Fire and Emergency New Zealand was formed in July 2017 and brought together 14,000 people across 40 different organisations, all with different cultures and ways of doing things.
We are creating a new culture in our organisation going forward.
We’ve been working towards this for some time, here’s our story so far…
When we formed, an agreement was co-signed with unions and associations to work together to protect the health and safety of our people.
This is our moment to create a place where everyone is genuinely included, welcome and safe. We must be the trusted organisation our communities deserve.
We’ve been delivering the work programme outlined in our Respect and Inclusion Strategy since June 2018.
In January 2019, the findings of an independent review of Fire and Emergency’s workplace policies, procedures and practices to address bullying and harassment was released. This review was our choice. It was our line in the sand – bullying and harassment have no place, not in our place.
We committed to creating an action plan to map out the busy road ahead within eight weeks of the release of the review.
Since releasing the initial action plan, we now have a three-year work plan in place.
We have just released our 6 month progress report for the positive workplace programme. Have a look, we've come a long way!
Addressing unwanted behaviour at Fire and Emergency
We are focused on creating a culture where everyone is safe, welcome and included, with an aim to eliminate bullying, harassment and victimisation at all levels of Fire and Emergency.
For behaviour change to happen, we need to know what’s acceptable, what isn’t and how to hold each other to account for unacceptable behaviour.
As a result of the independent review of Fire and Emergency’s workplace policies, procedures and practices to address bullying and harassment, and subsequent positive workplace culture work programme, we’ve worked with our unions and associations to create two documents to address unwanted behaviour:
We’ve consulted with our unions, associations and our people on both documents and are working to incorporate their feedback into the finalised Shared Code of Behaviour and Policy, expected in April.
We all deserve to be treated right
We have launched our internal video campaign to raise awareness of bullying and harassment and encourage people to take action. You’ll hear real stories that had big effects on people, reminding us we deal with tough stuff every day, so we need to make sure we look after each other. Let’s start here – everyone in one canoe with no exception.
Do you think these videos will encourage our people to think about what they say and do?
Wondering how to best use these videos to facilitate a conversation?
Make use of A guide to leading positive cultural change.
Latest updates on our work
Behaviours and conduct office
A director of the behaviours and conduct office has been appointed and announced.
Shared code of behaviour
Commitment from Unions and Associations to support the development of a shared code of behaviour.
Support for our people
We’ve started a stocktake of our existing support channels.
As of December 2019
Established a project to make sure we have fit for purpose policies.
Policies and procedures
Building awareness and capability
We have run bullying and harassment awareness workshops.
Bullying and harassment complaints process
An interim complaints process is now in place while we work on a long-term solution.
Full programme and engagement plans
Draft programme and engagement plans developed. To be in place end of June.
Other work in progress
Volunteerism Strategy
We now have a Volunteerism Strategy to sustain, support and grow our volunteer base across the country. Read more…
Fire and Emergency is investing in learning tools to support people’s growth, development and innovation. Read more…
Learning tools
People Strategy
The People Strategy is being developed with help from people across our organisation. Read more…
Leadership development
We’ve been building our suite of leadership development opportunities, with more to follow. Read more…
Women’s development
Women in Fire and Emergency NZ is a network of women who promote and facilitate the participation and success of women in fire and emergency roles. Read more…
Afi Pasefika
We are extending the Afi Pasefika network across Fire and Emergency for safer Pacific communities in New Zealand. Read more…
Kaupapa Māori
We are drafting a strategic implementation plan so we can deliver on our commitment to working with tangata whenua for safer communities. Read more…
Safety, health and wellbeing
We’ve introduced several safety, health and wellbeing initiatives. Read more…
Respect and inclusion
Our strategy received Board approval in June 2018 and creates a vision for how we continue to build a respectful, inclusive and diverse Fire and Emergency. Read more…
Values were announced in April, an implementation plan is in development. Read more…
Living our values
We have launched our organisational strategic framework. Read more…
Strategic framework
We’ve put together a Respect and Inclusion Task Force to help identify and champion the many positive role models who exist in Fire and Emergency. Read more…
Enabling role models
Stories of our people
We are building an organisation where our people feel included, welcome and safe. To help create that, the Respect and Inclusion Taskforce is driving and championing the work underway.
