadmap and the proposed activity following
completion of this (slide 3) and the progress made on 9(2)(a), 6(d)

recommendations (slide 6)
•  Give feedback on the initial review of the Psychological Harm critical Risk controls.

Actions (detail slide 9)
1.  Attend the Leadership Mental Health Workshops running in May and June
2.  Complete frequent wellbeing and workload check-ins with your kaimahi and role
model this leadership behaviour.
3.  Continue to use the guidance in the 2024 updated Institute of Directors Health and
Safety
4.  Continue supporting HSW Representatives to have visibility within your Business
Group.

Te Pūrengi paper: Quarterly Health, Safety and Wel being Report
Te Pūrengi meeting: 13 May 2025
2
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ARC Cover Note

Q3 HSW Report
ARC Meeting Date
2 July 2025
Agenda item
Q3 HSW Report
Sponsor
Laura Dixon
Presented by
9(2)(a)
– Manager –
Deputy Secretary,
Culture & Capability

Business Transformation
Tracey Kaio – General Manager –
P&C
Purpose
To bring the committee’s attention to the most recent Quarterly Health, Safety
and Wellbeing (HSW) report.
This paper requires
Advice

Discussion
X
Endorsement

Feedback
X
What other governance
Te Mīmiro - April 20, 2025
groups have considered
Te Pūrengi - May 13, 2025
this before ARC?

Introduction and background
Every quarter, People and Capability provide Te Mīmiro and Te Pūrengi with a Health, Safety and Wellbeing
(HSW) report covering lead and lag indicators and HSW work programme update. This report covers Q3 (Jan –
March2025).

In May we gave Te Pūrengi assurance that we were on track to deliver on the priority work outlined in the HSW
Roadmap to ensure we meet our obligations under the Health and Safety at Work Act 2015 (HSWA 2015).

Additionally, this paper provided an update on:

1.  An initial review of our Psychological Harm Critical Risk controls
2.  Completion of 9(2)(a), 6(d)
Recommendations
3.  Incident and Hazard Data. Not included (outside Q3):

i.  One near-miss 9(2)(ba)(i)
, managed by P&C.
ii.  One hazard, 9(2)(ba)(i)

.

These were verbally reported at Te Mīmiro and Te Pūrengi.
4.  EAP data

The report has been discussed at Te Mīmiro with the key points below highlighted:
•  Noted that Te Mīmiro were pleased with the report and progress of the HSW Roadmap, and to see the focus
on the Psychological critical risk controls following discussion on this topic at the February Te Mīmiro
meeting.
•  Recommendation on inclusions for future reports which will be implemented. These included: the addition of
lead indicators for kaimahi wellbeing in addition to current EAP data presented, inclusion of a high-level slide
with key take-aways from the report, and an outline of key messaging for leaders to be promoting.

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The report has been discussed at Te Pūrengi with the key points below highlighted:
•  Noted the progress made on the HSW Roadmap and the proposed activity following completion of this
(slide 3) and the progress made on 9(2)(a), 6(d)
recommendations (slide 6). Te Pūrengi noted
Tracey will give a verbal update to General Managers on the9(2)(a), 6(d)
•  Noted the expectation to attend Leadership Mental Health Workshops running in May and June and to
set expectations of attendance by General Managers and other leaders.
•  Discussed previous conversations with P&C leads about building resilience around workload and noted
that this will be discussed further at upcoming culture workshops. Raised concerns over kaimahi
cancelling leave or working extended hours to complete their work. Te Pūrengi noted they will also
discuss setting expectations with teams regarding workload at culture workshops.
•  Discussed business planning and noted all work programmes should build in HSW objectives such as
workload management and commissioning, while at the planning stage.
•  Gave feedback on the initial review of the Psychological Harm critical Risk controls. Te Pūrengi discussed
the hazard that was raised outside of the Q3 reporting period.
Recommendations
It is recommended that the Committee:
1.  Note the report and provide feedback on any aspects of the report.

