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Disrupting Health and
Safety
the future work of the health
and safety professional
March 2018
Chris Alderson, Director, Health and Safety,
PwC
Craig Smith, Chair, HASANZ
ww.pwc.com/peole
www.pwc.co.nz
www.hasanz.org.nz
Craig Smith
Independent
Chair
HASANZ
Chris Alderson
Director Health and
Safety
PwC
Welcome
Agenda
Welcome
• The future of work
• Health and Safety Disrupters
• Where are we now?
• Implications for health and safety
• What this might mean for health and safety
professionals
• Break out groups discussion
• Play back from groups and discussion
• Wrap up and next steps
Global megatrends
Shifts in global economic power
Power shifting between developed and developing countries
Resource scarcity and climate change
Depleted fossil fuels, extreme weather, rising sea levels and water shortages
Rapid urbanisation
Significant increase in the world’s population moving to live in cities
Technological breakthroughs
Rapid advances in technological innovation
Demographic shifts
The changing size, distribution and age profile of the world's population
The changing nature of work
• Technological Advances
• How work is organised
• Labour market demand
• Labour market supply
• Environmental changes
• Big data
British Safety Council
BSC Local
Uncertainty: The human impact
Corporate integration: Big business rules all.
Companies get bigger and more influential - the biggest have more influence than
some nations. Brands span many business areas.
Business fragmentation: Small is powerful.
Large businesses lose their dominance as customers seek relevance and organisations find
scale a burden rather than a benefit. Social bubbles and affinity groups take on a new
importance. Many could not exist without digital platforms
Collectivism:
Fairness and equality
dominates.
The common good prevails
over personal preference,
e.g. collective responsibility
for the environment, social
good and “fairness” over
individual interest.
Individualism:
Where “me” first rules.
A focus on individual wants; a
response to the infinite choices
available to consumers.
5
2030: Four worlds of work
6
August 2017
Uncertainty: The human impact
7
Carol
Stubbings
Where are we now?
• Health and safety performance - still looking for
that step change…...
• Pre industrial age, industrial age, digital age/
information age
• Survey results
• Inshpo Capability Framework
• The problem with compliance
• Safety I, Safety II/Safety Differently
The Health and Safety Professionals Survey
Completed in August 2017
Who were our 707 respondents?
19%
Demand
81%
Supply
39%
50-59
17%
25-39
31%
40-49
5%
Maori
20%
Other
73%
NZ European
18%Other
11%
Manu
8%
Tran
12%
60-69 13%
Cons
7%
Services7%
Elect
8%
Agri
Male / Female
52% / 48%
34% had more than 15 years
experience while
27% had less than 5 years
experience
45% hold a H&S related
qualification , 78% were members of
a professional body (half of which were
NZISM)
Reported figures have been rounded to the nearest whole number
Key Take Outs from HSPs
11
75% of us
enjoy what
we do and
see the
career
path as
appealing
58% of us
think that
training is
sufficient
Best part
of being a
HSP:
Worst part
of role:
What
needs to
change:
91% find the
profession
rewarding
However 40%
disagreed or
were
undecided
whether
training would
meet the needs
of the
profession
Health and
safety is part of
an
organisations
performance,
and HSPs are
able to
contribute to
this - 72% had
played a part
53% say these
are always or
usually
required
.
Variety, ability
to influence
and educate to
bring positive
changes,
working with
people, facing
challenges to
drive
continuous
improvement
Resistance to
change, lack of
recognition,
stigma of the
role, lack of
management
support, no
clear
standards
Clear standards
and qualifications,
business support,
reduced focus on
compliance, more
positive perception
of the role, more
training and
increased
accessibility, more
practical /
pragmatic training.