Taskforce meets to progress workplace culture change
What you walk past, you condone
Kerry Gregory recently took up his position as Deputy Chief Executive – Service Delivery, a role that takes him to every corner of New Zealand, working with our dedicated people keeping New Zealanders safe. He sees first-hand the vital importance of a positive workplace culture.
We want to share more positive stories about our great people. If you know of anyone who demonstrates our values in their Fire and Emergency work, let us know!
As a reminder, our values we want people to demonstrate are: we do the right thing, we serve and support, we are better together, we strive to improve. Email your story ideas to positiveworkplace@fireandemergency.nz and the story may feature here.
Keeping it close in Waimangaroa
There’s a tight family connection at the Waimangaroa Brigade on the West Coast, and it started when an eleven-year-old volunteered as a cadet. When Carmen Greenland turned 11, her mum ‘gently’ suggested she needed an after-school job or hobby.
Sharing our safety message in a new language
When Roy Breeze, Area Commander – Waikato, saw the multi-cultural growth in his local Hamilton communities, he decided something had to be done to ensure important safety messages were being understood and acted on. The Chinese population in particular had grown at a great rate.
Give us your feedback
If you have any questions, please email positiveworkplace@fireandemergency.nz and someone will get in touch with you as soon as possible.
If you need support or want to raise a bullying or harassment complaint, please visit the ‘Support’ section of this webpage.
If you are media and have questions, please contact our media team by emailing media@fireandemergency.nz
Support
Seek support immediately if you’re feeling bullied or harassed.
An interim complaints process is now in place while we work on a more permanent solution.
This process is available to people who want to raise a complaint of bullying and/or harassment, or to seek information about the options and process for resolving complaints. The process is co-ordinated through Humankind, an external human resources provider. This means you can speak confidentially to someone independent from the incident or issue.
Email conductcomplaints@fireandemergency.nz or visit the Portal for more information.
Alternative options:
The images we have used on this page are from our Fire and Emergency photo library, if you have any concerns about the use of these images, please contact identity@fireandemergency.nz
© 2020 Fire and Emergency New Zealand
Strong leaders making it happen
What we’ll do next
We need your input
We all understand the value of effective leadership, but we need to make sure our leaders are supported and trained to build a truly respectful and inclusive workplace. We all have a role to play, but leaders especially must live and champion a culture where bullying and harassment is not tolerated – so we’re reviewing our leadership frameworks and tools to make them more relevant and effective.
What we’ve done
Supporting the people leading the way
Why it’s important
What we’ll do next
We need your input
We have many role models in Fire and Emergency who promote a positive culture and demonstrate respectful and inclusive behaviours. We want to continue to support these people in doing the good work that they do.
What we’ve done
Leadership development
We’re implementing our new organisation’s ‘Leadership Framework’ and have been delivering leadership programmes for different levels of leaders across our organisation.
In 2018, we launched our Strategic Leadership Programme and piloted the new Incident and Leadership Development Programme, which focuses on building incident management and leadership skills.
We’ve run Volunteer Leadership Development modules in a number of our regions, and are extending this to the rest of the country this year.
2019 saw the launch of our new Role Transition programme for those moving into a Station Officer role, which is an operational management role.
All of our leadership programmes are supported by our Leadership, Management and Personal Effectiveness online resource Mind Tools.
In addition to these programmes, we partner with external leadership development organisations and management courses for our operational officers and leaders. We also support the United Fire Brigades’ Association on programmes that they deliver.
Sharing our safety message in a new language
When Roy Breeze, Area Commander – Waikato, saw the multi-cultural growth in his local Hamilton communities, he decided something had to be done to ensure important safety messages were being understood and acted on. The Chinese population in particular had grown at a great rate.
“In Hamilton, some suburbs have up to 13% of the public who speak Mandarin as their first language, and there are a lot of businesses and developers in the Waikato that are run by Chinese people,” said Roy.
So Roy decided to step up and learn Mandarin, to better engage with the Chinese community in their own language, and ensure fire and emergency safety messages were clearly understood. “I also wanted to see if I could learn something new, and test myself in my old age,” laughed Roy.
Roy found a local tutor, Ying Sun, and nine months later was able to have basic conversations, including speaking some Mandarin at a Chinese restaurant. “Mandarin, like English, can be difficult in that some words can have 10 or more meanings. I’ve had a few minor embarrassing incidents, but hey, you have to be brave and just keep trying. Plus, most people respect the attempt.”
