Summary of consultation responses
5 Analysis of responses to questionnaire from adventure and outdoor commercial sector operators, associations and organisations
5.1 Which industry associations or other tourism-related bodies are you and/or your business a member of?
Twenty five reference group members and 62 non reference group members responded to this question. Respondents identified a total of 68 associations or tourism related bodies in response to this question. These included sector specific, regional and national associations and organisations. Table 5 (below) lists these associations or tourism related bodies.
Note that 32 respondents indicated they belonged to a Regional or District Tourism Organisation. Regional and District Tourism Organisations are responsible for marketing their destination and have been grouped together as 'Regional/District Tourism Organisation'.
| Association or related body | Reference group members | Non reference group members | Total |
|---|---|---|---|
| Adventure Travel Trade Association | 1 | - | 1 |
| Ambulance New Zealand | - | 1 | 1 |
| ASTM International (originally the American Society of Testing and Manufacture) |
1 | - | 1 |
| ATV Expert Panel | 1 | - | 1 |
| Aviation, Travel, and Tourism Training Organisation | 1 | - | 1 |
| Australasian Cave and Karst Management Assoc. | 1 | - | 1 |
| Aviation Industry Association | 12 | - | 12 |
| Bus & Coach Association | 3 | - | 3 |
| Canterbury Chamber of Commerce | - | 1 | 1 |
| Canterbury Management Association | - | 1 | 1 |
| Christian Camping New Zealand | - | 1 | 1 |
| Climbing Wall Association (of America) | 1 | - | 1 |
| Cycle Tour Operators Association | 1 | - | 1 |
| Education Chamber of Commerce | - | 1 | 1 |
| Education Outside The Classroom | - | 1 | 1 |
| Green Globe | 2 | 1 | 3 |
| Heritage Culture | - | 1 | 1 |
| Helicopter Association | - | 1 | 1 |
| Hospitality Standards Institute | 1 | - | 1 |
| Inbound Tourism Operators Council of New Zealand | 9 | 1 | 10 |
| International Association Of Amusement Parks & Attractions | 2 | - | 2 |
| Institutes of Technology and Polytechnics Quality | - | 1 | 1 |
| 'Leave NO Trace' NZ | 1 | - | 1 |
| Maritime New Zealand | 1 | - | 1 |
| Model Engineering Association of New Zealand Incorporated | - | 1 | 1 |
| Mount Cook and Westland Users Group | - | 1 | 1 |
| Multisport Association | - | 1 | 1 |
| New Zealand Deerstalkers Association | 1 | 1 | 2 |
| New Zealand Employers Federation | 1 | - | 1 |
| New Zealand Heliski Operators Group | 1 | - | 1 |
| New Zealand Commercial Jetboating Association | 2 | 2 | 4 |
| New Zealand Film Guild | - | 1 | 1 |
| New Zealand Mountain Guides Association | 3 | 1 | 4 |
| New Zealand Mountain Safety Council | - | 2 | 2 |
| New Zealand Outdoor Instructors Association | 1 | 12 | 13 |
| New Zealand Parachute Industry Association | - | 1 | 1 |
| New Zealand Qualifications Authority | - | 2 | 2 |
| New Zealand Rafting Association | 4 | 6 | 10 |
| New Zealand Recreation Association | 1 | - | 1 |
| New Zealand Safety | 1 | - | 1 |
| NZMIT Aviation Group | - | 1 | 1 |
| Outdoors Education New Zealand | - | 1 | 1 |
| OutdoorsMark | - | 2 | 2 |
| Outdoors New Zealand | 3 | - | 3 |
| Outward Bound International | - | 1 | 1 |
| Otago Southland Employers Association | 3 | 3 | 6 |
| Qualmark | 13 | 9 | 22 |
| Queenstown Chamber of Commerce | 2 | 1 | 3 |
| Queen Charlotte Track member | - | 1 | 1 |
| Queenstown Milford User Group | - | 1 | 1 |
| Pilots Association | - | 1 | 1 |
| Recreation Safety Engineering (RSE) Technical Interest Group (TIG) of IPENZ | 1 | - | 1 |
| Risk Society | - | 1 | 1 |
| Rotorua Sustainable Charter | 2 | - | 2 |
| RSPCA equine(ILPH) | 1 | 1 | 2 |
| RNAZ | - | 1 | 1 |
| Regional/District Tourism Organisation | 15 | 17 | 32 |
| Sea Kayak Operators Assn NZ (SKOANZ) | 1 | 1 | 2 |
| Skills Active | - | 3 | 3 |
| Sustainable Business Network | - | 2 | 2 |
| Tuhoe Tourism Federation | 1 | 1 | 2 |
| Tourism Flight Operators | - | 1 | 1 |
| Tourism Industry Association of New Zealand | 19 | 17 | 36 |
| Tourism New Zealand | 1 | 1 | 2 |
| White Water New Zealand | 1 | 1 | 2 |
| None | 9 | - | 9 |
5.2 What regulations apply to the operation of your business?
Twenty eight reference group members and 71 non reference group members responded to this question. Respondents identified 34 legislative statutes in response to this question. These are listed in Table 6 below.