Reported figures have been rounded to the nearest whole number
29% felt
slightly
inadequate
62% of us
thought that
the work we
do has an
impact on
organisatio
nal culture
HSPs
understand
their
qualifications
and
certifications
are
important in
seeking work
Only 27%
agreed that
they
measured up
to
international
counterparts
12
Communication
, experience
competency,
technical
knowledge,
qualifications,
people skills,
honesty and
integrity.
62% place
importance on
qualifications
Arrogance,
age, level /
number of
qualifications,
industry
specific or
technical
knowledge,
gender
29% Extremely
Satisfied
47%
moderately
satisfied
11% not
satisfied
Strategic advice
is a driver – 37%
always, or
usually seek this
advice
Cultural /
behavioural
change, best
practice,
independent
SME advice
56% agreed this
skill had added
value
52% of
organisations
used HSPs
advice well
(24% not well)
45% agreed that
local HSPs
measured up to
international
Room for
improvement,
with 28%
disagreeing
Key Take Outs from Users of HSPs
Desired
qualities
Less valued
qualities
Level of
satisfaction
with the help
provided by
HSPs
Types of
advice
sought
from
HSPs
HSPs
positively
changing
organisation’s
Behaviours?
Competency of
local HSPs vs
international
Reported figures have been rounded to the nearest whole number
Professional Capability Framework- a global
framework for practice
• What is INSHPO?
• The Singapore Accord
• The Professional Capability Framework
• Competence to capability
• Generalists and specialists
• Generalist roles – professional and practitioner
- position profiles
• Activities, knowledge, skills
PwC’s –
ruption in how we manage the health a
safety of our workers is guaranteed…
Emerging opportunities, predictive
analytics, blockchain and beyond
safety II….
PwC's point of view on Safety Analytics
 Safety has been a laggard when it comes to the adoption of data analytics
 There are relevant organisational / operational data sets still typically not being utilised
 There are a range of different analytics techniques that could be used for greater insight
Organisations are consciously moving up the analytic capability
curve, leveraging trends in reporting, modelling and new data
On the journey to being more analytically mature and evidence based, organisations transition from descriptive “look-back” reporting to
analytics that tries to understand “why” things have happened, and eventually into trying to predict and optimise what might happen. This
journey is often enabled through empowering the organisation with more sophisticated and automated reporting capabilities. This
democratisation of data creates head-room for the analytics team(s) to leverage a wider range of modelling techniques and to enrich and
augment their traditional data sources.
North American Mining Organisation:
 Issues with work experience employees
 Incident rate linked to production bonuses
Supermarket:
 Leveraged Text Analytics
 Discovered pocket of “Chicken oven” incidents
Energy:
 Analysis of teams and equipment sensor data
 Identified link with HSE leadership visits
 Proved that drilling deeper was more dangerous
Vehicle Fleet – fatigue:
 GPS sensor and ‘ticket/job’ data
 Explored “poor” driver behaviour
 Dispelled belief around driver fatigue
Driver safety – distracted drivers:
 GPS sensor, ‘ticket’ and mobile phone data
 Proved the issue with using devices while driving
 Quantified the link with low grade incidents
Aus Mining Organisation:
 Leveraged External data
 Identified link between employee
personal financial stress and the
likelihood of those employees being
involved in incidents
Gov health and safety session
edictive
Analytics
tunity Horizon
Leading Australasian
organisations
Safety Nati
Lakes
Industry data
individual org
consolidated i
anonymized t
layer
Global data in
Integrated int
and governme
Predictive saf
cross industry
Benchmarkin
area recomme
available base
information e
participants
Safety Industry Data
Lakes
Like for like organisations
pooling data
Machine learning and AI
applied across industry to
build predictive models
Industry standard
benchmarks, leading and
positive indicators
Global industry data
incorporated
Industry standard control
sets and effectiveness
evaluations
Safety Analytics
Drivers
Machine learning and
interrogation of H&S data
combined with other org data
Predictive models focus
efforts on potential exposures
Investment in safety is
understood
Leading and positive
indicators generated
Safety Analytics
Beginners
Some lead and lag reporting
from health and safety tools
Trending, benchmarking on
TRI, LTI
Tactical data inquiries
alytics
ng capture of
nts, condition of
isks.
only in
and HSMS
Blockchain in Health and Safety?
