Critical risks are those which can have serious consequences regardless of whether there is a high or low likelihood of the risk to eventuate.

Our risk focus areas were determined by an analysis of the data we have collected over the past few years through our increased reporting, although which can have lesser consequences but are more frequent and probable.

The analysis was an extremely worthwhile undertaking for the safety management of our staff across the regions which served us increasingly well as the pandemic continued.

Our incident and observation reporting increased by 17 percent on last year and has increased 42 percent since FY19. This was despite lockdown impediments which is very pleasing.

Our reporting structure provides us with enduring insights into events which we can direct our focus and resources to. Numbers we focus on are our levels of engagement around reporting and participation by leaders and workers.

We are delighted to observe increases in our overall reporting and our leader participation in health and safety, which grew by 52 percent.

While we do utilise the information found in our graphs, pie charts and histograms, we understand the real measure that will make a difference is our people speaking up and our leaders and workers engaging in safety conversations – whether that is at committee meetings, through the Tackle Box or toolbox meetings. Having an environment where our people are the comfortable to speak up and suggest an idea, create a solution to a problem or highlight an issue is where we will find success.

Without question safety will always be a key priority. Equally important thought is creating a productive and engaging environment for our people, being financially viable, being sustainably responsible and making a positive change to our staff, their whānau and our shareholders’ lives.

This is the company Moana continues to strive to be. One does not supersede the other, it isn’t a priority whereby it moves up and down the list. It is now becoming a way of operating and collaborating for all of us at Moana. Our critical success measure is the safety and improved wellbeing of our kaimahi.

We are pleased to report the ongoing leadership being shown by our Board. There were more than twenty-five director health and safety visits at Moana sites across Aotearoa. To provide fresh safety eyes across the site, visits also provide Directors an opportunity to see our strategy in action and to spend some time with our regional staff.

The schedule was only stopped in its tracks by the August Covid19 lockdown, but we look forward to hosting our Directors throughout FY22.

Moana New Zealand is an early adopter of fever screen technology as another tool in our toolkit to provide continuity of our business and monitoring the health of our kaimahi. We were the second organisation in the country to implement fever screens in response to Covid19 and latterly as an OMAR requirement for China exports. The fever screens only allow access to parts of our Mt Wellington premise if the monitored person records a safe temperature reading. This is one example of our Covid19 response. Other measures include communication, supporting information around vaccinations, supporting our teams through changes to alert levels, being responsive to the needs of our team members working at home and to our frontline workers