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Quarterly Health,
Safety and Wellbeing
Report
Quarter 2: January – March 2025

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Contents
Update on meeting our HSW obligations
Slide 3
Psychosocial Harm Critical Risk: Initial Review of Controls
Slide 4-5
Update on recommendations 9(2)(a), 6(d)
Slide 6
HSW Metrics including lead and lag indicators
• Incident and Hazard data
Slide 7
• Employee Assistance (EAP) data and analysis
Slide 8
Our ask of Te Pūrengi
Slide 9
Appendix
Slide 10 – 17
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Update on meeting our HSW obligations
We  continue  to  focus  on  implementing  our  HSW  Roadmap  priorities  with  an  expected
Looking Ahead
completion date of July 2025. As outlined to Te Pūrengi in previous reports, completion of
these priorities will strengthen our HSW Management System, support us to manage our
Progressing  our  Roadmap  priorities  will  build  a  solid  foundation  for  our  HSW  management
risk, and give assurance that we continue to meet our obligations under the Health and
systems and will allow the Ministry to shift our HSW focus to the future. Additional y, the Ports of
Safety at Work Act 2015 (HSWA 2015).
Auckland ruling has informed our focus and has given a clear indication of what will both shift the
dial for maturing our HSW management and give Te Pūrengi confidence in discharging their duties
as Officers under the HSWA 2015.
See Appendix One for more detail on HSW Roadmap design and progress.
Following the completion of our HSW Roadmap priorities in July 2025, we will shift our focus to
the following:
Wel being Focus Update:
Following the April Q2HSW Report discussion at Te Pūrengi,  we have completed an initial
1. Create a long-term HSW Strategy including:
review of our Psychological Harm Critical Risk.
• An updated operating model for the Ministry’s HSW management system.
The purpose of this review was to understand our current controls, and identify areas for
• An  updated  wellbeing  strategy  focused  on  protective  factors  that  supports  our
improvement. This review involved looking at our current context, mapping our current
psychological critical risk work.
controls  against  Dr.  Hilary  Bennet’s  “Mental y  Healthy  Work”  model,  and  identifying
2.  Create  effective  and  sustainable  processes  for  measuring,  monitoring,  and  managing  our
current and future projects that will contribute to the management of this risk.
critical risks
• Review and refresh all CR documentation – this will give Te Pūrengi assurance that we
The  results  of  this  review  give  us  confidence  that  we  have  several  positive  supports  in
have the correct critical risk management documentation in place.
place for kaimahi. With confidence in the reactive supports we have in place, we can now
• Review and ensure efficacy of all current controls and monitoring processes– this will
shift our focus to proactive and preventative controls.
give Te Pūrengi additional assurance that our controls are working as expected.
• Clarity  on  operational  responsibilities  for  critical  controls  –  this  will  ensure
See slide Four for details of review. Note: We will be performing a more in depth analysis
accountability for HSW controls sits with the right roles and that we continue to build
on  our  Psychological  Harm  critical  risk  management  following  the  completion  of  the
capability across the Ministry.
roadmap.
3.  Measuring Success:
Following completion of the above, an external audit should be completed to understand
our progress in maturing our HSW Management system. This will give Te Pūrengi a clear
indication of how we are meeting our obligations and identify areas for improvement.
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Psychological Harm Critical Risk: Initial Review of Controls
A desktop review of our Psychological Harm controls has been completed. The results of this review (below) should give Te Pūrengi confidence that we have many effective supports in
place for kaimahi who may require support, and multiple projects underway which wil  strengthen our protective and preventative controls.
Note: we will be performing a more in-depth review and future planning fol owing the completion of the roadmap.
Step One: Review Our Current Context
Step Two: Review and map our current supports
Step Three: Identify additional opportunities to
FTE has reduced and wil  reduce further in July with fixed
protect kaimahi wel being and psychological safety
term contracts ending and delayed redundancy kaimahi
We used the “Mental y Healthy Work” model
The following projects and initiatives which are
leaving.
designed by Dr. Hilary Bennet alongside the Business
Leaders’ Health and Safety Forum to bring structure
already underway wil  strengthen our
protective/preventative controls:
Significant Ministerial priorities such as RM reform
to this review (see next slide for detail on this model).
are high priorities which require significant work and
• Growth and Performance Framework lead by
quick turnaround.
the Culture and Capability Team. Launched in
We have multiple effective and wel  embedded
April 2025.
controls currently in place (detailed on Slide 6). These
• Mental Health for Leaders Training lead by the
EAP usage continuing to be approximately 10% higher
include activity completed in line with 9(2)(a), 6(d)
Culture and Capability Team. Workshops to be
than general EAP usage (10-14%) of other clients of
recommendations and deliverables completed
completed by July 2025.
Habit Health. These include NZ Police, MBIE, Ministry
in 2024 to support kaimahi wel being through change
of Justice, Ministry of Education.
(see appendix Two). This model highlights that we are
• Ministry Values and Culture project. Lead by
wel  covered in the ‘support’ space, with some gaps
Culture and Capability.
• Business planning cycle. Lead by SSP.
To Reo results shared with Te Pūrengi in January
in the ‘preventative’ space.
showed commentary from kaimahi that High
To see improvement in kaimahi wellbeing, we should
• Developing Forecast Reporting. Based on lead
Workloads, Work Demands , and Organisational
focus on sustainable workload management and
indicators.
Change Uncertainty were impacting wellbeing.
project planning, and resource al ocation.
Summary: The review has shown that we are wel  resourced in the reactive/support space. The next phase of control development should be focused on our protective and preventative
controls. This review has shown that the responsibility for delivering on effective preventative controls sits across the business in addition to P&C. To see real impact and drive positive
change for kaimahi wellbeing,  this needs to be a Ministry wide leadership, culture and behavioural change with a focus on designing work with kaimahi wellbeing and sustainability front
of mind.
Read the CEO Guide on this Framework here: Business Leaders’ Health and Safety Forum: Protecting mentally Healthy Work CEO Guide
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Psychological Harm Critical Risk: Initial Review contd.
“Mental  wellbeing  is  not  a  matter  of  luck  but  a  matter  of  design.  It  requires  a
deliberate  effort  to  control  psychosocial  risks  and  build  in  the  protective  factors
associated with ‘good work’.”
- Dr Hillary Bennett - Director, Leading Safety
This model was designed alongside the Business Leaders’ Health and Safety Forum
and  helps  organisations  to  design  ‘good  work’  that  protects  workers  from  risks  to
mental wellbeing that arise in the workplace.
This model focuses on four key areas:
Obligations
Use these approaches to prevent harm:
PROTECT
Identify risks to mental health and wellbeing. Eliminate or minimise at source where
practicable, and design in protective factors.
SUPPORT
Provide access to appropriate workplace and clinical support.
---------------------------------------------------------------------------------
Opportunities
Use these approaches to help people thrive:
FOSTER
Develop the mental health and wellbeing capability of individuals and teams.
RECLAIM
Restore the mental health and wellbeing of individuals and teams
Section one of this table outlines all current activity to support kaimahi wellbeing
and which support type this falls into within the model.
Section  two  shows  opportunities  for  future  activity  specifically  in  the  ‘protect’
space.
Some of this activity is currently underway.
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Update on 9(2)(a), 6(d)
Recommendations
9(2)(a), 6(d)