Blockchain.
Distributed electronic ledger that uses software algorithms to record and confirm
transactions with reliability and anonymity.
The record of events is shared between many parties and information once entered
cannot be altered, as the downstream chain reinforces upstream transactions.
PCBU 1
PCBU 2
PCBU 3
PCBU 3
Site Person
Equipment
Events
PCBU 1
PCBU 2
PCBU 3
PCBU 3
Site Person
Equipment
Events
Step 1 – I can/can’t see you on the blockchain Step 2 – I can see and trust your certification as w
Evolution: Safety I to Safety II
Safety I Safety II
The system is safe The system is not safe of itself
Accidents happen because of unsafe acts/rare
deviations from the plan
Accidents happen when resources are not enough
to deal with the demands
Variability is a threat Variability is inevitable
People are a liability Only people can adapt, absorb and respond to
emerging threats
Procedural compliance is mandatory Success comes from people being able to adapt
successfully
How can we change people? How can people be supported to succeed?
From Daniel Hummerdal 2016
Benefits of a compliance plus workplace
• Reduced human error and improved communication as an
outcome of good workplace practices
• Increasingly democratised workplaces – case studies South
West Airlines, Kaiser Permanente
• Better levels of engagement
• Increased innovation
• Improved productivity and sustainability
The technical is undeniably important but so are the social, psychological,
emotional and spiritual factors – the human factors
Creating and sustaining a thinking workplace
• Encourage commitment to the big picture - your shared
purpose
• Respect for all is a core practice, not just a value
• Increase involvement and participation, through genuine
engagement
• Create an environment in which collaboration is valued and
rewarded
Premise – thinking workplaces are safer and healthier
Creating and sustaining a thinking workplace
• Develop processes for coordinating people’s efforts
• Clarify expectations, together where-ever possible
• Think beyond the presenting problem or symptom
• Encourage autonomy and self responsibility
• Build capability to deliver on your health and safety goals
Continued
Practical ideas
• Create mechanisms to share information and practices –
through process and structure
• Establish joint problem solving teams
• Consider offering literacy programmes
• Link recognition and reward to health and safety solutions
and improvements
Practical ideas
• Use exemplars, case studies and success stories to paint a
picture of what good looks like
• Form communities of practice with peers to problem solve
and share best practice
• Promote peer review and peer audit processes – critical
friends with shared commitment to health and safety.
Critical Risk 2
PwC
Our Four Worlds of Work are each
very different - but through each runs
the thread of automation and the
implications of robotics and AI.
What does it all mean for jobs?
30
August 2017Workforce of the future
Table groups
August 2017Workforce of the future
31
In your discussions, think about the following:
• What are the key factors and insights to consider about this
question/issue?
• How might we respond as a profession tothis?
Each group will be asked to report back to the wider group.
Break out – group discussions
Discussion
What are the major trends likely to impact
workplace health and safety over the next ten
years?
Blue World in 2030
Big company capitalism rules.
Organisations continue to grow
bigger and global corporates
take centre state.
Consumer choice dominates.
Individual preferences trump
beliefs about social
responsibility.
A corporate career divides the
haves and have-nots.
A new breed of elite super-
workers emerges.
Blue World workforce
Exceptional talent is in high
demand, employers secure a core
group of pivotal talent by offering
excellent rewards
Buy in flexible talent and skills as
and when they’re needed.
Human effort is maximised
through sophisticated use of
physical and medical
enhancement and technology
Worker performance is measured
and analysed at every step
Blue World technology
Extensive use of automation
and AI enhance productivity
and quality - but humans are
still in demand.
Rewards are high, but the
price workers pay is their
data.
Sensors and data analytics
measure and optimise
performance 24/7.
