Bell Bay Aluminium saw that disconnecting a piece of equipment involved difficult physical activity, which would expose workers to the risk of body strain. After consulting between maintenance and engineering teams and collaborating with suppliers, a custom-made piece of equipment was produced and further engineering adjustments made to the work environment to improve work methods and remove the risk of body strain (category 2).

Bell Bay Aluminium identified that its electrical personnel were exposed to an unacceptably high risk of injury in case of an electrical arcing fault, especially in the worksite’s older installations. To manage this, a program was developed that included inspecting the in-house power system model, undertaking system fault studies, training workers, and ensuring arc flash mitigation was engineered into equipment design (category 2).

Bethlehem House Tasmania Inc saw that part-time shift work was having a negative impact on workers’ health and wellbeing, and on the organisation’s productivity and staffing costs. Changing the duties and rostering for night-shift workers improved their wellbeing and the quality of time they can spend with clients (category 2).

Care Forward recognised that policy and aspirational statements are not sufficient to change workplace culture and engage workers in managing their own health and wellbeing. It installed sit-stand desks for almost half the workstations in its southern office; focussed on reducing the risk of musculoskeletal injury and improving staff morale though initiatives such as free pilates classes; and created the Thrive program, which includes a monthly calendar of events and staff wellbeing ambassadors (category 7).

Degree C strives to continually improve its integrated management system by having certified systems that assist in all aspects of safety and injury management. This system stores all documentation and processes relevant to the organisation’s activities (category 1).

Degree C’s team supported the regular complete shutdown maintenance at Cement Australia’s Railton Kiln by manufacturing and installing critical sprayer tower components; and removing existing infrastructure. This complex, high risk work was carried out within a strict timeframe, using safe work methods statements and regular communication (category 4).

Degree C appointed a qualified return to work co-ordinator to manage workers compensation and associated processes. They maintain records for each injured worker, and prepare and communicate data and strategies for workers compensation to the organisation’s Board, senior managers and workers (category 5).

Department of Education’s Miandetta Primary School identified declining ratings in staff wellbeing. Staff collaborated to enhance wellbeing by creating a health and wellbeing committee, accrediting a mental health first aider, and establishing a ‘walkers and talkers’ exercise group (categoy 7).

Family Based Care Association North West Inc identified the need for its direct care workers (who provide home-based care) to take a consistent and timely approach to safety, despite changing work environments and the need to tailor care to each client. It addressed this through new technology, procedures, training and support for staff (category 2).

Gradco Pty Ltd identified that significant structural damage meant brick chimneys in the Rhyndaston Rail Tunnel (built in the 1870s) were in danger of collapsing. It replaced these chimneys, managing the associated risks of falling objects, instability of the existing ventilation shafts, the active train line, and working at heights (category 2).

Hazell Bros Group was contracted to demolish the 17-storey 10 Murray Street building in the Hobart CBD. This project required multiple initiatives — including using appropriate scaffolding placement and materials, and setting up exclusion zones — to ensure the safety of workers, the public and surrounding infrastructure. Constant monitoring through the organisation’s integrated systems approach resulted in the continuous improvement of the risks onsite (category 2).

Hazell Bros Group maintains a strong safety culture though reinforcement, training, monitoring and most of all, the commitment of all workers to look after themselves and their fellow workers. For its Conglomerate Dam project, in a difficult and isolated location, daily assessments and workers’ willingness to complete them thoroughly were key to maintaining safety culture and to the zero significant incidents occurring throughout the 12 month project (category 3).

Hobart City Council tailored its work health and safety systems to deliver improved safety performance, with particular emphasis on fitness for work and worker wellbeing (category 1).

Hobart Paediatric Group had an appliance in the staff kitchen without an indicator light; the kitchen was also without firefighting equipment. To address this and related matters, control measures included removing the appliance, installing a fire blanket, relocating the fire hydrant to a more appropriate place, and training workers how to use it (category 2).