By learning the language, Roy also developed a greater appreciation of the culture.
“One of the key things that I’ve learnt is that pleasantries aren’t culturally universal. For example, in English we say please and thanks a lot, but that’s not needed as much in Chinese. It doesn’t mean Chinese people are being impolite, it’s just that they show respect through the way they say certain things and through non-verbal cues. For me, it’s important to know this when dealing and communicating with members of the Chinese community, and to be able to understand things from their perspective.”
Roy has been working with Ying to develop text and audio instructions for Chinese communities, via her multimedia networks, to help them dial the emergency services. They will also be looking at how to translate fire-safety education packages such as the home-safety information.
“Mandarin is one of the most common languages in the world and Fire and Emergency needs to support a growing community in New Zealand, the same as we support other ethnic and at-risk groups.
“The more we learn about other cultures and ethnic groups, the better we can protect and build resilience with all members of our communities,” says Roy.
On a personal level, Roy would like to get to a point where he can have a basic conversation in Mandarin with members in his community. “In the longer term, I would like to be able to converse with Chinese businesses and community groups about building compliance and general home-safety education.”
How we behave and what we believe in
Why it’s important
What we’ll do next
We need your input
Values bind us together. They’re the clearest signpost of what we believe in and how we work together. As a new organisation, we’re developing strong, meaningful values that acknowledge the demanding work we tackle, and the absolute need for us to all be on the same page, delivering on what our communities deserve.
What we've done
We've announced the values, they are:
Watch this space for more information about how we will be making the values part of our culture.
Clear expectations of ourselves and each other
Why it’s important
What we’ll do next
We need your input
A shared code of behaviour means everyone in our organisation will be clear about what great behaviour looks like, and what unwanted behaviour looks like. It’s about having one explicit, binding code so we all understand the behaviour standards that will help make this an inclusive, respectful, safe place to work.
What we’ve done
Volunteerism Strategy
Fire and Emergency’s Volunteerism Strategy will help us better sustain and support our volunteers.
The strategy acknowledges the role of our volunteers and upholds our commitment to volunteers and volunteerism. It explains why a strong volunteering culture and an effective model for volunteerism are critical for effective services and stronger, more resilient communities.
We are committed to the following principles, which will guide the decisions and actions of everyone, and against which we will hold each other accountable.
You can view the full Volunteerism Strategy, otherwise here’s an overview.
To enable and sustain volunteerism, we will:
To respect and involve volunteers, we will:
To serve and strengthen communities, we will:
Learning tools
Two tools Fire and Emergency has invested in are Beacon, our crowdsourcing ideas platform and Mind Tools, an extensive repository of online learning resources focused on leadership, management and personal effectiveness.
At a 2017 Volunteer Workshop, attending volunteers highlighted the need to have a place to submit ideas online and support our 14,000 people. Out of this idea came Beacon, our crowdsourcing platform and a way to harness the collective knowledge and ideas of our people. People can share their ideas on a current problem or post a ‘challenge’ the organisation is looking to solve. People can also suggest a topic that will become a future challenge, or they can suggest an idea for improving the way we do things at Fire and Emergency.
Check out Beacon (Fire and Emergency personnel only)
Mind Tools provides access to reputable, digestable and on demand information to support and develop the capability of our people. Mind Tools can support the growth of all individuals and encourage them to continually develop themselves. Users can access information on improving decision making and remaining agile. This also strongly aligns with the Fire and Emergency’s leadership development work.
Check out Mind Tools (Fire and Emergency personnel only)
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Keeping it close in Waimangaroa
There’s a tight family connection at the Waimangaroa Brigade on the West Coast, and it started when an eleven-year-old volunteered as a cadet.
When Carmen Greenland turned 11, her mum ‘gently’ suggested she needed an after-school job or hobby. Straight away she joined the Waimangaroa Brigade as a Fire Cadet, where her aunt, Lynn Brooks, was already a volunteer. Today Carmen’s a Senior Fire Fighter, Lynn is Chief Fire Officer, Carmen’s mum Jeni is a Qualified Fire Fighter – and Lynn’s husband is now also on the team.
“I love what I do,” says Carmen. “On my 16th birthday I joined up as a recruit with parental consent, and I spent my 19th birthday on a Senior Fire Fighters Course – I’m hooked!”
