Why are we doing this?

• As a PCBU (Person in Charge of a Business or Undertaking) under the Health & Safety at Work Act, we have a duty to ensure that we have appointed competent and capable suppliers, and that we undertake reasonable checks to ensure they are discharging their legal duties and contractual requirements appropriately.

• All individuals working for Link Alliance are afforded the same protections, regardless of which organisation they are employed by.

• As work on the CRL project progresses towards railway systems installation, Mechanical, Electrical, Fire and Hydraulic (MEFH) and architectural work on the stations, public realm works and testing and commissioning, more interfaces between work being delivered by different suppliers emerge. It’s therefore important that the project engages with these suppliers to ensure those interfaces are well managed, and that all suppliers are aware of the minimum standards of work expected.

• Continuous improvement requires that all PCBU’s engaged on the project actively learn from where things have gone well, or not so well. We therefore need to facilitate the sharing of H&S information across suppliers, including H&S performance data, examples of good risk management practice, and relevant learnings from incidents or successes.

What are we going to do?

• Review and revise project minimum H&S requirements to ensure that remain fit for purpose and appropriate.

• Establish and communicate clear delineations of H&S responsibilities between suppliers and principal contractors, including the management of work at interfaces between different work groups.

• Undertake frequent inspections and reviews of work to ensure critical risk controls are being implemented effectively in practice.

• Establish and manage frequent H&S forums with contractors to facilitate the sharing of information, lessons learnt and examples of good H&S risk management practice.

Why are we doing this?

• The mental and spiritual health of our workforce is of equal important to physical safety.

• We know that there are many drivers of good mental and spiritual health outcomes, and that commonly, the NZ construction industry has many factors which left unmanaged, can give rise to poor mental health outcomes for its workforce.

What are we going to do?

• Refine and deliver a comprehensive risk-based occupational health monitoring programme to ensure risk controls are protecting our people from ill health outcomes.

• Develop and implement a programme which builds, enhances and maintains high levels of resilience in the workforce and which contributes towards a positive, engaging and healthy work culture.

• Establish and deliver frequent events, initiative and training activities which aim to build high levels of awareness of mental health risk factors and strategies to avoid them.

• Working with partners, ensure the right support mechanisms are in place for anyone who is struggling with their mental or physical health or wellbeing.

Why are we doing this?

• Organisations with a positive safety culture have high levels of safety accountability and leadership demonstrated throughout all level of the workforce. This means that people understand the impact they can have on safety standards in how work is done, set positive examples themselves, and work with others to ensure those standards are consistently adopted.

What are we going to do?

• Progressively build and enhance the safety leadership capability of our front line teams be delivering training and coaching programmes as a key facilitator to driving improved outcomes in this area.

• Continue to deliver our industry-leading behavioural safety programme and ensure this remains appropriate and relevant to the work being undertaken.

Why are we doing this?

• Successful organisations adopt management systems which describe what they do, and how they do it, to satisfy and exceed their customers and stakeholders expectations. The maturity of the safety management system can be measured using well established assessment methods to establish how effectively the various components work together to achieve that goal. This allows for targeted improvement activities to be introduced to enable continuous improvement in systems, tools, management and leadership capability.

What are we going to do?

• Continue to progress the maturity of the CRL Ltd and Link Alliance safety management systems using Risk Management Maturity Model RM3.

• Develop and deliver a H&S improvement plan – a tactical programme of activities, informed by data analysis and engagement with front line delivery teams, to support and resolve issues to enable continuous improvement in H&S performance.