| Regulations | Reference group members | Non reference group members | Total |
|---|---|---|---|
| Accident Compensation Act 2001 | 1 | 4 | 5 |
| Amusement Devices Regulations 1978 | 2 | 3 | 5 |
| Building Act 2001 | 5 | 4 | 9 |
| Children, Young Persons And Their Families Act 1989 | - | 2 | 2 |
| Chartered Professional Engineers Act 2002 | 1 | - | 1 |
| Civil Aviation Act 1990 and Rule Parts | 2 | 26 | 28 |
| Conservation Act 1987 | 5 | 15 | 20 |
| Consumer Guarantees Act 1993 | 6 | 1 | 7 |
| Commerce Act 1986 | - | 2 | 2 |
| Crimes Act 1961 | - | 2 | 2 |
| Education Act 1989 | - | 3 | 3 |
| Employment Relations Act 2000 | - | 3 | 3 |
| Fair Trading Act 1986 | 2 | 4 | 6 |
| Firearms Regulations 1974 | 1 | - | 1 |
| Fire Safety and Evacuation of Buildings Regulations 1992 | - | 1 | 1 |
| Food Hygiene Regulations 1974 | 1 | 3 | 4 |
| Hazardous Substances and New Organisms Act 1996 | - | 1 | 1 |
| Health and Safety in Employment Regulations 1995 | 3 | - | 3 |
| Health and Safety in Employment Act 1992 | 17 | 27 | 44 |
| HSE (Pressure Equipment, Cranes and Passenger. Ropeways) Regulations 1999 | 1 | - | 1 |
| Holidays Act 1993 | - | 1 | 1 |
| Land Transport Act 1998 | 12 | 9 | 21 |
|
Local Government Act 1974, including bylaws for
- Environment Bay of Plenty - Far North District Council - Northland District Council - QLDC Waterways Navigation Safety Bylaws |
7 | - | 7 |
| Machinery Act 1950 | 1 | - | 1 |
| MAF Biosecurity Act 1993 | 1 | 1 | 2 |
| Marine Mammals Act 1978 | 2 | 2 | 4 |
| Maritime New Zealand Rule Part 80 (Commercial jet-boating ) | 8 | 8 | 16 |
| Maritime New Zealand Rule Part 91 | - | 1 | 1 |
| Maritime New Zealand Safe Ship Management | - | 1 | 1 |
| Maritime Transport Act 1994 | 1 | 10 | 11 |
| National Parks Act 1980 | 1 | 1 | 2 |
| Privacy Act 1993 | - | 1 | 1 |
| Resource Management Act 1991 | 4 | 1 | 5 |
| Sale of Liquor Act 1989 | - | 2 | 2 |
| No response | 8 | 1 | 9 |
A number of bodies or documents were also noted by respondents when answering this question. They have been listed in Table 7 below.
| Other "regulations" | Reference group members | Non reference group members | Total |
|---|---|---|---|
| Board of trustees | - | 1 | 1 |
| Chartered Professional Engineers' Code of Ethics | 1 | - | 1 |
| Harbourmasters Memoranda | 1 | - | 1 |
| Incorporated Society/Charitable Trust | - | 1 | 1 |
| Industry and Maritime New Zealand Canoe and Kayak Strategy | - | 1 | 1 |
| Inland Revenue | - | 2 | 2 |
| Mountain Safety Council guidelines | - | 1 | 1 |
| Royal Yachting Association (regarding training) | 1 | - | 1 |
| New Zealand Mountain Guides Association | - | 1 | 1 |
| New Zealand Outdoor Instructors Association | - | 1 | 1 |
| New Zealand Parachute Industry Association | 1 | - | 1 |
| New Zealand Playground Standards NZS5828:2004 | 1 | - | 1 |
| New Zealand Standards and Code of Practice for Horse Trekking | 1 | - | 1 |
| NZOIA qualifications | - | 1 | 1 |
| NZQA regarding education and how we deliver training as an NZQA accredited PTE | 1 | - | 1 |
| Otago Southland Employers Association | 1 | - | 1 |
| Private contracts for land access | - | 1 | 1 |
| Project Adventure training courses | - | 1 | 1 |
| Qualmark audit | - | 1 | 1 |
| RAMS forms | - | 1 | 1 |
| Strategic plan | - | 1 | 1 |
| Tourist Industry Association of New Zealand | 1 | - | 1 |
| Treaty of Waitangi | - | 1 | 1 |
| TPP SOP document | - | 1 | 1 |
| Water Safety Council guidelines | - | 1 | 1 |
5.3 What compulsory written standards, codes, local operating procedures, licensing regimes or other documents guide the operation of your business?
Twenty five reference group members and 68 non reference group members responded to this question.
The responses to this question were generally consistent with the responses to Question 2, with several respondents noting that they were meeting compulsory requirements specified by the Civil Aviation Authority (15), Department of Conservation (15), and Maritime New Zealand (14).
Twelve respondents said they had individual company codes or standards that they adhered to. Two respondents said they had no compulsory standards, codes, local operating procedures, licensing regimes or other documents that guide their business.
Table 8 lists the compulsory written standards, codes, local operating procedures, licensing regimes or other documents that respondents said guide the operation of their businesses.
