Australian Academy for Offshore Training Pty Ltd makes safety a priority for its workers and commercial diving students. The company empowers its students to stop activities if they feel uncertain or unsafe. This culture benefits the company and the students’ future careers (category 3).
Avidity Training and Development Pty Ltd supported its workers as they dealt with the challenges of working from home, including daily online meetings where workers shared wellbeing tips. The company has now made wellbeing part of its safety/human resources functions (category 9).
Bell Bay Aluminium’s leadership team implemented a health check process to assess their maturity in applying the company’s HSE management system to their area of responsibility (category 1).
Bell Bay Aluminium addressed manual handling risks while repairing cone valves by creating a gear-driven cone valve stand that would eliminate the release of any momentum energy when turning the cone valve. They also added lifting lugs to lift the cone valve onto its stand easily, accurately and safely (category 2).
Bell Bay Aluminium created an inclusive and supportive culture where everyone is empowered and encouraged to learn from mistakes or where they could do things better or safer, and to improve their safety culture through leader and peer coaching (category 3).
Bell Bay Aluminium’s Reliability Team reviews the reliability and safety of the company’s assets. The team identified and assessed all equipment designed and made in-house for the company’s operations; then either improved or removed the equipment, therefore improving safety (category 4).
Bell Bay Aluminium’s Matt Spohn is the company’s Occupational Health Advisor. He has created systems and communicates regularly with the injured worker, their manager and others to improve the worker’s return to work progress and everyone’s trust in the process (category 7).
Bell Bay Aluminium’s IA Peer Support Program trained workers with personal experience of mental ill health in mental health first aid and peer support work. They are a ‘first port of call’ to support, listen, and build trust and empathy with fellow team members experiencing mental health problems (category 8).
Bell Bay Aluminium introduced health questionnaires and thermal screening for everyone entering the site and antigen tests for those returning from interstate. It manufactured its own hand sanitiser, and extended its employee counselling services to support its contractors, suppliers and community members (category 9).
Bonney Energy Group Pty Ltd supported workers to work from home and reduced the number of workers onsite, installed handwashing facilities where previously unavailable, and invested in a digital sign-in system that included health check questions (category 9).
Bridgewater Police and Community Youth Club developed ways to provide the vulnerable members of its community with food and other supplies, and transport to medical services, schools (and later of education packs), all while maintaining worker safety and engagement (category 9).
Calvary Health Care Tasmania Ltd addressed neck and back stress for nurses in its post-anaesthetic care unit by developing a hospital-grade document stand where nurses could note observations in patients’ files in an ergonomically safe and comfortable way (category 2).
Compass Agribusiness Management’s Safety First is an agricultural safety management system that enables a farm to be a safe workplace, creates an engaged team culture around safety, and empowers farm managers and owners to meet their legislative obligations (category 1).
Cygnet Brand Construction Pty Ltd realised it had insufficient fire safety equipment when doing mobile hot works, so it implemented a mobile hot works station with appropriate signage, fire blanket and extinguishers. This is all mounted on a small mobile A-frame that can be easily transported from area to area (category 2).
Cygnet Brand Constructions Pty Ltd created its safety policy, practical procedures and protocols such as daily pre-start meetings to work as safely as possible in the construction industry (category 1).
Damien Granger is a chef at Wrest Point Hotel Casino. He became a HSR because he wanted to make a difference for his colleagues and ensure their voices were heard. He has strengthened his own communication skills to build strong relationships, and positively engages in safety conversations with his co-workers and leadership team (category 5).
Degree C Pty Ltd’s Richard Habib is the company’s Safety, Quality and Environment Co-ordinator. His diverse responsibilities in safety, training and auditing and his passion for safety ensure he is continually helping the company meet its SQE goals (category 4).
Department of Police, Fire and Emergency Management developed a detailed manual and training. This ensured policing duties (including additional duties such as monitoring quarantine compliance) could be performed without putting police officers or the community at further risk of transmission (category 9).
Derwent Eye Specialists refined the reporting features of its new safety system to include any matter that could impact the quality of services or safety of workers and patients. Workers have confidently embraced the system and reporting has increased, allowing effective improvements to be made (category 3).