Data used to predict
performance and anticipate
people risk.
Blue World: Corporate is king
Impact of AI, automation
and enhanced human
performance will require
HSPs to …..
Sensors and data
analytics will require
HSPs to…..
HSPs will need the
following skills to be
valued in the blue
world….
The Health and Safety Professional in the
Blue World
35
Green World in 2030
In the Green World, corporate
responsibility isn’t just a nice-to-
have – it’s a business imperative.
Social responsibility and trust
dominate the corporate agenda
with concerns about ‘Fairness’
and sustainability becoming key
drivers of business
Workers and consumers demand
brands that do right by their
employees and the wider world.
Green World workers
Workers are attracted by organisations they
admire.
Competition remains intense for the best
talent; financial reward is still important.
Workers have to reflect the values of their
employer – both at work and at home.
Carbon footprint and social impact is
strictly controlled.
The idea of a ‘job for life’ returns to the
workplace lexicon.
Green World technology
Automation and technology
are essential element to
protect scarce resources and
minimise environmental
damage
Used extensively to replace
the need for travel, driving
rapid innovation in
communications technology
Technology is a double edged
sword it allows organisations
to meet their ethical and
environmental agenda, but at
what cost to humans?
Green World: Companies care
Focus on fairness, human
rights and sustainability
will require HSPs to …..
HSPs will want to work
for ….
HSPs will need the
following skills to be
valued in the green
world….
The Health and Safety Professional in the
Green World
Red World in 2030
In a world with few rules, ideas
– and speed to market - rule.
Organisations and individuals
race to give consumers what they
want. Specialist and niche profit-
markers flourish
Innovation outpaces regulation.
In the Red World today’s
winning idea might be
tomorrow’s court case.
Digital platforms give outsized
reach and influence to those
with winning ideas
Red World workers
Innovation and people are
inseparable in the red world.
Organisations stripped-down and
nimble. A small number of ‘pivotal
people’ with outstanding skills
command high rewards.
Like-minded workers gravitate
towards each other, aided by
technology, sparking bubbles of
innovation.
Projects quickly flourish, evolve and
resolve and specialists move rapidly
from one to the next.
Red World technology
Technology encourages the
creation of powerful, like-
minded, cross border social
“bubbles”
Businesses find new ways to
serve niches and individual
preferences powered by
technology and big data.
Digital platforms match
workers with employer,
capital with innovator,
consumer with supplier.
This allows serial
entrepreneurs to reach far
beyond their size.
Red World: Innovation rules
Focus on speed to market
and bleeding edge (often
beyond existing
regulations) will require
HSPs to …..
HSPs will be engaged to
work on red world
assignments such as ….
HSPs will need the following
skills to be valued in the red
world….
The Health and Safety Professional in the Red
World
Yellow World in 2030
Social-first and community
business prosper.
Humanness is highly valued.
Crowdfunded capital flows
towards ethical and blameless
brands
A search for meaning and
relevance with a social heart.
Artisans, makers and ‘new
Worker Guilds’ thrive
People won’t take the downsides
of automation without a fight.
Yellow World workers
Like-minded workers gravitate
towards each other, aided by
technology platforms.
Individuals come together to
deliver on an idea – for as long as
it takes.
Guilds help workers create scale,
remain current and build trust in
their services.
Work is a fluid concept. A
standard 9 to 5, working week is
rare; the borders between home
and work are blurred.
Yellow World technology
Technology creates a vibrant
Yellow World by lowering
barriers to entry, providing
access to crowdfunding and a
worldwide market.
Entrepreneurial companies
compete in areas previously
dominated by large
organisations
‘Invisible technology’ such as AI
driven back office functional
support - and the automation of
tasks that are damaging or
impossible for humans - still
pervades.
Yellow World: Humans come first
Focus on ethical business
and smaller artisan type
businesses will require
HSPs to …..
