Consistency is King

Injury Management at ANZCO Foods

Contents• About ANZCO

• Injury Management at ANZCO Foods

• Outcomes

• How we’ve achieved the results

• Next steps

• Summary

• Questions

• New Zealand’s 5th largest exporter

• Sales NZ$1.3b

• 3000 employees around the world – 2500 in processing

― We procure NZ’s best beef and lamb

― We process it in state-of-the-art accredited facilities

― We design and create sophisticated food and healthcare solutions

― We market our premium products to more than 80 countries

ANZCO Foods

Product brands

Where we are in New Zealand

• Prior to One ANZCO all sites had different approaches

• For the last 12 months we’ve been working on a system

― that takes the best aspects of our existing systems and brings them together

― that meets ACC partnership programme requirements

― that supports all site coordinators

Injury Management at ANZCO Foods

• Costs decreasing for the last 5 years

• Same number of work injury claims however,

• A reduction in lost time injuries

• Duration of injury rates significantly reduced

• Increased level of care

• Employee confidence in ANZCO’s injury management programme

Outcomes of the programme

• Results have been achieved in an industry

― With a heavy task loading

― With physical, repetitive work

― Very little automation

― Increased throughputs

― And where medical and associated costs have increased

The environment

• A focus on the whole person – a one-size fits all approach to injury management doesn’t work

• Risk profiling early in the process

― of tasks and an individual’s fit for a role

• Promote early reporting of discomfort and provide treatment

– Physiotherapy

– Osteopath

– Massage

• Worked closely with the union

• Greater communication with medical treatment providers

How

• Active case management

• Treatment and return to work plans are developed early

• Return to work plans implemented by the injury management team and agreed with injured employee and their supervisor

• A focus on recovery and rehabilitation rather than production goals

• ANZCO owns and drives the programme – our TPA is a service provider

• SafetyNet

• A consistent programme across all our sites

• All our standardised safety processes, policies, and forms in one place

For example;

– Report an accident or incident

– Report a hazard

– Lodge a claim

– Facilitate a return to work programme

• Health and Safety at ANZCO is a journey

• Influence change by working closely with internal safety teams

• Introduce well-being programmes into our work places

• Recognise that people with poor health increase incapacity timeframes

• ANZCO Foods will support programmes that reduce absence through injury and sickness

Next steps

• Improve work engagement by being influential

• Empower supervisors to understand the early intervention programme links to business sustainability

• Employees need to feel valued

• Respect that the injured employee’s road to recovery is their journey

Lead by example

• Genuine commitment to helping people

• Consistent processes and systems

• Control what you can control

• Undertake risk profiling

• Focus on the areas that are costing you the most

• Work with the union

• Active injury management programme

• It’s a journey

Summary

www.anzcofoods.com

Any questions?