ARC Cover Note
Risk Deep-dive: Health, Safety and Wel being
ARC Meeting Date
Friday 8 December
Agenda item
1.4
October
Sponsors
Laura Dixon, Dep. Sec.
Presented by
Adelyn Wischnowsky
Organisation Performance
Purpose
To discuss the risk deep-dive for Health, Safety and Wellbeing.
This paper requires
Advice
Discussion
X
Endorsement
Feedback
X
What other governance
None
groups have considered
this before ARC?
Key risks and how these N/A
are being managed
Introduction and background
Risk deep-dives were approved as part of the ARC forward agenda at the August meeting. For this
meeting, Risk, Assurance and Resilience (RAR) function has worked with the business to develop the
Health, Safety and Wellbeing risk.
The HSW risk deep dive explores both the physical and mental safety of our people. Work both
underway and planned for the future are outlined in this paper.
Key takeaways
•
We are continuing with the new ‘deep-dive’ format of reporting
•
We are using it to present the HSW risk
•
9(2)(g)(i)
CLASSIFICATION
Recommendations
It is recommended that the Committee:
1.
Discusses the attached risk deep-dive
Attachments
1. Risk deep-dive: Health, safety and wellbeing
CLASSIFICATION
Audit and Risk
Committee
Tactical Risk Deep-Dives
Risk Deep-Dive
Risk causes:
Safety & Wellbeing
Risk consequences:
•
Lack of maturity of our Health and Safety Management Systems
•
Legal prosecution
Risk Description: 9(2)(g)(i)
•
Discrepancy in leadership capability and best practice 9(2)(g)(i)
•
Serious injury or fatality
Te Pūrengi Lead: Laura Dixon, Deputy Secretary Organisational Performance
•
Reputational damage (media, recruitment opportunities)
Functional Lead: Adelyn Wischnowsky, Director People and Capability
•
Offsite, lone work
•
Breakdown of internal relationships and trust
•
Fully remote staff with limited oversight of set-up
•
Lost productivity and time including presenteeism and
•
Poor work design, role clarity, and lack of clear development
Risk Context: The rapid growth of the Ministry has meant we have primarily been working reactively in the Health, Safety &
absenteeism
pathways
•
Wellbeing (HSW) space (including supporting the Ministry’s response to the pandemic) with limited resource to focus on
High turnover
•
Historical turnover in HSW function has led to knowledge loss,
proactively lifting the maturity of our Health & Safety Management Systems (HSMS).
and project delays.
9(2)(g)(i)
Risk controls:
(HSW) Reps across all business groups. Including training and regular
•
Critical Risks identified and confirmed by Te Pūrengi. Lone/Isolated
Rep meetings.
Work, Driving, Pandemic, Psychological Harm.
•
Building trust in our HSW capability across the Ministry and become
•
Reporting to governance groups has been improved to better reflect
more visible as a resource for kaimahi.
9(2)(g)(i)
the current state of the organisation. Work being undertaken to
•
Quarterly Reporting to Te Mīmiro and Te Pūrengi.
include more valuable data and context in these reports to keep Te •
Quarterly HSW Committee
Pūrengi better informed.
•
HSW Policy
•
Officer training completed by governance members to ensure they •
HSW Charter
are aware of their responsibility as Officers under the HSWA.
Effective leadership, engagement and curiosity from Te Pūrengi as
they explore quarterly HSW report data.
•
Strengthening the engagement of our Health, Safety, and Wellbeing
Wellbeing Context: Our organisational survey, Tō Reo, has placed us 0.5 below benchmark and in the bottom 25% of Peakon
results in Wellbeing related feedback. Feedback is telling us that there is work to be done to protect our people from harm to their
wellbeing in the workplace. We are focusing our efforts on lifting the following areas:
Future actions to address this risk:
•
Work is underway to ensure the maintenance of our HSW data is
•
Leadership capability in fostering psychologically safe teams
•
Critical Risk project underway with the support of Risk Management
accurate and our one-source-of-truth.
•
Our approach to work design including how we can protect our people through good work design.
consultants Van Schaik Ltd. This work has commenced with deep
•
Weaving psychological safety into our leadership Capability
dive bow-tie and risk analysis of two of our four Critical Risks,
programme is underway
Isolated/Lone Work and Driving. This is a long-term project which will •
Project is underway to understand the Psychological Risks within the
require time and resource to ensure robust critical controls are
organisation (workload, job design, role clarity, expectations,
Portfolio Risk Ratings
implemented and monitored.
development opportunities). Project will be phased to allow for
•
Proposal for remote home office kaimahi in the approval stages to
sustainable implementation of any changes or improvements.
Portfolio
Rating
Trend
ensure we are meeting our obligations under the HSWA. This
•
Explore options to increase Safety and Wellbeing Team resource.
includes resourcing to set up our kaimahi’s home work stations more
Joint Evidence and Data Insights
Amber
Stable
effectively and ensure our people have access to the tools and
Waste and Resource Efficiency
Amber
Stable
resources to maintain a sustainable ergonomic setup.
•
Increase quality of our governance reporting to include more lead
Partnerships and Public Affairs
Amber
Stable
reporting and other relevant markers as we gain maturity.
•
Procure fit-for-purpose technology to manage Incidents, Hazards and
Tūmatakōkiri
Amber
Increasing
Critical Risks, including the capability for improved investigation
Office of the Chief Executive
Green
Stable
process and monitoring.
Policy Implementation and Delivery
Red
Increasing
Matapopore
Amber
Stable
RAG assessment definitions
Organisational Performance
Amber
Stable
•
Red – We are not managing, or not able to manage, this risk to our success currently. It is likely to occur in the next 12 months, and therefore needs more
active support, planning and management (usually including support from other parts of the Ministry)
Climate
Red
Increasing
•
Amber – We are managing this risk to our success to some extent currently. It could occur in the next 12 months, but we have plans in place to manage it to
WaLUP
Amber
Stable
an acceptable level
•
Green – We are managing this risk to our success well currently. It is unlikely to occur in the next 12 months, but we will continue to actively manage it
•
N/A - this risk doesn’t apply to our portfolio