HSPs will work with
associations and guilds to
…..
HSPs will need the
following skills to be
valued in the yellow
world….
The Health and Safety Professional in the
Yellow World
How are you planning for
the future?
www.pwc.co.nz
Future of Work Link
This publication has been prepared for general guidance on matters of interest only, and does
not constitute professional advice. You should not act upon the information contained in this
publication without obtaining specific professional advice. No representation or warranty
(express or implied) is given as to the accuracy or completeness of the information contained
in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its
members, employees and agents do not accept or assume any liability, responsibility or duty of
care for any consequences of you or anyone else acting, or refraining to act, in reliance on the
information contained in this publication or for any decision based on it.
© 2018 PricewaterhouseCoopers LLP. All rights reserved. In this document, "PwC" refers to
the UK member firm, and may sometimes refer to the PwC network. Each member firm is a
separate legal entity. Please see www.pwc.com/structure for further details.

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Gov health and safety session

  • 1. Disrupting Health and Safety the future work of the health and safety professional March 2018 Chris Alderson, Director, Health and Safety, PwC Craig Smith, Chair, HASANZ ww.pwc.com/peole www.pwc.co.nz www.hasanz.org.nz
  • 3. Agenda Welcome • The future of work • Health and Safety Disrupters • Where are we now? • Implications for health and safety • What this might mean for health and safety professionals • Break out groups discussion • Play back from groups and discussion • Wrap up and next steps
  • 4. Global megatrends Shifts in global economic power Power shifting between developed and developing countries Resource scarcity and climate change Depleted fossil fuels, extreme weather, rising sea levels and water shortages Rapid urbanisation Significant increase in the world’s population moving to live in cities Technological breakthroughs Rapid advances in technological innovation Demographic shifts The changing size, distribution and age profile of the world's population
  • 5. The changing nature of work • Technological Advances • How work is organised • Labour market demand • Labour market supply • Environmental changes • Big data British Safety Council BSC Local
  • 6. Uncertainty: The human impact Corporate integration: Big business rules all. Companies get bigger and more influential - the biggest have more influence than some nations. Brands span many business areas. Business fragmentation: Small is powerful. Large businesses lose their dominance as customers seek relevance and organisations find scale a burden rather than a benefit. Social bubbles and affinity groups take on a new importance. Many could not exist without digital platforms Collectivism: Fairness and equality dominates. The common good prevails over personal preference, e.g. collective responsibility for the environment, social good and “fairness” over individual interest. Individualism: Where “me” first rules. A focus on individual wants; a response to the infinite choices available to consumers. 5
  • 7. 2030: Four worlds of work 6 August 2017
  • 8. Uncertainty: The human impact 7 Carol Stubbings
  • 9. Where are we now? • Health and safety performance - still looking for that step change…... • Pre industrial age, industrial age, digital age/ information age • Survey results • Inshpo Capability Framework • The problem with compliance • Safety I, Safety II/Safety Differently
  • 10. The Health and Safety Professionals Survey Completed in August 2017
  • 11. Who were our 707 respondents? 19% Demand 81% Supply 39% 50-59 17% 25-39 31% 40-49 5% Maori 20% Other 73% NZ European 18%Other 11% Manu 8% Tran 12% 60-69 13% Cons 7% Services7% Elect 8% Agri Male / Female 52% / 48% 34% had more than 15 years experience while 27% had less than 5 years experience 45% hold a H&S related qualification , 78% were members of a professional body (half of which were NZISM) Reported figures have been rounded to the nearest whole number
  • 12. Key Take Outs from HSPs 11 75% of us enjoy what we do and see the career path as appealing 58% of us think that training is sufficient Best part of being a HSP: Worst part of role: What needs to change: 91% find the profession rewarding However 40% disagreed or were undecided whether training would meet the needs of the profession Health and safety is part of an organisations performance, and HSPs are able to contribute to this - 72% had played a part 53% say these are always or usually required . Variety, ability to influence and educate to bring positive changes, working with people, facing challenges to drive continuous improvement Resistance to change, lack of recognition, stigma of the role, lack of management support, no clear standards Clear standards and qualifications, business support, reduced focus on compliance, more positive perception of the role, more training and increased accessibility, more practical / pragmatic training. Reported figures have been rounded to the nearest whole number 29% felt slightly inadequate 62% of us thought that the work we do has an impact on organisatio nal culture HSPs understand their qualifications and certifications are important in seeking work Only 27% agreed that they measured up to international counterparts