In a small community, volunteering is critical and lending a helping hand runs deep in this family.
“We’re a small community and when I joined, it looked like the brigade could close. We’ve lost our school and our pub, so this brigade has become a hub for the community,” says Lynn.
“Lending a hand in a small community is vital, and like a lot of local families, ours has always helped out wherever we can – it’s just what you do!”
While it may be a little unusual to have a mother, daughter and aunt team in a small brigade, all three are quick to point out that the whole brigade operates like a family.
“We’re a really tight crew and we know each other well – our strengths and our weaknesses – so we jell together to make one really effective unit. You partner up with a strong person – and for me that’s often my daughter!” says Jeni.
All agree that trust and dedication are critical in emergency situations, working together for a successful outcome.
“Everyone’s equal in the brigade,” says Carmen, “no matter what your size, your strength, gender or background. When we train and work as a real team, we’ll always achieve what we need to.”
As Chief Fire Officer, Lynn is in total agreement with her niece.
“I think brigades need to reflect the communities they serve and that means a mix of age, gender and beliefs. We’re all here for the same reason, to serve our communities and keep them safe – that’s an amazing way to bind people together.”
And when it comes to offering advice to anyone considering volunteering, all three women speak the same language. “Just do it!”.
People Strategy
People are at the heart of everything we do and deliver. To best support our people, work has commenced on the creation of our People Strategy, gathering the voices and perspectives of our people and stakeholders across 20 workshops, with unions and associations and strategy owners, and with insight from our People Survey.
Focusing our efforts around a clear set of strategic priorities, our strategy will help people understand how their unique talents and strengths connect to broader organisational and strategic priorities, as well as our organisational values and vision.
Our People Strategy will also shape how we deliver people practices and experiences in the future, including recruitment, learning and development, and reward and recognition, as part of making Fire and Emergency a great place to work and volunteer.
Watch this space to get a copy of the People Strategy once completed.
Safety, health and wellbeing
In July 2017 we co-signed an agreement of shared commitment to safety, health and wellbeing with our unions and associations, has been updated in draft form and is ready for final approval and re-signing by current union and association leaders. Since then, we have been working together towards our aim of a workplace where everyone goes home safe and well, every time.
We continue to work on:
Together we have:
Women in Fire and Emergency New Zealand (WFENZ)
Why it’s important
Supporting each other
We need your input
If you would like to find out more, or join the WFENZ network, get in touch with your local network.
About the network
Since the network was formally established in 2016, we have developed a Regional Women’s Advisory Network (RWAN) in each of the five regions. These RWANs are closely connected to our women on the ground, their regional leaders and our National Women’s Development team. Their insights are influencing our priorities in creating an inclusive workplace culture and, more specifically, helping to establish priorities for improving the recruitment, retention and development of women across the organisation.
What we’ve done
Organisational Strategy
Over the past months, the Board and ELT have been working to develop a new long term strategy and strategic framework for Fire and Emergency. This includes an organisational vision, refreshed outcomes, strategic priorities, values and operating principles. Where possible, elements of this work has been developed in conjunction with our people, taking a co-design approach.
Our long-term Strategy will set out our higher level direction for the coming decades. Five Strategic Priorities will underpin our strategy. These will reflect what we believe are most important to focus on now, so we are well placed to respond to the challenges of the future. We will be working with some of our people to seek feedback and input into the strategy, over the coming months. We will look to launch our new strategy in the second half of this year, and we will give full effect to our new Strategy as we refresh our 2017-2021 Statement of Intent in 2020.
Tackling issues early, fairly and consistently
What we’ll do next
We need your input
This is a priority we’re determined to get right. We need a transparent process that is easy to access, fair, trusted – and moves quickly but meticulously. We’re creating a project team and engaging with unions, associations and our staff to design our complaints process. In the meantime, we’ll look at what short-term improvements can be made to create a central complaints point.
What we’ve done
The right guidelines for the right job
Why it’s important
What we’ll do next
We need your input
All relevant policies and procedures are coming under the microscope to ensure they address bullying and harassment appropriately. If they don’t measure up, they’ll be revised or discarded, with new policies and procedures created where needed. Again, we will do this with full engagement with our people, and their input is vital. Once these are finalised we will provide our people with support and training so they understand what’s expected of them.