| Compulsory | Reference group members | Non reference group members | Total |
|---|---|---|---|
| Amusement Device Permit | 1 | 1 | 2 |
| Building Codes | 1 | 1 | 2 |
| CAA Air transport requirements - Civil Aviation Authority Part 105, soon to be Part 115, Adventure Aviation | 4 | 11 | 15 |
| Chartered Professional Engineers' Code of Ethics | 4 | - | 4 |
| Code of Compliance for Temporary Traffic Management | - | 1 | 1 |
| Code of Practice for Passenger Ropeways in New Zealand AS/NZS 5848 | 2 | - | 2 |
| Consumer Guarantees Act | 1 | - | 1 |
| Company Emergency Procedures Manual | 1 | 1 | 2 |
| Company Safe Operating Plan | 4 | 1 | 5 |
| Cycling sector standards | 1 | 1 | 1 |
| Dangerous Goods Storage | - | 1 | 1 |
| Department of Conservation concessionaire | 3 | 15 | 18 |
| Disclosure forms | - | 1 | 1 |
| Emergency Procedure Plans | - | 1 | 1 |
| Employment Contracts Act | 1 | 1 | 2 |
| Environment Bay Of Plenty - Bylaws | 2 | - | 2 |
| Education Outside The Classroom Guidelines | - | 3 | 3 |
| Fire Safety | - | 1 | 1 |
| Food Hygiene Certificate | 1 | - | 1 |
| Forestry Company License Agreement | - | 1 | 1 |
| General Managers Certificate | 1 | - | 1 |
| Hazardous Substances Act - Fuel Storage and Transportation Rules | 1 | - | 1 |
| Health | - | 1 | 1 |
| Health and Safety in Employment Act | 2 | 6 | 8 |
| Individual company codes or standards | 5 | 12 | 17 |
| Land Transport requirements and Licensed Passenger Service operations | 3 | 2 | 5 |
| Liquor licence | 2 | 2 | 4 |
| Local Authority Operating Licence | - | 4 | 4 |
| Marine Mammal Protection Act | - | 1 | 1 |
| Maritime New Zealand - Certificate/Code of Compliance | 4 | 2 | 6 |
| Maritime New Zealand - Rule Part 80 (Commercial Jet-boating) | 6 | 2 | 8 |
| New Zealand Parachute Industry Association Certification and Quality Assurance Manual | 1 | 1 | 2 |
| NZQA regarding education and how we deliver training as an NZQA accredited PTE | 1 | 1 | 2 |
| New Zealand Standards and Code of practice for horse trekking | 1 | - | 1 |
| NZTA Transport Licence | 1 | - | 1 |
| Occupational Safety and Health manual | 1 | - | 1 |
| OutdoorsMark | - | 1 | 1 |
| Outward Bound International minimum standards and safety audit | - | 1 | 1 |
| Passenger Service Licence | 1 | - | 1 |
| Qualmark | - | 1 | 1 |
| QLDC Beach License | - | 1 | 1 |
| QLDC FA | - | 1 | 1 |
| QLDC - Waterway regulations | - | 1 | 1 |
| QLDC - Conditions of Consent | 1 | 1 | 2 |
| Rafting Association Procedures | - | 1 | 1 |
| RAMS forms | - | 1 | 1 |
| Resource Management Act | 1 | 2 | 3 |
| Royal Yachting Association (regarding training) | 1 | - | 1 |
| Standard Operating Procedures | - | 7 | 7 |
| Safe Ship Management Vessel survey certificates | 1 | - | 1 |
| St Johns first aid certificates | 1 | - | 1 |
| TIA Sector Standards | - | 1 | 1 |
| Whangarei District Council Resource and Building Consent | - | 1 | 1 |
| Not answered | 11 | 5 | 16 |
| None | - | 2 | 2 |
5.4 What additional written standards, guidelines, codes or other documents guide the operation of your business?
Twenty six reference group members and 62 non reference group members responded to this question.
The majority of respondents (44) recorded that they had an individual company safe-operating plan or company procedures in place. The next most identified written standards, guidelines, codes or other documents that guided the operations of respondents' businesses were council bylaws (32) followed by Qualmark (17), the Ministry of Education's Education Outside the Classroom guidelines (8) and the Sea Kayak Operators Association New Zealand guidelines (7).
Three respondents said they had no additional written standards, guidelines, codes or other documents that guide the operation of their business.
Table 9 (below) lists the additional written standards, guidelines, codes or other documents that respondents identified as guiding the operation of their businesses.
| Additional written standards, guidelines, codes or other documents | Reference group members | Non reference group members | Total |
|---|---|---|---|
| ACC guidelines | 1 | - | 1 |
| ACC Workplace Safety Management Practices | 1 | - | 1 |
| ACCT Ropes Course Standards | - | 1 | 1 |
| Approved Code of Practice for Load-Lifting Rigging - OSH revised 2001 | - | 1 | 1 |
| Artificial Climbing Structures - Part 1: Safety requirements and test methods for ACS with protection | 1 | - | 1 |
| ASTM F1159 standard on emerging attractions | 1 | - | 1 |
| ATV Industry Code of Practice | 1 | - | 1 |
| Child Youth and Family Standards for Approval for OSCAR Providers (in relation to holiday programmes and holiday camps for children aged 5-13) | - | 1 | 1 |
| Civil Aviation Certificate No AOC 12957 | - | 1 | 1 |