  • 13. 12 Communication , experience competency, technical knowledge, qualifications, people skills, honesty and integrity. 62% place importance on qualifications Arrogance, age, level / number of qualifications, industry specific or technical knowledge, gender 29% Extremely Satisfied 47% moderately satisfied 11% not satisfied Strategic advice is a driver – 37% always, or usually seek this advice Cultural / behavioural change, best practice, independent SME advice 56% agreed this skill had added value 52% of organisations used HSPs advice well (24% not well) 45% agreed that local HSPs measured up to international Room for improvement, with 28% disagreeing Key Take Outs from Users of HSPs Desired qualities Less valued qualities Level of satisfaction with the help provided by HSPs Types of advice sought from HSPs HSPs positively changing organisation’s Behaviours? Competency of local HSPs vs international Reported figures have been rounded to the nearest whole number
  • 14. Professional Capability Framework- a global framework for practice • What is INSHPO? • The Singapore Accord • The Professional Capability Framework • Competence to capability • Generalists and specialists • Generalist roles – professional and practitioner - position profiles • Activities, knowledge, skills
  • 15. PwC’s – ruption in how we manage the health a safety of our workers is guaranteed…
  • 16. Emerging opportunities, predictive analytics, blockchain and beyond safety II….
  • 17. PwC's point of view on Safety Analytics  Safety has been a laggard when it comes to the adoption of data analytics  There are relevant organisational / operational data sets still typically not being utilised  There are a range of different analytics techniques that could be used for greater insight
  • 18. Organisations are consciously moving up the analytic capability curve, leveraging trends in reporting, modelling and new data On the journey to being more analytically mature and evidence based, organisations transition from descriptive “look-back” reporting to analytics that tries to understand “why” things have happened, and eventually into trying to predict and optimise what might happen. This journey is often enabled through empowering the organisation with more sophisticated and automated reporting capabilities. This democratisation of data creates head-room for the analytics team(s) to leverage a wider range of modelling techniques and to enrich and augment their traditional data sources.
  • 19. North American Mining Organisation:  Issues with work experience employees  Incident rate linked to production bonuses Supermarket:  Leveraged Text Analytics  Discovered pocket of “Chicken oven” incidents Energy:  Analysis of teams and equipment sensor data  Identified link with HSE leadership visits  Proved that drilling deeper was more dangerous Vehicle Fleet – fatigue:  GPS sensor and ‘ticket/job’ data  Explored “poor” driver behaviour  Dispelled belief around driver fatigue Driver safety – distracted drivers:  GPS sensor, ‘ticket’ and mobile phone data  Proved the issue with using devices while driving  Quantified the link with low grade incidents Aus Mining Organisation:  Leveraged External data  Identified link between employee personal financial stress and the likelihood of those employees being involved in incidents
  • 21. edictive Analytics tunity Horizon Leading Australasian organisations Safety Nati Lakes Industry data individual org consolidated i anonymized t layer Global data in Integrated int and governme Predictive saf cross industry Benchmarkin area recomme available base information e participants Safety Industry Data Lakes Like for like organisations pooling data Machine learning and AI applied across industry to build predictive models Industry standard benchmarks, leading and positive indicators Global industry data incorporated Industry standard control sets and effectiveness evaluations Safety Analytics Drivers Machine learning and interrogation of H&S data combined with other org data Predictive models focus efforts on potential exposures Investment in safety is understood Leading and positive indicators generated Safety Analytics Beginners Some lead and lag reporting from health and safety tools Trending, benchmarking on TRI, LTI Tactical data inquiries alytics ng capture of nts, condition of isks. only in and HSMS
  • 22. Blockchain in Health and Safety? Blockchain. Distributed electronic ledger that uses software algorithms to record and confirm transactions with reliability and anonymity. The record of events is shared between many parties and information once entered cannot be altered, as the downstream chain reinforces upstream transactions.