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Incident, Hazard & Workstation Assessment Data
9(2)(ba)(i)
9(2)(ba)(i)
9(2)(ba)(i)
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Employee Assistance Programme (EAP) data EAP usage summary roling 12 months Apr24  – Mar25
Average Habit Health EAP usage for Apr-24 to Mar-25 is 13.4%. Our usage is sitting at 31.5% for the same period. This is an increase from our last
report which was 24.7%. This increase is likely to have been influenced by the following factors:
• Extensive internal promotion of EAP since February 2024 as a support option.  This was promoted through keys messages from leaders, during
all  of  Ministry  monthly  Kotahitanga,  Ministry  reset  documentation  and  drop-in  sessions  and  key  supporters  speaking  openly  about  their
personal use of EAP. Kaimahi are comfortable with accessing this support and have made good use of this where needed. Some kaimahi are
continuing to adjust to the new structure, and any residual impacts from the change they experienced.
• This usage period is reflecting specific usage data from one of the most significant change periods that many of our kaimahi have faced.
• There is the added element of the current global context of uncertainty, including the increase in cost of living which we have been able to
support kaimahi with through the EAP Financial Advice option.  See Appendix 14-17 for additional data for each business group
Work Category /Presenting Issue Comparison to All EAP Customers
Personal Category /Presenting Issue Comparison to All EAP Customers
9(2)(ba)(i)
9(2)(ba)(i)
Kaimahi accessing support relating to Work make up 30% of our usage.
Kaimahi accessing support relating to Personal reasons make up 70% of our usage. This can
indicate that the current context of increased cost of living, and global uncertainty is having an
In comparison to other customers we are seeing:
impact on kaimahi.
•
9(2)(ba)(i)

In comparison to other customers we are seeing:
•
9(2)(ba)(i)

• Lower  usage  includes  9(2)(ba)(i)

This is a good

sign  that  we  have  strong  internal  relationships  in  the  majority  with  kaimahi  and  leaders
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supporting each other.