| Civil Aviation Approved Operation Manual | - | 6 | 6 |
| Code of Ethics | - | 1 | 1 |
| Code of Practice for Flying Foxes in New Zealand - ACC 1994 | - | 1 | 1 |
| Code of Safe Operation for Plastic Spheres V4 - Zorb | 1 | - | 1 |
| Company Safe Operating Plan/Company procedures | 13 | 31 | 44 |
| Communications Plan | - | 1 | 1 |
| Construction: Standard BS EN 12572: 2007 | 1 | - | 1 |
| Council Bylaws (e.g. noise abatement) | - | 31 | 31 |
| Crew Handbook | 1 | - | 1 |
| Crew Welfare Committee and Guidelines | 1 | - | 1 |
| Crisis Management Plans | 2 | - | 2 |
| Dangerous Goods Standards | - | 1 | 1 |
| Department of Conservation guidelines | 1 | 3 | 4 |
| District Plans | 1 | - | 1 |
| Emergency Response Plan | 1 | 1 | 2 |
| EOTC Guidelines - Ministry of Education (2009) | 1 | 7 | 8 |
| European Standard Sport and Recreation Facilities - Ropes Course EN 15567 December 2007 | - | 1 | 1 |
| Fall Arrest Systems - AS/NZS 4488 parts 1 to 4 - 1995/2000 | - | 1 | 1 |
| First Aid | - | 2 | 2 |
| Guidelines for Prevention of Falls - OSH April 2000 | - | 1 | 1 |
| Greenglobe | - | 1 | 1 |
| Hawkes Bay Regional Guidelines | - | 1 | 1 |
| Health and Safety Committee | 1 | - | 1 |
| Health and Safety Manual | 2 | 1 | 3 |
| Individual Employment Agreements | 1 | - | 1 |
| Industrial Ropes Access - AS/NZS 4488 parts 1 and 2 1997 | - | 1 | 1 |
| Investigating incidents | - | 1 | 1 |
| IPENZ membership Rules and Regulations | 1 | - | 1 |
| I-site membership requirements | - | 1 | 1 |
| Local Air Users Group operator handbook | 1 | - | 1 |
| Maritime New Zealand Canoeing and Kayaking Safety Strategy 2009 - 2014 | - | 2 | 2 |
| Maritime New Zealand Guidelines | 1 | 3 | 4 |
| Ministry of Youth Development - Youth Strategy Aotearoa | - | 1 | 1 |
| Model Engineering Societies of New Zealand (MEANZ) Guidelines for passenger carrying miniature railways, MEANZ safety audit guidelines and Australian Miniature Boiler Standards Code | - | 1 | 1 |
| Mountain Safety Council Technical Advisory Committee | 1 | - | 1 |
| National Park Management Plans | 1 | - | 1 |
| New Zealand Food Safety Guidelines | - | 1 | 1 |
| New Zealand Management Systems in Aviation | - | 1 | 1 |
| New Zealand Mountain Guides Association Guidelines | 2 | - | 2 |
| New Zealand Mountain Guides Association Guidelines - Hard Ice Guide Standards and Qualification | 1 | 1 | 2 |
| New Zealand Mountain Safety Council | - | 3 | 3 |
| New Zealand Outdoor Instructors Association Awards Training | 1 | 4 | 5 |
| New Zealand Parachute Industry Association approval system/Code of Ethics | - | 1 | 1 |
| New Zealand Rafting Association Guidelines and River Rescue Standards and Qualification | 2 | 1 | 3 |
| New Zealand Qualifications Authority | 1 | - | 1 |
| New Zealand YMCA Outdoor Code of Practice | - | 1 | 1 |
| New Zealand YMCA Quality Management Practices for Education Programmes | - | 1 | 1 |
| New Zealand Youth Workers Code of Ethics (2009) | - | 1 | 1 |
| Noise | - | 1 | 1 |
| NZAAA accreditation | - | 1 | 1 |
| NZAC Code of Conduct for Climbers | - | 1 | 1 |
| New Zealand Ski Instructors Alliance | - | 1 | 1 |
| NZWBA guidelines | - | 1 | 1 |
| OutdoorsMark - outdoor safety external auditing | - | 5 | 5 |
| Outdoors New Zealand - Outdoor Activity Guidelines for Leaders (2009) | - | 3 | 3 |
| Operations Manuals | 1 | - | 1 |
| OSH Guidelines | 2 | - | 2 |
| Position Descriptions | 2 | - | 2 |
| Project Adventure Ropes Course Audit | - | 1 | 1 |
| Qualmark | 9 | 8 | 17 |
| Safe Ship Management Policy | 1 | - | 1 |
| Sea Kayak Operators Association New Zealand Code of Practice/Guidelines | 1 | 6 | 7 |
| Skills Active | 1 | 2 | 3 |
| Subcontractors and Approved Suppliers Register | 1 | - | 1 |
| Sustainable Business Programme plans and board policies and directives | 1 | - | 1 |
| TIA Industry standards | - | 3 | 3 |
| Training Manuals | 2 | - | 2 |
| Tourism Charters | 2 | 1 | 3 |
| Whitewater New Zealand Code of Practice | - | 1 | 1 |
| Not answered | 10 | 11 | 21 |
| None | - | 3 | 3 |
5.5 What compulsory auditing/monitoring/quality assurance of the operations of your business is undertaken? (If any, please also tell us who undertakes the auditing/monitoring/quality assurance and how often)
Twenty eight reference group members and 64 non reference group members responded to this question.
Twelve respondents to this question noted that they conduct their own internal company checks or quality assurance checks. Seven said that no compulsory auditing standards apply to their business. Table 10 (below) lists the compulsory auditing / monitoring / quality assurance respondents identified as being undertaken by their businesses and the auditor who undertakes it.