  • 23. PCBU 1 PCBU 2 PCBU 3 PCBU 3 Site Person Equipment Events PCBU 1 PCBU 2 PCBU 3 PCBU 3 Site Person Equipment Events Step 1 – I can/can’t see you on the blockchain Step 2 – I can see and trust your certification as w
  • 24. Evolution: Safety I to Safety II Safety I Safety II The system is safe The system is not safe of itself Accidents happen because of unsafe acts/rare deviations from the plan Accidents happen when resources are not enough to deal with the demands Variability is a threat Variability is inevitable People are a liability Only people can adapt, absorb and respond to emerging threats Procedural compliance is mandatory Success comes from people being able to adapt successfully How can we change people? How can people be supported to succeed? From Daniel Hummerdal 2016
  • 25. Benefits of a compliance plus workplace • Reduced human error and improved communication as an outcome of good workplace practices • Increasingly democratised workplaces – case studies South West Airlines, Kaiser Permanente • Better levels of engagement • Increased innovation • Improved productivity and sustainability The technical is undeniably important but so are the social, psychological, emotional and spiritual factors – the human factors
  • 26. Creating and sustaining a thinking workplace • Encourage commitment to the big picture - your shared purpose • Respect for all is a core practice, not just a value • Increase involvement and participation, through genuine engagement • Create an environment in which collaboration is valued and rewarded Premise – thinking workplaces are safer and healthier
  • 27. Creating and sustaining a thinking workplace • Develop processes for coordinating people’s efforts • Clarify expectations, together where-ever possible • Think beyond the presenting problem or symptom • Encourage autonomy and self responsibility • Build capability to deliver on your health and safety goals Continued
  • 28. Practical ideas • Create mechanisms to share information and practices – through process and structure • Establish joint problem solving teams • Consider offering literacy programmes • Link recognition and reward to health and safety solutions and improvements
  • 29. Practical ideas • Use exemplars, case studies and success stories to paint a picture of what good looks like • Form communities of practice with peers to problem solve and share best practice • Promote peer review and peer audit processes – critical friends with shared commitment to health and safety.
  • 31. PwC Our Four Worlds of Work are each very different - but through each runs the thread of automation and the implications of robotics and AI. What does it all mean for jobs? 30 August 2017Workforce of the future
  • 33. In your discussions, think about the following: • What are the key factors and insights to consider about this question/issue? • How might we respond as a profession tothis? Each group will be asked to report back to the wider group. Break out – group discussions
  • 34. Discussion What are the major trends likely to impact workplace health and safety over the next ten years?