Launceston General Hospital Food Services developed a traffic light system to encourage healthy eating and better nutrition awareness. Based on national guidelines, it is applied to foods and drinks supplied to hospital staff and visitors (but not patients) (category 7).

Mechanised Logging Pty Ltd’s system uses communication, consultation and engagement, ongoing education, and a focus on safe work procedures to create a safety culture that is open, enthusiastic and engaged. It has recently focussed on mental health and wellbeing (category 1).

Mechanised Logging Pty Ltd’s safety culture is supported by open communication and consultation, engaging workers in developing safety processes, and striving for continual involvement and improvement. It also considers the tasks workers do from the moment they leave home until they arrive home at the end of each day to ensure safety at all times (category 3).

Nyrstar Hobart Pty Ltd eliminated the need to for workers to enter and work in confined spaces using automated and remote-controlled equipment to perform work in vessels: for example, for pre-cleaning the site’s main furnaces (or roasters), demolishing a roaster, and cleaning inside an offline reactor tank. The organisation found this solution also saved time and money (category 2).

Oakdale Industries implemented a safety system for the forklifts used in its warehouses and other work areas. The easy to understand system, which includes warning lights and training, has significantly reduced incidents for its staff, who have varied learning abilities (category 2).

Royal Automobile Club of Tasmania has seen organisational change and expansion over the last four years, accompanied by high rates of incidents, near misses and injuries. The safety team worked ‘in the field’ to understand the safety culture and the challenges faced by all workers; and create a program focussing on safety leadership at site level, personal responsibility, improved consultation and more (category 3).

Run to Work Pty Ltd developed a positively-framed, reflective conversation-based approach to shaping workplace culture which establishes and enhances a sense of psychological safety, supportive and collaborative behaviours, and a climate of trust that enables workers to feel safe about raising concerns about unsafe behaviour such as bullying (category 3).

Scorpion Pest Management Pty Ltd’s health and safety culture is valued by all workers and stakeholders. It is supported by tools such as fortnightly team meetings, a safety handbook, and policies and procedures (category 3).

Sibelco Australia Limited implemented an environment, health and safety system to improve the quality of risk assessments and focus attention on safe work behaviours for everyone working at its sites (category 1).

Sibelco Australia Limited introduced the ‘Safety Starts With Me’ initiative, training its Mole Creek workers to understand the factors that influence choosing to work safely. The initiative believes that positive reinforcement by management and peers of correct safety behaviour will lead to people repeating the good behaviour. There is also an annual safety day each October (category 3).

Slick Promotions Pty Ltd saw that deliveries to its workplace were obstructing entrances and due to their size and placement on the floor, were causing manual handling issues. It installed tables for deliveries to be placed on and ensured the space was kept clear (category 2).

St Vincent Industries Incorporated had 30 year old rag-cutting equipment with a multitude of issues: it vibrated badly, was noisy, had inadequate dust extraction, over-heated easily, had no modern safety features, and was difficult to use and maintain. The organisation worked with TADTAS and the University of Tasmania’s Engineering School to develop new machinery that could address these issues and be easily used by its workers, many of whom have a disability. The machinery was manufactured in Tasmania to relevant Australian Standards (category 2).

Stornoway Maintenance Pty Ltd developed an integrated management system to ensure the safety of workers and the public statewide across its quarries, water and roads divisions (category 1).

Stornoway Maintenance Pty Ltd introduced a program for its workers to reduce the risks posed by driver error. Its success lead the organisation to work with the Department of State Growth, the Road Safety Advisory Council and others on ‘Your Speed is Our Safety – Slow Down for Road Workers”, an industry-wide media awareness campaign to increase awareness of the safety risks for workers at road works, and to improve driver behaviour; in particular to improve compliance with posted speed limits (category 2).

TasFoods Limited’s chicken catching team is one of the organisation’s best performing teams, through its proactive reporting of hazards and potential risks from all team members; regular team training and performance feedback; supporting a ‘speak up culture’ where safety concerns are listened to, investigated, and addressed; and trying out suggestions to improve safety and work before making a decision about adopting, adjusting or rejecting it (category 4).