Derwent Eye Specialists divided its workers into two teams, where workers worked only with those in their teams. Combined with rostering, this allowed the company to reduce interactions and therefore exposure between people, including clients (category 9).
Devonport City Council’s staff communications/meetings and council meetings went online, workers worked from home and could still communicate with customers, and plumbing inspections were conducted via a video app. Public events such as fitness classes for seniors and festival highlights were provided on the council’s website (category 9).
Forico Pty Limited replaced the ladders used to access a maintenance platform as they were a potential slip/ fall and manual handling hazard. A large stair, walkway and platform system reduced these issues and workers report they have made maintenance tasks a much safer process (category 2).
Forico Pty Limited’s workers identified the risk of slips or falls when moving on and off the dozers used to work around woodchip piles. They were consulted on the design of a toe hold/step and a vertical grab rail that were subsequently installed to ensure their safety (category 2).
Fulcrum Commercial Pty Ltd produces robotics technology to remove the need for people to enter confined spaces, work at height, or work at inaccessible or unsafe locations such as tunnels, pipelines, and reservoirs. This includes tasks such as conditional assessments and cleaning works (category 2).
Grange Resources Limited worked with a local engineering company to create a remote-controlled high wall scaling machine that performs tasks in inaccessible and unsafe areas such as deep open pits with steep walls, eliminating the need for people to do this work (category 2).
Grange Resources Limited developed its Trigger Action Response Plan, which was assessed daily using site risk reviews, government advice, and public health updates (category 9).
Graymont Australia Pty Ltd introduced complex lung function testing for the early detection of lung disease. The testing has been recognised as industry best practice for assessing the efficacy of respiratory health controls. The program has improved workers’ knowledge of their personal health needs and resulted in two workers quitting smoking (category 8).
Harvest Farms created a safety culture that is inclusive for its seasonal workers. As English is a second language for many workers, the company created a visual safety manual and engaged a part-time English language teacher to help students with their language and safety skills. The workers’ skills and confidence in both areas has grown significantly (category 3).
Healthy Business Performance Group Pty Ltd worked with Fonterra Co-operative Group Limited at its Spreyton and Wynyard manufacturing sites, providing health and wellbeing coaching and support to around 380 workers. This has increased the general health of the workforce and reduced injury rates, especially around manual handling and musculoskeletal issues (category 8).
Housing Industry Association moved its industry training and networking events online. This required upskilling of workers, speakers and members, but has created a library of resources for future access. The company also created dedicated COVID resources on its website to help industry, including a specific section on managing site safety and mental health (category 9).
Huon Aquaculture Company Pty Ltd developed an app with automatic notifications that makes hazard and incident reporting faster and more efficient, therefore reducing delays in taking any required action (category 2).
Incat Tasmania Pty Ltd created a dedicated team to manage its COVID control measures. This included introducing daily temperature checks and managing break times to reduce the number of people in lunch/crib rooms and maintain physical distancing (category 9).
Innerspace Wardrobes Tasmania developed a special trolley to help move sheets of glass from the block of sheets, to a work bench. This eliminated the need to lift the glass or drop it on a bench, reducing the risks of breakage, cuts or awkward postures (category 2).
Kedge Pty Ltd’s system is the only one in Australia to be audited to (DNVGL) ISO 45001 (category 1).
Ladder Safe Leash attaches to a roofing screw in a corrugated iron roof or to a truss in a tiled roof, making it safer and more secure than connecting the ladder to a gutter that may be structurally unsound or unsafe. It can also be used on poles or trees (category 2).
Launceston City Council introduced drone technology, remote controlled mowers (‘robocut’) and body-work cameras to effectively remove workers from hazardous work areas. The drone is used to inspect gutters, roof-mounted solar panels and inaccessible flood levee drainage outfall structures, the robocut is used to mow near waterways and roads, and the cameras to deter aggressive behaviour from members of the public (category 2).
Launceston City Council made safety one of its values as part of its 2019 restructure. It has built a constructive safety culture with a focus on a personal approach to engaging with safety, rather than a reliance on roles and procedures (category 3).