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Our ask of Te Pūrengi
1. Attend the Leadership Mental Health Workshops running in May and June and actively encourage
attendance  by  your  General  Managers  and their  leaders  (workshop  invites  are  in  all  people  leaders
diaries).
2. Complete  frequent  wellbeing  and  workload  check-ins  with  your  kaimahi  and  role  model  this
leadership behaviour expectation. Ensure that any new Managers have clear expectations set for how
they support their direct reports.

   Check-ins should include:
• Discussion of current workload and prioritisation
• Discussion of any work-life balance challenges
• Encouraging kaimahi to prioritise their wellbeing and access available support if needed
3. Continue to use the guidance in the 2024 updated Institute of Directors Health and Safety  Good
Governance Quick Guide (the full guide can be found here).
4. Continue supporting HSW Representatives to have visibility within your Business Group.
Recommended reading as referenced on slide 4:
Business Leaders’ Health and Safety Forum: Protecting
mentally Healthy Work CEO Guide
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Appendices
The fol owing slides contain the appendices referenced in the
document or additional information such as EAP data for your
information
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Appendix One: HSW Roadmap detail
Key elements of the HSW Roadmap:
Priority
Progress
Building HSW capability and understanding across the Ministry
1. Driving and Fatigue Policies
Policy completed and approved by Te Mīmiro.
This includes the capability build work made possible through the additional funding from Te Pūrengi
Next Milestone:
• Enhance  leaders’  and  HSW  Representative  understanding  of  our  health  and  safety  obligations,  their
Policy communicated to kaimahi
responsibilities within our HSW Management System, and the foundations of risk management
2. HSW Induction
Current induction reviewed. Updated
• Foster a positive safety culture leading to increased reporting of incidents and hazards
induction content finalised.
• Enhance kaimahi understanding of Ministry HSW expectations, practices, and behaviours, including a H&S
Next Milestone:
KPI across all kaimahi in the new Growth and Performance Framework being rolled out this FY.
E-Module created
3. HSW Governance
Te Pūrengi to complete Self-Assessment
Ensuring robust Critical Risk management
Next Milestone:
• Implementing priority critical risk controls to ensure that we are focusing on mitigating our highest risk
Te Pūrengi discussion on assessment results
activities.
and HSW good governance guide (April)
• Improve  Business  Groups’  access  to  critical  risk  monitoring  and  procedures  to  enhance  ownership  and
management of key risks. Including continuing to embed and monitor critical controls already in place
4. Leadership MH/Wel being
Workshops running May/June 2025
9(2)(a), 6(d)