Tasplan Pty Ltd’s health and wellbeing program includes free or low cost activities and resources from local providers and in-house resources, enabling many activities to be offered at low or no cost to the organisation. It has a comprehensive employee assistance program to help workers and their immediate family members meet the challenges of their work and personal lives (category 7).

Tasrail using the SafetyCircle(RTM) has proactively developed safety culture strategies to ensure sustainable and long-term safety outcomes. All workers — from first year rail operators to the CEO — take ownership of their safety, health and environmental responsibilities, understand their reasons for going home safe and well every day, feel comfortable calling out unsafe behaviour, and readily promote the safety culture to their colleagues (category 3).

Tasmanian Sliding Door Repairs company’s owner/operator, who usually works alone, must remove sliding glass doors from tracks and onto a work bench, often many times a day. The twisting motion and the doors’ weight and awkward shape creates the risk of back strain. Inspired by the safe lifting mechanism of a motorcycle race stand, the solution incorporated these mechanisms into a hand trolley, using leverage to lift the door in and out. The trolley can also be used as a work bench if laid on its back (category 2).

TasTAFE created TasTAFESAFE, a complete safety management system for workers and students going into the workforce. Since the inception of the system, there has been a consistent decline in workers compensation claims and length of claims and increase in earlier return to work (category 1).

TasTAFE promotes early intervention and understands returning to work has many health benefits for injured workers. Its dedicated workers compensation, injury management and return to work staff oversee claims and work with everyone involved in the injured worker’s treatment (category 5).

TasWater identified that its emergency showers and eye/face wash equipment did not meet necessary requirements; maintaining consistent water temperatures was one significant issue. The organisation worked with a local supplier to create a solution that was fit for purpose and complied with requirements (category 2).

TasWater identified that replacing manholes covers — which are usually located in roads and can weigh over 80 kilos — exposes workers to traffic. The organisation developed new procedures that reduced time spent working in traffic and would also allow any future modifications to be done in a safer manner (category 2).

TasWater identified the need to ensure that adequate equipment, resources and training were available to work crews undertaking works on its pipework that contained asbestos. This included re-designing a purpose-built trailer to manage asbestos removal, and working with TasTAFE to maintain workers’ skills and competencies (category 2).

Rachael Evans from TasWater provides administrative support to the Zeehan depot’s Remote Locations team and is Health and Safety Representative for the region. She has demonstrated commitment beyond her HSR role, leading key initiatives that ensure safety for her workmates and local community. These include reviewing and improving chemical storage facilities and removing unsafe plant from operation (category 4).

Tony Walsh addressed the heavy manual labour usually required in traditional home building methods by designing a building system that includes the use of lighter material handling loads and less overhead lifting and fixing; and floor, roof and ceiling assembly on ground level (category 2).

Vec Civil Engineering Pty Ltd has focussed on improving its safety culture over the past three years, through initiatives such as awards that recognise safe work innovation and safety leadership, a reporting system to capture near misses, regular communication days and industry safety days, and a new strategic plan with a focus on safety in production (category 3).

Waratah Wynyard Council’s Josh Fraser identified the need to provide updated and clearer injury management guidance; and to address an unsustainable level of long-term workers compensation claims. The tools he developed have, for the first time in over 12 years, seen the council free of any ongoing workers compensation claims, and all workers previously on long-term medical restrictions cleared for full duties (category 6).

WorkBox Safety Pty Ltd works to resolve the challenges facing some businesses to comply with safety legislation and implement a practical safety management system, with limited financial and physical resources. Its standardised solutions using cloud-based technology makes solutions more affordable to these businesses (category 2).

Zinfra’s Eastern Gas Pipeline team has reached almost 16 years LTI free from the date marked by the first natural gas to arrive in Tasmania in August 2002. The success of this largely unchanged team stems from members feeling real ownership of the pipeline, with commitment to innovation and improvement contributing to the safety of team members and the wider community (category 3).