| Compulsory auditing/monitoring/quality assurance | Auditor | Reference group members | Non reference group members | Total |
|---|---|---|---|---|
| ACC WSMP Programme Audits | ACC | 1 | 1 | 2 |
| Agriculture and Fisheries inspection | ILPH | - | 1 | 1 |
| ATV Amusement Device Annual Licence | Professional Engineer | 1 | - | 1 |
| Audit New Zealand - annual check | - | 1 | 1 | |
| Aerial Ropeways Audit | 1 | - | 1 | |
| Building Warrant of Fitness | 1 | 1 | 2 | |
| Civil Aviation Audit | CAA approved auditor | 2 |
24 | 26 |
| Compliance with Approved Code of Practice for Passenger Ropeways in New Zealand | Indespect | - | 1 | 1 |
| Construction | Registered Engineer | 1 | - | 1 |
| CYF OSCAR approval | - | 1 | 1 | |
| Department of Conservation Concession audited safety plan | Register of Safety Auditors | 5 | 10 | 15 |
| Meyer Consulting | 2 | - | 2 | |
| Department of Labour Amusement Devices Regulations Registration, (Independent Safety Audit bi-annual) | Bureau Veritas | 2 | - | 2 |
| Education Review Office, every 3 years | Education Review Office | - |
2 | 2 |
| Design Verification and Engineer Audit | ACENZ Civil and Structural Engineer | 1 | - | 1 |
| Engineering formal assessment of competence as required under the CPENG Act | 1 | - | 1 | |
| Environment Bay of Plenty annual audit | Environment Bay of Plenty Field Officer | 1 | - | 1 |
| Fire Safety | 1 | 1 | 2 | |
| First Aid Certificate biannually | 1 | 3 | 4 | |
| Fixed Asset Check | - | 1 | 1 | |
| Gas storage - annually | - | 1 | 1 | |
| Hazardous Substances and New Organisms Audit | - | 2 | 2 | |
| Health and Safety Manual annual audit | Safety First Otago | - | 1 | 1 |
| Health and Safety Plan, Department of Labour compliance | Peak Safety | 1 | - | 1 |
| Internal Company check/quality assurance | 2 | 10 | 12 | |
| Institutes of Technology and Polytechnics Quality | - | 1 | 1 | |
| Kaikoura District Council Food and Hygiene, annual | - | 1 | 1 | |
| Lifts inspection certification | - | 1 | 1 | |
| Maritime New Zealand Safety Audits | Maritime New Zealand Authorised Person | 6 | 8 | 14 |
| Ministry of Education EOTC 4 x yearly | - | 1 | 1 | |
| New Zealand Mountain Safety Council | New Zealand Mountain Safety Council | 1 | 1 | 2 |
| New Zealand Outdoor Instructors Association qualifications revalidation process | New Zealand Outdoor Instructors Association | 1 | - | 1 |
| New Zealand Parachute Industry Association quarterly audits | New Zealand Parachute Association | - | 1 | 1 |
| New Zealand Transport Agency inspections and monitoring - six monthly | New Zealand Transport Agency | 4 | 1 | 5 |
| New Zealand Transport Agency Transport Operator System | New Zealand Transport Agency | 1 | - | 1 |
| New Zealand Qualifications (delivery of outdoor qualifications) | Whitireia Polytechnic | 1 | - | 1 |
| New Zealand Association fro Impact Assessment | 1 | - | 1 | |
| OutdoorsMark, 1-3 year internal and external audit | Outdoors-Mark | 1 | 1 | 2 |
| Outward Bound International | - | 1 | 1 | |
| Retiring of Equipment | - | 1 | 1 | |
| RYA training centres annual audit | CBES | 1 | - | 1 |
| Qualmark annual check | Qualmark assessor | 2 | 8 | 10 |
| Qualmark two yearly check | Qualmark | 1 | - | 1 |
| Otago Regional Council inspections and monitoring | 1 | - | 1 | |
| Overall Safety audit | Industrial Rope Access New Zealand | 1 | - | 1 |
|
Queenstown Lakes District Council Amusement Devices permit (Structural Engineering) annual |
GDM Consulting | 2 | - | 2 |
| Queenstown Lakes District Council inspections and monitoring | Queenstown Lakes District Council | 1 | 1 | 2 |
| Resource Management Act (occasional but can be annual) | Queenstown Lakes District Council | 1 | 1 | 2 |
| Security Systems (annual) | - | 1 | 1 | |
| Skills Active | - | 2 | 2 | |
| Tandem Master proficiency check, annually and external audit by New Zealand Parachute Industry Association biannually or at a frequency determined by the NZPIA | New Zealand Parachute Industry Association | 1 | - | 1 |
| Tasman District Council Annual License | - | 1 | 1 | |
| Transit | - | 1 | 1 | |
| Tree Health | Registered Forestry Consultant | 1 | - | 1 |
| TVNZ annual audit | - | 1 | 1 | |
| No response | 11 | 6 | 17 | |
| None | 3 | 4 | 7 |
5.6 What additional auditing/monitoring/quality assurance of the operations of your business is undertaken?
Twenty eight reference group members and 66 non reference group members responded to this question. Of the responses from reference group members, 21 mentioned other external or independent auditing, monitoring or quality assurance processes. These included: sustainable business programmes or charter audits (4 respondents); ROSA (Register of Outdoor Safety Auditors ) (3 respondents); and OutdoorsMark, ACC, WSP and Green Globe certification (2 respondents each).
Many respondents described processes for gathering feedback from clients about their operations and holding meetings with their staff and governing boards to discuss the findings of their internal processes.
Respondents also mentioned internal processes used for auditing, monitoring and quality assurance. Internal processes included internal desk top practise of emergency procedures, vehicle logs, and 6 monthly reviews.
One operation involved with heli-skiing felt there was no scheme available that would have the skills and knowledge to audit their operation.
Table 11 (below) lists additional auditing/monitoring/quality assurance that respondents said was being undertaken on the operations of their businesses.
| Additional Auditing/Monitoring/Quality Assurance | Reference group members | Non reference group members | Total |
|---|---|---|---|
| Internal auditing | 15 | 37 | 52 |
| Qualmark audits or assessments | 13 | 7 | 20 |
| New Zealand Mountain Guiding Association assessment of operations/guides | 3 | - | 3 |
| Mystery shopper programme or recommending 'mystery shopping' to get feedback on practice. | 2 | 1 | 3 |
| Sustainable business programme or charter audit | 4 | 1 | 5 |
| ROSA | 3 | - | 3 |
| OutdoorsMark | 2 | 2 | 4 |
| ACC | 2 | 2 | 4 |
| WSP | 2 | - | 2 |
| Green Globe Certification | 2 | 1 | 3 |
| Maritime New Zealand | - | 1 | 1 |
| Aviation audit/inspection requirements | - | 12 | 12 |
| Other (included CYF, Enviro audit) | - | 2 | 2 |
5.7 Please list the ways you specifically manage risk and safety in your business? Why do you do it like that?
Twenty six reference group members and 67 non reference group organisations responded to this question. The key ways of specifically managing risk and safety were:
Staff training (operator and instructor training), assessment and ongoing refresher training
Respondents noted the importance of:
- Staff and management being actively involved in risk assessment
- Staff training that included: being clear about what is expected of employees; clarifying what is an acceptable level of risk; establishing familiarity with the environment; and confidence through structured training and mentoring
- Employing qualified staff
- Ensuring staff have the knowledge and experience to deal with changing operating conditions and can make decisions
- Professional development, including the sharing of ideas.
