Case Studies
These Case Studies have been developed collaboratively in New Zealand around real life solutions to local situations.
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How to use these case studies as a learning opportunity
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Read and examine the case thoroughly. Take notes, highlight relevant facts, and underline key problems.
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Focus your analysis. Identify two to five key problems.
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Uncover possible solutions.
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Select the best solution.
Stability of Palletised Product at Foodstuffs South Island
Approximately 30,000 pallets of product are delivered each week into Foodstuffs South Island Christchurch distribution centre. The challenge was to understand the contributing factors of increased incident reporting of product damage and near misses within the distribution centre through a comprehensive corrective action plan.
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A team including health and safety representatives, suppliers, supervisors, and management worked together to understand how the four key factors contributed and find solutions.
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Learn how they achieved a significant reduction in near misses and product damage reduced by 30%.
“New Beginnings:
A health, safety and wellbeing journey at Toll Global Express"
ShopCare in collaboration with Toll Global Express, developed the following video case study to showcase to the wider industry/community, an example of industry good practice in relation to health, safety and wellbeing leadership. We encourage you to watch the full case study and focus on the key takeaways for you and your organisation.
ShopCare is here to support industry with knowledge transfer and industry connectivity. If you have any questions, please don’t hesitate to contact the team.
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There are some key themes embedded throughout the case study such as safety leadership, safety culture, effective site design, use of data trends and ensuring workers are engaged in processes and change. We recommend you to undertake some additional research on these themes that meets your individual/business needs.
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Read the full accompanying document for additional information and useful links
Critical Risk Identification – The Warehouse Group
The Executive team and Board wanted to take a different approach to understand the top critical risks within the business and what controls measures were required to keep employees, customers, clients, contractors, and visitors safe.
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Among other benefits, the introduction of traffic management plans across the business, including driver safety and exclusion zones, resulted in a 50% reduction in incidents over a rolling 12 month period.
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Understand how they achieved the improvements in their processes
Injury Management Process Refresh at Foodstuffs North Island
Foodstuffs North Island has 2500 stores and 24,000 employees. The injury management process was not being utilised as intended, The programme was refreshed and called 'Back In Action', ensuring a simple, transparent process for employees and managers to follow.
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Vehicle Safety Challenge at Comvita
We have had a considerable reduction of incidents over the last four years since starting this journey. Our beekeepers' competency and capability has increased to the point we now have “in-house” champions providing guidance and support to new members of the team.
We have seen a change to a more proactive approach to ensuring the vehicle, plant or piece of equipment are safe to use and remain fit for purpose.
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Read how engaging the teams directly led to the reduction of incidents within the fleet
Training Through Story Telling at Goodman Fielder
There was a disconnect between safety behaviour and training so we took advantage of our twice a year maintenance shutdown to provide face to face learning.
Using the learning content, we developed stories to build connections between people and stories.
Storytelling helps with learning because stories are easy to remember.
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Culture Change Improved Workplace Health and safety
Our challenge was to transform the safety culture of the organisation to improve workplace health and safety. We had a high level of lost time injuries, a lack of personal responsibility for health and safety amongst the workers, and supervisors were not demonstrating good safety behaviours.
As the new CEO, connection with employees was essential. Being visible and curious, asking questions, and listening was critical to understanding work as done versus work as imagined.
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Wellbeing in a Covid World
As Managing Director of a medium-sized service organisation, the challenge of keeping our teams safe and connected quickly moved from the team’s physical safety and protection to emotional and mental well-being support.
We had to understand the common work-related and personal factors that can add stress during a pandemic, particularly feeling safe in the ‘office bubble’ and emotional exhaustion, otherwise known as ‘Covid Fatigue’.
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Continuous Improvement at Delmaine Fine Foods
Delmaine’s primary site in Mount Wellington, Auckland is home to the manufacturing and distribution of ‘European-inspired but New Zealand made’ food products such as dips, hummus, and shelf sauces.
Delmaine employs 180 staff, and their operations are 5 days a week. There are 2 forkhoists that transit from the warehouse area and the back of site regularly and there is an average of 20-30 trucks that access the site per day.
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A common critical risk for many is the movement of vehicles and mobile plant where people may be present. Delmaine, like many, is aware of the risk this presents and is currently on a journey of improvement.
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