Launceston City Council implemented a program to prevent workplace injuries and help workers lead happy and healthy lives outside of work. The program includes task analysis, health checks, and health and wellbeing education sessions (category 8).
Launceston City Council provided support to its workers, including pandemic leave and a new working from home policy and procedure. It provided guidance for its leaders to help them communicate and manage workers, especially those working from home or who interact with the Launceston community (category 9).
Master Builders Association of Tasmania partnered with its members and other stakeholders to lead the development of COVID-specific safety management systems for construction sites. It consulted extensively with unions and the regulator to ensure comprehensive industry endorsement of the system (category 4).
MechLog’s leaders use open communication and discussion to engage with workers to develop their processes to drive continual improvement. The outcome is a sustainable culture of safety that is open and received enthusiastically by workers (category 1).
MechLog’s leaders use open communication and encourage proactive engagement with its workers. The outcome is a sustainable culture of safety that is open and enthusiastically received by workers (category 3).
MechLog’s Duncan Norton is the company’s WHS Manager. He is committed to a holistic approach to ensuring a healthy and safe workplace for the company’s workers, contractors and visitors. He has implemented changes in fatigue management, mental health first aid and more. By developing engaging relationships, he has earnt the respect of the company’s workers (category 4).
MedHealth Pty Ltd adopted telehealth services to continue to meet the needs of its clients. It established a dedicated hotline to manage any COVID incident, and provided creative physical and mental wellbeing resources for workers such as online exercise videos, cooking sessions, and wellbeing webinars (category 9).
Mendelssohn Construction have been developing a method of asbestos removal by thermal decomposition. This process removes bound water from the asbestos fibre structure at very high temperatures, and essentially melts them into a non-fibrous structure. While still in the trial phase, it is expected this method will be a more effective way to remove friable asbestos in industrial and some commercial applications (category 2).
MONA introduced timed ticketing and systems to control and monitor patron numbers, and replaced portable information devices and headphones with an app to eliminate the need for cleaning. Workers worked in bubbles and assigned locations to reduce interactions (category 9).
Mondelez Australia Pty Limited improved its vehicle safety by auditing its industrial vehicles and their movements, pedestrian safety and loading/unloading procedures. It conducted integrated risk assessments and consulted with its workers throughout this process (category 2).
Mondelez Australia Pty Limited improved the safety culture at its Claremont operations by investing in its health and safety champions and representatives, developing safety communication programs, and empowering workers to drive safety improvements (category 3).
North West Bay Golf Club Inc reviewed its policies and practices to better support its workers, volunteers and community. It provides individual support for mental health conditions, fosters social wellbeing and connection, and helps workers feel valued, recognised and supported (category 8).
Primary Employers Tasmania’s system is an online pre-induction tool called Agcard that provides comprehensive work health and safety information and checks workers’ understanding with a straightforward assessment (category 1, 2 and 8).
QBE Insurance (Australia) Limited’s My Recovery is an interactive and personalised video sent to an injured worker and their employer (via text and email) as soon as a workers compensation claim is lodged. This improves the way initial and critical information is shared between an injured worker, their employer, and the insurer (category 6).
RACT Pty Ltd implemented a systemic approach to improving mental health, including mental first aid training for all senior leaders and other workers (and is seeking accreditation in this area), psychological risk assessment, and flexible working arrangements (category 2).
RACT Pty Ltd created a structured wellbeing and safety moments program that reinforces safety and wellbeing. It empowers workers with safety knowledge, builds positive relationships between co-workers, encourages positive change that can be shared with family members, and contributes to a positive culture (category 8).
Rare Earth CMT Laboratories Pty Ltd addressed exposure to respirable dust (including silica dust) in its test labs by purchasing a portal air scrubbing unit fitted with a HEPA Filter and an automated floor sweeper. These and other equipment decreased levels to below the Workplace Exposure Standard (category 2).