Having a customer/client focus
Respondents noted the importance of:
- Communication with clients, including clarifying expectations and the outcomes that the client wants
- Making an assessment of the client's level of fitness
- Encouraging clients to make self assessments about what is suitable for them.
Identifying hazards and eliminating or managing them
Respondents noted the importance of:
- Hazard management, including identification of hazards that may occur with activities and reporting and reviewing near misses, incidents and accidents
- Control of hazards to eliminate, isolate and then minimise the likelihood of harm
- Ensuring any learning points are picked up and incorporated into operating procedures.
Having good communications systems
Respondents noted the importance of providing easy means of communication such as radio and satellite phone (locator beacons) for guides in the field so that they can call for assistance or relay messages to other guides en route about conditions or any unusual hazards.
Maintenance of equipment
Respondents noted the importance of making sure equipment (including vehicles) is well maintained and that there are timetabled external equipment checks.
Internal and external auditing
Respondents noted the importance of quality assurance practices.
A number of the respondents from the aviation sector noted that they follow procedures and practices specific to their sector e.g. industry procedures for helicopter safety, and qualifications and standards for tandem masters and freefall parachutists.
5.8 What practices do you have in place to record and report incidents (including near misses)?
Twenty eight reference group members and 64 non reference group members responded to this question. Internal recording and reporting processes were the most commonly reported. These practices included accident and incident report sheets that are circulated to staff, accident reporting books or log books, daily trip forms, health and safety notice boards in staff rooms, fortnightly staff newsletters, internal memos, ranking of incidents recorded, on-site safety meetings, and staff meetings to debrief staff.
Table 12 lists practices which respondents said they have in place to record and report incidents (including near misses). Internal recording and reporting processes have been grouped.
| Practices in place to record and report incidents | Reference group members | Non reference group members | Total |
|---|---|---|---|
| Internal recording and reporting | 21 | 31 | 52 |
| Civil Aviation Authority mandatory reporting | - | 18 | 18 |
| Maritime New Zealand accident and incident reports (jet boat incident reporting, kayak incident reporting, forms) | 3 | 9 | 12 |
| National Incident Database, Mountain Safety Council | 3 | 4 | 7 |
| Department of Labour | 2 | 1 | 3 |
| Outdoors New Zealand National Register | 1 | - | 1 |
| Reporting to the Harbourmaster | - | 1 | 1 |
| Association | - | 1 | 1 |
5.9 Who do you report incidents to (including near misses)?
Twenty seven reference group members and 66 non reference group members responded to this question. The most common form of incident reporting identified is through internal processes. This included reporting incidents to guides, senior guides, or operations managers and company management or board executives. The next most common form of reporting was to the three main regulatory agencies: Department of Labour, Maritime New Zealand, and the Civil Aviation Authority.
Eight respondents mentioned they recorded incidents to the National Incident Database (NID), maintained by the Mountain Safety Council. This is an online incident recording system used to monitor incidents across the sector. It provides case studies and discusses lessons learned from incidents. Information from the NID is used to analyse trends and identify areas for either further research or specific action. Table 13 (below) lists the organisations respondents said they reported incidents to (including near misses).
| Who accidents reported to | Reference group members | Non reference group members | Total |
|---|---|---|---|
| Department of Labour | 12 | 15 | 27 |
| Maritime New Zealand | 9 | 11 | 20 |
| Civil Aviation Authority | 1 | 14 | 15 |
| National Incident Database, New Zealand Mountain Safety Council | 1 | 7 | 8 |
| Local harbour master | 2 | 4 | 6 |
| Governing association | 3 | 1 | 4 |
| Police | 2 | 2 | 4 |
| Department of Conservation | 1 | 1 | 2 |
| Local authority | 2 | - | 2 |
| Overseas authority | - | 2 | 2 |
| Accident Compensation Corporation | - | 1 | 1 |
| Internal reporting process | 16 | 32 | 48 |
5.10 What is working well in terms of risk management and safety in the adventure and outdoor commercial sector activities you, your business or organisation is directly involved in?
Thirty six reference group members and 67 non reference group members responded to this question. Key themes that emerged were:
Coordination between industry associations and national organisations
Comments noted the leadership provided by industry associations and national organisations in assisting the sector to operate to best practice. This included their work in developing standards, best practice guidance, qualifications, quality assurance systems, and providing networking opportunities to share information and knowledge.
Conferences
These were identified as bringing the sector together and allowing networking and sharing of knowledge and initiatives between providers, trainers and standard setting bodies.
Networking
Comments included the importance of ensuring this occurs through association members and amongst operators.
