Strive to understand, adapt & utilise the psychology behind safety best practice
- Safely shape the decision-making process
- Master and leverage the psychology of behaviours
- Promote positive engagement
- Discover innovative safety approaches
Director, Health, Safety & WellbeingMassey University
Dr Kirstine Hulse
General Manager, Health & SafetyCavalier Bremworth NZ
Group Health & Safety ManagerBeca Group Ltd
Jess Van Slooten
Manager, Safety & AssuranceTransdev Australasia
Manager Health, Safety & Emergency ManagementMinistry of Justice
Environment, Health & Safety ManagerFletcher Construction Company Ltd
Group Health & Safety ManagerSilver Fern Farms
Occupational Health & Safety ManagerAuckland Council
Manager Safety Improvement & AnalysisAirways New Zealand
Dr Hillary Bennett
Managing DirectorKerb Appeal
Health & Safety ManagerLumino The Dentists
National HSE ManagerElectrix Limited
National Manager Health, Safety & EnvironmentNZ Bus
Consultant, Coach, Educator, ChairMandy Lacy Consulting Ltd
As workplaces grapple with the complexities of implementing safety change, meeting information gets lost or forgotten due to inadequate practices. Learning opportunities are missed in light of competing priorities, information overload, lack of shared attention and failure to identify and incorporate relevant learning sessions. Team members often have different perceptions about safety meeting topics and ambiguous approaches to implementation and contributing to team learning.
This interactive workshop takes you through nine areas of modern meeting practices that consciously and deliberately address these problems. Through application to your role and organisation, you will be able to plan, implement and facilitate fewer meetings with a higher return on investment, improved engagement and enhanced productivity.
- Current measurable costs, resources and outcomes
- Understanding the perceptions of every stakeholder
- Discover how to audit your meetings
- Determining an early baseline for ongoing development
- Establish a willingness to do things differently
- Incorporate the Nine Meeting Principles for modern meeting practices
- Reflection is key to the continual analysis of developments
- How to design theoretical application into real scenarios
- Drive the agreed actions together
- Recognise the achievement of milestones
- Review processes and maintain sustainability
Mandy Lacy Consultant, Coach, Educator, Chair Mandy Lacy Consulting Ltd
While safety management strategies have a holistic design, they are systemically responsible for attitudes and behaviours at an individual level. To pinpoint and prevent predictable failures, you'll need to weave safety into management decisions, securing engagement and trust with all staff. Only then will your safety strategy achieve organisation-wide appreciation - and prevention - of dangers.
- Identify the implications of management approaches
- Be ready to recognise and act upon predictable failures
- Understand how systems drive behaviours of the individuals
Paul Robertson Director, Health, Safety & Wellbeing Massey University
We can't eradicate threats, but we can minimise them. Discover how Phillip designed a collaborative safety system that understands human error and can identify risks before they become dangerous by distinguishing mentalities, ideas and decisions.
- Highlight the complex connection between the human psyche and safety systems
- Proactive safety to mitigate human risks
- Counter threats with a system that recognises and supports mistakes
Phillip O'Connell Manager Safety Improvement & Analysis Airways New Zealand
We've witnessed more focus around Human Factors and Safety in recent years – mostly driven by Safety II, Safety Differently and HOP. While it's magnificent to see professionals embrace the philosophy, change their systems and develop innovative practice, many are still giving little thought to the underlying cognition of behaviour. Karl will detail the notable causes of individual incidents that heighten accident-prone tendencies. He will also share innovative practices to help you combat the 1 in 188 rule.
- Delve deeper into what drives decision making
- Utilise the research to develop understanding and practices
- Combat fixed mindset attitudes
Karl Bridges Managing Director HFEx
The fire at the New Zealand International Convention Centre in 2019 spurred a massive realisation for Vanessa. The rooftop fire took nine days to extinguish, with 200,000 litres of water flowing to the lower levels as firefighters fought to contain the blaze.
Those who had spent years constructing the nearly completed building watched it burn, unable to enter the building and work for four months after the fire.
Vanessa was able to understand, process and respond to the psychological damage caused - and was able to assist those affected in recovery.
- Understand the psychological impact of a crisis
- Recognise the different needs of individuals
- The value of clear communication
Vanessa Matakatea Environment, Health & Safety Manager Fletcher Construction Company Ltd
Why do people expose themselves to risk? It's the million-dollar question, and it's our responsibility to find the answer. To succeed, we must recognise the psychological factors which drive the decision-making process.
Our esteemed panellists will discuss how they have been able to realise the risks and how you can develop a preventative safety strategy.