Redwater Creek Steam and Heritage Society held its SteamFest 2021 with extensive planning and the commitment of its volunteers. Trained COVID marshals, a dedicated cleaning manager and team, and changes to seating/patron flow ensured the safety of patrons (category 9).
Roadways Pty Ltd provided additional vehicles to limit the number of workers in the one vehicle; and worked with accommodation providers to ensure they had compliant protocols and workers could be housed away from other visitors (for example on separate floors) (category 9).
Rural Business Tasmania addressed sexual harassment and bullying in rural workplaces by engaging with industry representatives to create an education and media campaign. This includes videos, posters, policy templates and other resources to help create respectful workplaces (category 2).
Rural Youth Organisation of Tasmania Inc’s Agfest Agricultural Field Day was moved out of the paddock and into the cloud. This shift to an online event enabled exhibitors, suppliers and contractors to connect with and sell to Agfest patrons virtually. The real-life event that continued required extensive communication and education of exhibitors and patrons to ensure a safe and compliant event (category 9).
SafetyCircle Pty Ltd’s Martyn Bradfield is the company’s Managing Director. He has a long career in work health and safety. In his current role, he supports and leads workplaces to manage risk, speak up about problems, and make a positive difference to work health and safety (category 4).
Scorpion Pest Management Pty Ltd created its culture around health and safety, providing certainty, clarity, and consistency, so workers have the confidence to understand their safety responsibilities. The foundation of its safety culture is a combined individual and group effort (category 3).
Scorpion Pest Management Pty Ltd introduced a disinfection service to disinfect its workplace and the materials its workers handle. Its office workers shifted to working from home, processes were streamlined to enable cashless payments, and technicians focussed on maintaining physical distancing with customers (category 9).
Sealasash Window Renewal System Pty Ltd addressed working at height for window repair work by creating the ‘sash crab’ system. The mechanical cover system eliminates the need for external work that uses scaffolding, and provides security and safety for workers and people below the work (category 2).
Silverdome safely conducted two major indoor sporting events during the pandemic using control measures such as queue markings and barriers, marshalling, pre-purchased ticketing and signage (category 9).
SRTA Life Rescue Pty Ltd developed secure online delivery for its training activities, and developed control measures for its in-person and on-site training and assessments (including physical distancing, health questionnaires and cleaning/hygiene controls) (category 9).
St Giles Society Limited’s outbreak management team, comprising clinical care nurses and other leaders, provided accurate and tailored information and updates to its workers and clients. It introduced new technology so those living in the company’s supported independent living homes could keep communicating with family members despite visitor restrictions (category 9).
St Michael’s Collegiate School expanded its remote learning system, and students and parents/guardians were supported to cope with this change in learning delivery. School mentors, chaplains, counsellors and others focussed on students’ social and mental wellbeing (category 9).
Statewide Independent Wholesalers Limited enacted an Emergency Response Team, comprising critical site leaders, to monitor the company’s COVID controls such as temperature checks, physical distancing measures and special leave for those affected by quarantine requirements (category 9).
Sustainable Timber Tasmania’s safety strategy focusses on safety culture and leadership, creating an environment where all workers and contractors feel safe at work and are confident to speak up if they don’t (category 3).
Tas Gas installed a permanent, custom-designed davit arm to eliminate manual handling hazards associated with the change out of pressure reduction regulators (weighing up to 100 kilos) at its Devonport Offtakes station. It has since rolled out this solution to all affected sites statewide (category 2).
Tasmanian Ports Corporation Pty Ltd addressed trip and slip hazards by installing line gallows on its tugboats. This uses a counterweight pulley mooring system to secure or release the vessel at port, and enables crews to stay on board the tug rather than getting on and off the vessel to secure it to the wharf (category 2).
Tasmanian Ports Corporation Pty Ltd created a new, fit-for-purpose tugboat gangway that ensures safe access for towage crews 24 hours a day in all weather conditions. Workers no longer use ladders to access vessels and when not in use, the gangway can be stowed vertically reducing trip hazards (category 2).
Tasmanian Railway Pty Ltd established and integrated industry best practice processes about fatigue management into its safety management system (category 1).