Induction
5. HSW Rep and HSWC
Additional rep training booked in.
Guidelines
Next Milestone:
Reinforcing HSW expectations and responsibilities
Guidelines updated for role clarity.
To support the roadmap milestones, we will ensure key messages and updates are shared. Channels for this
6. Remote/Hybrid Worker HSW
Work progressing.
will include:
Induction
Next Milestone:
• Regular messaging in managers’ update to embed key HSW expectations and procedures
Clarity on remote worker equipment
• Updating HSW Reps and ensuring they cascade information within their business groups
provisions.
• Health and Safety Learning moments included in Business Group Hui
7. Updating incident and hazard
Initial updates completed. Future updates wil
reporting system
be in line with the HRIS tech update project.
Streamlining our Health and Safety Management Systems
• Strengthening  the  Ministry’s  Health  and  Safety  Management  System  to  ensure  accurate  and  timely
8. Incident Investigation process
Paused. To be completed in line with updated
reporting.
HRIS project.
• Enhancing our incident and hazard reporting system and strengthening investigation capabilities both from
9(2)(a), 6(d)
a system and people perspective.
• We are currently reviewing all people systems within the Ministry and a review of the current H&S system
is including in the scoping work
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Appendix One: HSW Roadmap contd. Shared with Te Pūrengi Dec 10 2024
Milestone
Outcome
Resource
Start
End
1. Driving and Fatigue
Fit for purpose policies that are wel  understood and embedded
• Driving policy
Internal HSW/C&C Team
Nov
Jan
Policies
across the Ministry.
• Fatigue Policy
External cost for driving training
2024
2025
• Defensive/4WD training
2. HSW Induction
Al  kaimahi have clear understanding of health and safety at the
• Updated HSW induction module
Internal HSW/C&C Team
Nov
Feb
Ministry. We see an improved culture of reporting.
• Supporting documents and Te Taiao
2024
2025
pages.
3. HSW Governance
Te Pūrengi confident in their governance role with easy access to
• Training for key T3 and P&C kaimahi.
Internal
Dec
June
guidance material. Additional kaimahi understand their
• Governance ‘quick guide’ created in line
External governance training
2024
2025
responsibilities.
with updated IOD guide.
4. Leadership MH/Wel being
Managers understand their responsibilities in supporting kaimahi
• Workshops with MHFA provider
Internal HSW/C&C Team
Dec
June
Induction
wellbeing, how to have conversations with their kaimahi, what
• ‘Quick guide’ for supporting kaimahi,
External for training with MHFA
2024
2025
support is available and our P&C process.
where to access support and the role that
provider
P&C play.
5. HSW Rep and HSWC
Clear responsibilities for HSW reps and HSWC leading to deeper
• HSWC charter
Internal HSW/C&C Team
Dec
May
Guidelines
employee engagement and participation
• HSW Rep guidelines and expectations
2024
2024
• HSW Rep Training
6. Remote/Hybrid Worker
Al  kaimahi are set up for success and safe work in their home office,  • Remote worker supplementary induction
Internal HSW/C&C Team
Jan
June
HSW Induction
clarity around WFH incidents and hazards.
and guidance for leaders.
2025
2025
7. Updating incident and
Fit for purpose reporting process, increased culture of reporting and  • Updates to Jadestar (which may be
External cost to upgrade Jadestar or
Jan
June
hazard reporting system
higher accuracy, and clarity of process and injury classifications
phased out in the next 12 months)
procure for new system
2025
2025
and
• Investigate fit for purpose system
8. Incident Investigation
Confidence in our investigation capability, clear process and
• Investigation SoPs
Internal HSW/C&C Team
Jan
June
process
responsibilities for managers and HSW reps, escalation point for
• Investigation training for HSW Reps and
External cost for training Reps in
2025
2025
severe incident investigation, and integration with BCarT
leaders.
investigation training
9(2)(a), 6(d)
Psychosocial CR
Pandemic CR
Driving CR
Isolated/Lone Work CR
9(2)(a), 6(d)
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Appendix Two: Wellbeing Approach to Support 2024 Change Activities
Shared with Te Pūrengi June 2024. This approach is focused on three key support pillars; Proactive, Just-in-time, and Aftercare. All pillars are progressing well, with all actions in place or
underway. Below is an update on completed and future activity:
Proactive Support
Activity from Wel being Approach
Detail
Status
Preparing our managers for change
• Sessions run for GMs with Organisational psychologist - complete
Underway
• E-Learning module live outlining key change principles and wel being implications - complete
• Change leadership sessions
• Peer learning/support cohorts
• 1:1 support with external experts where needed
Preparing teams who wil  have high-interaction with the
• HSW Reps booked in for Mental First Aid Training in May
Underway
business during change ( P&C Advisors, BPs, and HSW Reps)
• Connection / preparation meetings with BPs and Advisors
Preparing al  kaimahi for change
• Wel being sessions with Organisational psychologist 9(2)(a)
Complete
• Detailed Te Taiao page outlining key resources and support options available
Just-in Time Support
Activity from Wel being Approach
Detail
Status
1:1 support for kaimahi who are affected
• Clear pathways to access this support and connect with BPs, Advisors and S&W Team
In place
• External support pathways clearly defined and communicated
February Tō reo survey. This wil  give us valuable insights and
• Recommendations from results given
Complete
al ow us to pinpoint further opportunities for support.
Aftercare Support
Activity from Wel being Approach
Detail
Status
Outplacement and career support
• Provide assistance with counsel ing, career advice, financial advice and paid time off for job searching, applications and interviews. This
In place
is in line with the Col ective Employment Agreement.
Support for leaders managing changing teams
• On going support for those who are leading and supporting the organisation through change particularly where they bear a significant
In place
amount of the interaction and emotional load with impacted kaimahi.

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Appendix Three: EAP Usage by Business Group
Please note:
Due to the change in Business Group names, we will be showing both names until Q1 2025.
9(2)(ba)(i) 9(2)(ba)(i)

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9(2)(ba)(i)

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9(2)(ba)(i)
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