The FOA Strategic Safety Plan (SSP) has been developed to take up this challenge. In early 2007 the Education, Training & Safety Committee identified a handful of aspects that were, in its view, holding back safety improvement. With the assistance of a facilitator and ‘Theory of Constraints’ process, a committee sub-group set out to test the validity of the Committee’s assumptions, crystallize its own improvement thoughts and work out how to make the transition from the safety state and outcomes we have today to what was seen as a desirable future state. At the conclusion of this process the group found itself with a far clearer understanding of the persistent issues, conflicts and compromises that are made at worksites on a daily basis, many of which are detrimental to both safety and productivity.

Improvement opportunities identified during this process have been reviewed, prioritised and drafted into the plan under two key safety improvement themes; Safety Culture & Leadership and Safety Simplification. Under each theme three project areas, eight sub-projects and a number of objectives have been identified. These are portrayed in the Strategy map (figure 8). The Safety Committee recommends that these projects be the focus of the FOA’s near term strategic safety improvement efforts. Benefits of improving performance in these areas will include reduced harm, reduced costs and increased productivity and profitability.This plan covers the period 2009 - 2011.

Three strategic projects are recommended as a focus for safety improvement during this period. The NZ Forest Owners’ Association (FOA) Strategic Safety Plan (SSP) has been developed to takeup this challenge. In early 2007 the Education, Training & Safety Committee identified a handful of aspects that were, in its view, holding back safety improvement. With the assistance of a facilitator and ‘Theory of Constraints’ process, a committee sub-group set out to test the validity of the Committee’s assumptions, crystallize its own improvement thoughts andwork out how to make the transition from the safety state and outcomes we have today to whatwas seen as a desirable future state. At the conclusion of this process the group found itself with a far clearer understanding of the persistent issues, conflicts and compromises that are made at worksites on a daily basis, many of which are detrimental to both safety and productivity.Improvement opportunities identified during this process have been reviewed, prioritised and drafted into the plan under two key safety improvement themes; Safety Culture & Leadership and Safety Simplification. Under each theme three project areas, eight sub-projects and a number of objectives have been identified. These are portrayed in the Strategy map (figure 8). The Safety Committee recommends that these projects be the focus of the FOA’s near term strategic safety improvement efforts. Benefits of improving performance in these areas will include reduced harm, reduced costs and increased productivity and profitability.

This plan covers the period 2009 - 2011.Three strategic projects are recommended as a focus for safety improvement during this period.