Tasmanian Railway Pty Ltd developed a Relief and Recovery Plan that reinvented traditional workplace practices so a COVID safe workplace could be maintained indefinitely. The company engaged SPEAK UP! Stay ChatTY to talk with its workers about mental health (category 9).
Taswater investigated an increase in injuries in its Meter Reading Team. Control measures included replacing manual meters so workers did not need to enter residences, workers using gloves and padded pants, and trialling alternative tools to reduce the amount of bending/kneeling (category 2).
Temtrol Technologies Pty Ltd customised basic temperature scanners used as COVID control measures to enable faster, more efficient and portable recording and monitoring of data (category 2).
The Blueline Laundry Inc built on its existing high standards and methods of infection control for laundering hospital and hospitality sectors linens. It advised and contributed to the state’s infection control standards. It supported its vulnerable workers to ensure they remained meaningfully connected and employed despite the company’s reduced commercial workload (category 9).
The Friends’ School Incorporated’s injury management system focuses on early intervention, with injury/illness support options that are available to all workers. Support plans are offered for work and non-work matters and are developed with the ‘whole person’ in mind (category 6).
The Mind Games is a one-day event that raises awareness of mental health issues in a work context. It promotes protective factors like teamwork and social connection, and raises funds to support mental health research (category 8).
The Procare Group Pty Ltd’s Angela McLean is the company’s Senior Workplace Rehabilitation Consultant. She offers genuine care and personalised support to injured workers, and has achieved a 94% successful return to work rate, due to her commitment and the strong working relationships she builds with all stakeholders in the return to work process (category 7).
The Young Group Tasmania Pty Ltd managed the safety of students, parents/guardians and neighbours during the demolition and construction of sporting facilities at a primary school that took place during the school term. Consultation included holding a site visit to satisfy the curiosity that young children have about construction activities and vehicles, so they might not be tempted to explore the worksite by themselves (category 2).
United Firefighters Union of Australia’s Tasmanian Branch hosted webinars focussing on safety at emergency incidents and mental wellbeing, including post traumatic stress disorder (category 8).
University of Tasmania developed a single induction tool for workers, students and visitors across the whole organisation to ensure consistent information. A traffic light system recognised that environments such as labs and workshops have further hazards (such as chemicals and radiation) and therefore need additional induction information (category 2).
University of Tasmania developed an online course to support workers and manage the anxieties of returning to work and re-integrating with the community after COVID-19 isolation, drawing on the experiences of people returning from extremely isolated environments such as Antarctica (category 8).
University of Tasmania mapped out possible outbreak scenarios and created an outbreak management team to plan for the impact on its community. Control measures included moving course delivery for 15,000 students online. For workers remaining on-campus, health screening stations were installed (category 9).
Vermey’s Quality Meats pivoted from a focus on wholesale restaurant supply to home deliveries, collaborating with other local businesses to service the community and using contactless delivery and payment methods (category 9).
Wandin Valley Farms’ Tasmanian operations created a practical safety system that is integrated with its operational systems for its rapidly expanding farm environment. It has been adopted by the company’s Victorian operations (category 1).
West Tamar Council increased the number of indoor workers working from home, shifted council meetings to online, and provided a ‘drop off box’ outside reception to reduce the numbers of customers entering the building (category 9).
Wilson Homes Tasmania’s Companion System supports every stage of a building project, allowing for a holistic approach to managing the construction process. It has allowed the company to build stronger relationships with its contractors and suppliers (category 1).
Workplace Health & Wellbeing Pty Ltd created an employee assistance program that would increase the mental health resilience of the workplaces it supports. It overcame the reluctance some workplaces have about stepping into the mental health/suicide prevention arena and created a program that would destigmatise mental health (category 8).
Wrest Point Hotel Casino supported its vulnerable workers and their families by providing welfare checks, financial and medical assistance, weekly food deliveries and housing support. The company also re-skilled workers in operations most affected by restrictions (such as conferences and events), providing them with more employment opportunities (category 9).
xtreme rides created safety plans and cleaning regimes for its amusement rides, and systems to manage the number (and therefore safety) of patrons at its events (category 9).