Standards and auditing processes
Examples of standards that respondents felt were working well included:
- the OutdoorsMark outdoor safety audit tool, with one respondents noting "the fact that OutdoorsMark has been developed by the sector and by people who understand the outdoors and the New Zealand culture makes it far more effective as a tool to enable safe management and practice (as opposed to compliance enforcement by a statutory authority)" [57]
- ROSA auditing
- Qualmark endorsement. This was considered by some respondents to provide a cost effective means of audit and standards to meet each year. However, a few respondents expressed concern that the Qualmark endorsement was a paper exercise and not necessarily a measurement of meeting good safety practice
- The Code of Practice for Passenger Ropeways
- The Ski Area Management Safety Strategy (SAMSS)
- Avalanche.net.nz - a website established for avalanche information available to the general public and updated by operators during the winter months
- The Canoe and Kayak Strategy
- CTONZ Website & Membership Standards
- Guide Standards - first aid & cycle mechanics
- The Protocol with the Bus & Coach Association
- The Protocol with the Road Transport Forum NZ
- Adherence to Mountain Bikers Off Road Code
- Promotion of high visibility "be safe, be seen" & "share the road" philosophies on road cycle tours
- ACC's Drowning Prevention Strategy
- Maritime New Zealand's Canoe and Kayak Strategy
- Outdoors New Zealand's Activity Guidelines for Leaders
- The New Zealand Mountain Guides Association standards and assessment courses for guides.
Collaborative qualification development
Respondents noted that qualifications are becoming clearer, more accessible and more relevant. Several also noted that the collaboration between the New Zealand Outdoor Instructors Association, Skills Active, and the New Zealand Mountain Safety Council to create a single qualification pathway for leaders and instructors has helped with clearing the confusion regarding what are appropriate qualifications.
Reporting of accident and incident data
Respondents noted that:
- the way accident and incident data is analysed and benchmarked has allowed operators to improve safety practices. Specific examples mentioned included the National Incident Database and the Drowning Database.
- sharing of accident/incident reports and forms within and between companies was also considered to be working well to allow staff to learn from incidents and prevent repetition.
Sector relationships with government agencies
Respondents identified some specific examples of where they considered the relationship between the sector and government agencies is working well. These included:
- The relationship between Skills Active, New Zealand Rafting Association and Maritime New Zealand in assisting the rafting industry meet a common minimum standard of raft guide equipment and operating standards
- The Department of Conservation concession process which allows contractors, such as those working for ROSA, to audit documentation of a business and provide advice
- Regular updates from the Department of Conservation relating to track conditions and new hazards, and
- The sector's relationship and liaison with the Department of Labour and auditors.
Understanding and acceptance of responsibility for managing risk and safety
Some respondents noted that generally most organisations understand and accept their responsibilities for managing risk and safety. They said that many organisations have extensive experience in managing risk in their own activity / environment, but need some advice and support to fully meet legislative and/or best practice requirements. Some respondents noted that safety planning is coordinated both at an industry and at an operator level, with most organisations understanding and accepting their responsibilities for managing risk and safety.
5.11 What could be improved in terms of risk management and safety in the adventure and outdoor commercial sector activities you, your business or organisation is directly involved in?
Thirty six reference group members and 67 non reference group members responded to this question. Key themes that emerged were:
Measures of competence and industry standards
Respondents noted that:
- industry sectors and organisations could provide more clarity regarding relevant industry standards, especially activity operating practices, and standards for guide/leader/instructor qualifications
- there is a need to clearly differentiate between operators that meet industry excepted standards and those that do not
- any system that differentiates between the risk management capability of the outdoor provider should be based on: operating procedures; qualifications; staff experience and training; quality of equipment; and auditing systems used
- different training organisations provide different courses which can result in new staff to the workplace doing the same job differently (e.g. one guide will make decisions in the field differently to another about safety risks, use different methods, depending on training, and safety decisions).
The Auckland City Council's food grading system was suggested as a model for consideration for the sector with the respondent proposing that the result would give an outdoor activity provider a safety rating that could be then communicated externally.
One respondent who supported a regulatory framework noted that it would create a level playing field for operators. They noted: "Currently good operators incur considerable costs to comply with the voluntary standards of qualifications and auditing that have been established. Their competitors gain financial advantage... by not doing so" [106].
Operational audits
Several respondents commented that operational audits could be improved. There are a number of both voluntary and compulsory safety audits that are required by organisations. A number of respondents commented that the audit process needs to require more than a 'paper trail'' or systems, and should include a field assessment.
Legislative requirements
Respondents noted that:
- organisations' understanding of how to meet legislative and or best practice requirements could be improved
- the Health and Safety in Employment Act 1992 obligations are not a good fit with the types of outdoor activities being considered in this review, and that there is variable understanding and interpretation of the Act
- there is some confusion in the regulatory framework, particularly where adventure operators require consents to operate. For example, while operators who require concessions to operate in the Department of Conservation estate are generally obliged to produce audited health and safety plans, many local authorities do not require this.
Learning from incidents
Some respondents noted there could be a greater commitment to learning and sharing the learning from incidents.
5.12 Do you have any comments about the strengths and weaknesses of risk management and safety in the adventure and outdoor commercial sectors in New Zealand?
Thirty six reference group members and 57 non reference group members responded to this question. Key themes that emerged were:
Strengths
Leadership and best practice in risk management and safety
Several respondents commented that more operators are taking a pro-active approach towards safety management with a commitment to a genuine safety culture in most companies
One respondent noted:
New Zealand's outdoor instruction community is highly regarded internationally. Our practitioners are renowned for being able to assess and manage real risk quickly and effectively. Our training pathways promote the ability to recognise real risk, manage it appropriately and perhaps most importantly, take responsibility for those actions and decisions [102].
