This global and innovative company, headquartered in the United States, operates multiple locations worldwide. Specializing in contractor management software, the organization serves a variety of capital-intensive industries, assisting over 75,000 contractors and suppliers across more than 80 countries.Role
The Safety Specialist will report directly to the Safety Manager and provide occupational safety support to both new and existing clients. This cross-functional role includes facilitating desktop audits of clients' health and safety documentation, supporting contractors with their HSEQ processes, and offering advice and influence to stakeholders.About you
- Tertiary safety, health, environment qualifications
- Strong leadership skills as well as being able to build relationships ensuring a friendly personality.
- Demonstrated extensive knowledge and experience in managing health and safety legislative and understanding current legislation within the state.
- Ability to prioritise and complete action plans with detailed reporting.
Benefits & Next Steps
- Global exposure, work with dynamic and experienced teams.
- Have the opportunity to travel to the US twice a year for ongoing training and company collaboration.
- Achievable company target incentive available on top of salary + super.
Please apply directly to this advertisement with your resume for consideration.Following this, should you require additional information please contact Devon Lowe on 1300 333 400Share this jobInterested in this job?Save JobCreate As AlertConsultant Name: Consultant Email: Social AccountsSCHEMA MARKUP ( This text will only show on the editor. )Contact UsFor more information on our services feel free to email us on -or call 1300 333 400Sydney25 Brisbane StreetSurry HillsSydney NSW 2010MelbourneLevel 23, Tower 5, Collins Square727 Collins StreetMelbourne VIC 3008BrisbaneLevel 54, 111 Eagle StreetBrisbane QLD 4000PerthLevel 25, 108 St Georges TerracePerth WA 6000Recent News22 May, 2024Exploring the Woolworths National Distribution Centre16 May, 2024Pete Zmuda- West Gate Tunnel Project15 May, 2024Zenergy were proud to host 150 clients at the 2024 Zenergy Leaders forum in Sydney CBD last Thursday. Over breakfast on a wet Thursday morning, the attendees made up of industry leaders and executives, discussed how organisations are identifying, preventing and managing psychological risks, and what best practice looks like in a practical sense. The panel were excellent and we would like to thank them for their contribution. Deloitte Australia's chief human resources officer, Tina McCreery told Zenergy Group's leaders forum in Sydney yesterday that her "big four" accounting firm's new interventions target the risks associated with the way its workers work on both organisational and individual levels, but the strategies for the latter have the greatest impact. She said Deloitte started identifying the psychosocial "hotspots" in its business two years ago, "getting underneath" the day-to-day issues impacting on workers' psychosocial wellbeing. The firm is part of an industry that has been under the spotlight for its culture of overwork, including through an independent review that heard many EY Oceania workers were subjected to "insane pressure" and unreasonable project deadlines (see related article ). McCreery told the forum that at the organisational level, Deloitte carried out engagement surveys, trained partners on mental health and engaged the executive board on these issues. However, the protective measures the company implemented on the ground level, to manage the time workers spend on projects for clients, really made a difference, she said. Deloitte introduced a range of interventions, including steps to determine at the start of an engagement what the project will look like in terms of flexibility needs, hours of work and contact hours, she explained. It leveraged technology to solve some of the issues around the risks, including bots that can identify unreasonable hours and alert workers' "coaches" to step in and check in with an overworking individual "and see what is going on". Other initiatives like "coaching conversations" mean workers are regularly asked how their work is impacting on their wellbeing, and any red flags are "routed to people to step in", McCreery said. The "big shift" resulting from the intervention is that workers now feel comfortable raising psychosocial issues and are aware of all the escalation paths, so they are "putting their hands up much more" when they are not coping. Fellow panellist Louisa Hudson, safety, security and wellbeing executive at Telstra, said companies can strike a good balance between individual and organisational level approaches. She used organisational change as an example of a psychosocial hazard. Organisational measures for this hazard include risk assessing and designing the change, taking into account all the factors that are likely to cause workers harm if it is not managed well, she said. This could include the design of the change, the timeframe, and how the company will communicate with workers. "Then you come down to that individual level and say... How will that change be felt at a local level?" Hudson said. Companies need to consider how to ensure they understand what the vulnerabilities on the individual worker level will be to the change, in terms of things like workload, introduction of new processes, and introduction of new technology, she said. They need to consider what to put in place to mitigate those risks. Further, companies need to ensure they are educating and building the capacity of the workforce to understand the basics of psychosocial risk. David Burroughs, Director at Australian Psychological Services, told the forum that 95 per cent of workers' psychosocial issues can be managed by with good leaders if they can identify the risks involved in the matter, whether they involve things like role clarity, reward and recognition, or role conflict. "The space can be overcomplicated," he said. If companies have leaders who understand what good work looks like, how their behaviour influences people's experience of working, and how to have a conversation around the actual work, they can solve most of the issues at that "localised level", Burroughs said.
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