- Recognise decision-making drivers
- Understand the impact that psychology has on the safety of individuals
- Influence the decision-making process to drive the safest outcomes
Chloe Stewart-Tyson Group Health & Safety Manager Beca Group Ltd
Debbie Sinclair-Paton Manager Health, Safety & Emergency Management Ministry of Justice
Tracy Evans-Tracy National HSE Manager Electrix Limited
Kim Payton National Manager Health, Safety & Environment NZ Bus
Humans err, deviate and drift. The focus on personal shortcomings frames human beings as negligent, inattentive, risk-taking villains. This view is prevalent in Safety-I thinking, where people are a problem to be fixed. When developing into a Safety-II workplace, you must recognise human variability as necessary, as the ability to adapt is often a defence - not a risk.
- Understand key differences between Safety-I and Safety-II
- Walk away with a new understanding behind the need for human variability
- Incorporate Safety-II views into your future safety systems
Dr Hillary Bennett Director Leading Safety
It's not about what we do, but how we do it. We strive for concrete safety behaviours, but how do we avoid making simple mistakes when communicating safety? Andrew will help you gain a deeper understanding of the psychology behind how and why people respond to safety messages. With a few minor tweaks, you can gain cut through and achieve engaged safety outcomes.
- Recognise the impacts of your safety approaches
- Actively self-reflect on your communication to drive your safety culture
- Deliver safety messages with clarity and positivity
Andrew Mitchell Group Health & Safety Manager Silver Fern Farms
A wealth of science and psychology is waiting to be understood, used and developed. Unfortunately, science is often overlooked when health and safety professionals build their strategies. Dr Hulse believes we need it to inform our practices and boost early adoption of scientific findings to ensure the continual development of successful safety strategies.
- Discover the benefits of starting with science
- Drive safety development with scientific support
- Utilise cognitive diversity to drive innovation
Dr Kirstine Hulse General Manager, Health & Safety Cavalier Bremworth NZ
When exposed to traumatic events, it's the decisions made and systems in place that determine the outcome. Join Jess as she delves into how she re-imagined safety within Transdev through building healthy engagement and collaboration, ensuring everyone actively and willingly prioritises their responsibilities.
- Enable every individual to engage with their safety processes
- Build organisation-wide collaboration for consistent safety
- Guide analysis towards constant improvement
Jess Van Slooten Manager, Safety & Assurance Transdev Australasia
Innovation and technological advances are driving organisations towards achieving their safety goals. However, producing engagement throughout change is easier said than done. Join our expert panellists as they delve into their experiences, teaching you how to innovate and engage successfully.
- Understand the way people interact with new technology
- Avoid overcomplicating new processes and ensure new technology is user-friendly
- Effective change management by focusing on the benefits
Shane Lewis Occupational Health & Safety Manager Auckland Council
Janet Bowes Health & Safety Manager Lumino The Dentists
Getting bogged down in stats and metrics can feel a million miles away from championing positive safety psychology. But sometimes the figures can tell you more than meets the eye. By analysing the metrics to diagnose the underlying factors, Roger implemented a science-based approach to fundamentally change their culture from a check-box mindset to an engaged and proactive workforce.
- Actively seek opportunities to analyse safety procedures, behaviours and results
- Utilise your organisations’ people leaders to lead your safety culture
- Lead practical change in behaviours from a science-based approach
After earning her Master of Science Psychology, Donna became curious. How could psychology be applied to safety professional roles? On her scavenger hunt for answers, Donna found repeat offending behaviours that act as roadblocks in the way of safety goals. Donna will shine a spotlight onto the mentalities that may be inhibiting the success of your safety strategy.
- Discover how to refocus your employees' energy towards safety behaviours
- Ensure organisational awareness of the requirements for safety success
- Recognise how to persevere through the post safety honeymoon slump
Does your safety strategy actively address the risks of oversight? Or does it merely identify risk? Having enjoyed a 20-year career in aviation, Emma will reveal the hows and whys behind behaviour and help you develop systems to recognise, educate, and mitigate these risks before they arise.
- Understand where psychological factors impact safety
- Engage with your organisation to drive positive safety changes
- Incorporate safety psychology into your management systems
Emma Blackburn Managing Director Kerb Appeal
Summarise the takeaways and recognise how you can utilise your newfound knowledge within your workplace.
- Break down event themes and align with your organisation
- Important skills for safety success
- Develop an action plan for implementation
Mandy Lacy Consultant, Coach, Educator, Chair Mandy Lacy Consulting Ltd
Event Starting In!
Auckland, New Zealand