Voluntary codes of practice and training pathways
Some respondents considered that industry-led codes of practice have helped contribute to improved standards. Strengths of voluntary code of practices were noted as:
- more fluid and easily updated than legislation
- being sector-driven as they are an important part of the development process and for taking ownership by the sector
- for the rafting sector, recognition by Maritime New Zealand has allowed the sector to self regulate and establish industry associations for things like river sledging.
One respondent suggested that for those activities that have no best practice guidelines e.g. bridge swinging and canyoning, improvements could occur by creating a "forum to bring together companies running the 'fringe' activities to create best practice guidelines" [104].
Qualifications
There was a mixed response to the development and number of qualifications available for adventure tourism/outdoor pursuit activities. One respondent noted: "the process of exposing students who are in training to deal with risk, to progressively more risk, is educationally and experientially sound. The end results of the process are competent, experienced managers of outdoor risk" [102].
Weaknesses
Resource issues
Several respondents commented on meeting compliance costs. Other business costs were noted, including first aid courses for all staff, ACC compliance costs, fees, subscriptions and licences. One respondent commented that "Commercial considerations can sometimes over-ride sound risk and safety management, resulting in poor decision making in safety related issues and ultimately unsafe operations" [96].
Business constraints noted included the small size of some businesses. This was seen as a limitation as those businesses lack the resources to improve. Additionally, it was noted that an activity business could be started by enthusiasts who were experienced but sold to a new owner who has no idea of inherent risk.
Some respondents noted that organisations are 'stretched' for resources with one respondent commenting:
Organisations such as the New Zealand Mount Safety Council are so under-funded that good programmes for the benefit of all cannot be sustained or achieve economies of scale as these programmes live hand to mouth. In general funding seems to be adequate for [search and rescue] (bottom of cliff) but not for prevention (top of cliff). Areas that could use funding include education, public information, research and industry support [99].
Qualifications
There was mixed response from respondents on the clarity of qualifications to suit some sectors, and operators. One respondent noted "Staff can now get a qualification ahead of knowledge and experience" [74]. Another noted "as an operator I would not like to see a qualification made compulsory, as this would just add another cost and layer of red tape to the already difficult task of finding suitable staff" [100].
One respondent considered that:
Consumers should no more need to ask if an outdoor instructor or guide is suitably qualified and operating under an appropriate safety management system, than to ask an Air New Zealand pilot the same.... The public should not need to verify that an operator is qualified and working to recognised national standards; indeed they do not have the knowledge and skills to do so [106].
Constraints of existing legislation and regulations
Some respondents noted there are constraints with existing legislation, including the difficulty of enforcement, and consistency by regulators to achieve best practice. For example:
The Health and Safety in Employment Act, which underpins much of the conduct of operators, is complex and poorly understood by many operators. As the name suggests, it is employment focused and does not signal the need to include customers in the processes which the legislation requires. It is punitive in nature and does not recognize positive outcomes for those who do a good job. It encourages operators to tick the boxes and hope they don't get caught out. It is largely internally driven and does not provide for external audit or checking of processes. A change to a reward-based system would encourage better compliance (and understanding) and a compulsory external audit (e.g. WSMP) would ensure greater accuracy and transparency [96].
Another respondent commented that "Operators need to feel that regulators are there to help them rather than being frightened of them" [83].
Client understanding of risk
Several respondents commented on clients' understanding of risk and expectations, and level of responsibility. One respondent noted "Most clients see it as a nuisance if they are briefed about risks, and don't pay enough attention" [97]. Another respondent suggested "it could be worthwhile for you to also survey the expectations of outdoor adventure clients and their awareness of potential risks".
A few respondents commented on how the Qualmark assessment can be misleading to prospective customers as an indication that operator or business has met risk, and health and safety standards.
Recording and reporting of incidents
A few respondents raised concerns with the lack of recording and reporting of incidents due to fear of prosecution or losing a competitive advantage.
More proactive work by regulatory agencies
A few respondents commented that regulatory agencies such as the Department of Labour and Maritime New Zealand could be more proactive in pursuing ways to improve risk management in the sector, rather than just responding when incidents have occurred (e.g. by attending and participating in industry events and relevant meetings, and assisting smaller operators and segments with substandard management of health and safety).
5.13 Please list (with bullet points) the six most important principles you believe underpin well managed risk in the adventure and outdoor commercial sectors.
Thirty six reference group members and 67 non reference group members responded to this question. Respondents provided a broad range of principles that they considered underpin well managed risk in the adventure and outdoor commercial sectors. The six most referred to by commercial sector operators, associations and organisations were:
Employing staff with appropriate training, skills, experience, qualifications and attitude
Employing experienced staff, having good recruitment practices, robust training of staff and instructors, including refresher training are critical to competence, judgement, motivation, and managing risk in the field.
Good leadership and staff culture
Leadership by senior managers, and an organisational culture and practice that is committed to safety at all levels, with clear roles and responsibilities and reporting processes.
Sound risk management
This includes understanding risk, having risk management processes and procedures in place to identify and mitigate risks, and informed decision making.
Client focused communication
Good communication and rapport with clients, clients being well briefed, clients knowing and understanding what to expect, and being aware of safety expectations.
Having a good regulatory framework
This includes appropriate regulation of activities and a good relationship between regulators and operators to ensure safety and compliance and enforcement by regulatory authorities.
Monitoring and auditing
Internal and external assessment, and regular reviews of training effectiveness, operational procedures and emergency procedures to improve risk management.
Other principles included having good: accident/incident reporting; equipment; hazard identification; industry-based codes of practice; national standards; collaboration between operators and agencies; emergency procedures; standard operating procedures; understanding of weather conditions; communications; regular safety reviews; first aid skills and equipment; and ongoing research and development.
[2] Note that some of these regulations are no longer in force but have been listed here as identified by respondents.