  • 35. Blue World in 2030 Big company capitalism rules. Organisations continue to grow bigger and global corporates take centre state. Consumer choice dominates. Individual preferences trump beliefs about social responsibility. A corporate career divides the haves and have-nots. A new breed of elite super- workers emerges. Blue World workforce Exceptional talent is in high demand, employers secure a core group of pivotal talent by offering excellent rewards Buy in flexible talent and skills as and when they’re needed. Human effort is maximised through sophisticated use of physical and medical enhancement and technology Worker performance is measured and analysed at every step Blue World technology Extensive use of automation and AI enhance productivity and quality - but humans are still in demand. Rewards are high, but the price workers pay is their data. Sensors and data analytics measure and optimise performance 24/7. Data used to predict performance and anticipate people risk. Blue World: Corporate is king
  • 36. Impact of AI, automation and enhanced human performance will require HSPs to ….. Sensors and data analytics will require HSPs to….. HSPs will need the following skills to be valued in the blue world…. The Health and Safety Professional in the Blue World 35
  • 37. Green World in 2030 In the Green World, corporate responsibility isn’t just a nice-to- have – it’s a business imperative. Social responsibility and trust dominate the corporate agenda with concerns about ‘Fairness’ and sustainability becoming key drivers of business Workers and consumers demand brands that do right by their employees and the wider world. Green World workers Workers are attracted by organisations they admire. Competition remains intense for the best talent; financial reward is still important. Workers have to reflect the values of their employer – both at work and at home. Carbon footprint and social impact is strictly controlled. The idea of a ‘job for life’ returns to the workplace lexicon. Green World technology Automation and technology are essential element to protect scarce resources and minimise environmental damage Used extensively to replace the need for travel, driving rapid innovation in communications technology Technology is a double edged sword it allows organisations to meet their ethical and environmental agenda, but at what cost to humans? Green World: Companies care
  • 38. Focus on fairness, human rights and sustainability will require HSPs to ….. HSPs will want to work for …. HSPs will need the following skills to be valued in the green world…. The Health and Safety Professional in the Green World
  • 39. Red World in 2030 In a world with few rules, ideas – and speed to market - rule. Organisations and individuals race to give consumers what they want. Specialist and niche profit- markers flourish Innovation outpaces regulation. In the Red World today’s winning idea might be tomorrow’s court case. Digital platforms give outsized reach and influence to those with winning ideas Red World workers Innovation and people are inseparable in the red world. Organisations stripped-down and nimble. A small number of ‘pivotal people’ with outstanding skills command high rewards. Like-minded workers gravitate towards each other, aided by technology, sparking bubbles of innovation. Projects quickly flourish, evolve and resolve and specialists move rapidly from one to the next. Red World technology Technology encourages the creation of powerful, like- minded, cross border social “bubbles” Businesses find new ways to serve niches and individual preferences powered by technology and big data. Digital platforms match workers with employer, capital with innovator, consumer with supplier. This allows serial entrepreneurs to reach far beyond their size. Red World: Innovation rules
  • 40. Focus on speed to market and bleeding edge (often beyond existing regulations) will require HSPs to ….. HSPs will be engaged to work on red world assignments such as …. HSPs will need the following skills to be valued in the red world…. The Health and Safety Professional in the Red World
  • 41. Yellow World in 2030 Social-first and community business prosper. Humanness is highly valued. Crowdfunded capital flows towards ethical and blameless brands A search for meaning and relevance with a social heart. Artisans, makers and ‘new Worker Guilds’ thrive People won’t take the downsides of automation without a fight. Yellow World workers Like-minded workers gravitate towards each other, aided by technology platforms. Individuals come together to deliver on an idea – for as long as it takes. Guilds help workers create scale, remain current and build trust in their services. Work is a fluid concept. A standard 9 to 5, working week is rare; the borders between home and work are blurred. Yellow World technology Technology creates a vibrant Yellow World by lowering barriers to entry, providing access to crowdfunding and a worldwide market. Entrepreneurial companies compete in areas previously dominated by large organisations ‘Invisible technology’ such as AI driven back office functional support - and the automation of tasks that are damaging or impossible for humans - still pervades. Yellow World: Humans come first
  • 42. Focus on ethical business and smaller artisan type businesses will require HSPs to ….. HSPs will work with associations and guilds to ….. HSPs will need the following skills to be valued in the yellow world…. The Health and Safety Professional in the Yellow World
  • 43. How are you planning for the future?
  • 44. www.pwc.co.nz Future of Work Link This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. © 2018 PricewaterhouseCoopers LLP. All rights reserved. In this document, "PwC" refers to the UK member firm, and may sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure for further details.