What we’ve done
Afi Pasefika
The Afi Pasefika firefighter’s network started in 2003, after recognising the importance of reaching our Pasefika community within New Zealand. There are now over 80 Afi Pasefika members in Fire and Emergency across New Zealand including Communication Centres, NHQ and regional support staff. We have established three main groups in Auckland, Wellington and Christchurch, with a smaller number of Pasefika firefighters throughout provincial New Zealand.
What you walk past, you condone.
Kerry Gregory recently took up his position as Deputy Chief Executive – Service Delivery, a role that takes him to every corner of New Zealand, working with our dedicated people keeping Kiwis safe. He sees first-hand the vital importance of a positive workplace culture.
“Every day our people are exposed to massive challenges and stresses. Fire and Emergency is full of passionate people doing extraordinary things, but we need to put that same passion into respecting and keeping each other safe as well. Nobody in our organisation should carry additional stresses due to a lack of respect and inclusion,” says Kerry.
Kerry knows leaders have a critical role to play in the long-term cultural change and attitudinal shift we’re all embarking on – and he’s starting with being clear about his own expectations of himself.
“I think respect for others is at the heart of it, and I will hold myself to account every day to ensure I am genuinely living this. Certainly we need to be accountable for our performance – but we need to be equally accountable for our behaviour. I will be conscious of ensuring the way I work is in line with our values, and I’ll be expecting the same thing from everyone in our organisation.”
He believes everyone has a basic right to come into an environment and feel safe, respected and included, and their contribution valued. Even in the high pressure environment many of our people work in, he is pushing for people to release tension in the right way.
“We all have different ways of releasing pressure – black humour is one of them, but we need to understand it can often be seen as hurtful and negative. One of the first things to remember is that it’s okay not to be okay. If you’re feeling stressed, please reach out and talk about it. Know you are not isolated.”
He acknowledges not everyone has the courage, for a number of reasons, to speak up for themselves. He urges others to have a voice for those who feel they have to be silent.
“Don’t be a bystander. Call out bad behaviour in a respectful way. There’s an old saying in Fire and Emergency that’s as true today as it ever was – “What you walk past, you condone.” Stand up for what’s right, even if it’s not directly affecting you. Your support will give others courage to speak out, change behaviours and make us all stronger.
“Fire and Emergency needs to be the leading light in New Zealand on respect, inclusion and diversity. Our communities look to us for support and safety, and we give it unquestioningly every day. Let’s all genuinely commit to having that same unconditional support for each other.”
People first, to be our best
Why it’s important
What we’ll do next
We need your input
It is essential that we genuinely support each other to remain safe, resilient and well. We are doing a stocktake of all our support channels, to ensure we are delivering effective support to our people at every level.
Support, in this context is not restricted to the wellbeing of a person affected by bullying or harassment. It includes the different types of support our people may need for complaints/disputes processes, legal, peer support and advocacy.
What we’ve done
Planning to bring everyone on board
Why it’s important
What we’ll do next
We need your input
All 33 recommendations from the Positive Workplace Culture Review were accepted and we’re now deep in the process of analysing the recommendations and building a programme to make things happen. We’re mapping what’s already in play, and where we need to build new programmes. A key part of all this is keeping our people and our communities informed and involved, every step of the way.
What we've done
Do you think these videos will encourage our people to think about what they say and do?
Let us know what you think, using the form below or emailing us directly on positiveworkplace@fireandemergency.nz
Respect and inclusion
Building a respectful, inclusive and highly skilled workforce representative of the communities we serve and work alongside, will ensure that we have the right people and organisational capability to operate in a strategic and agile way to enhance wellbeing and community resilience.
Implementation of programme activities is underway and will encompass evaluation and reporting, communications, policy and process review, championing and growing networks, promoting health and wellbeing, building capability and cultural intelligence and supporting our disabled workforce and communities.
The Positive Workplace Culture Review supports the following priority areas:
Kaupapa Māori
By committing to work with tangata whenua, we contribute to a safer environment not only for Māori but for all New Zealand communities.
A strategy is being developed to help us achieve this. Fire and Emergency’s Māori Liaison team continues to lead our engagement with Māori communities at national, regional and local events. We also support our people to learn te reo, understand tikanga with Marae visits, pōwhiri and working at Te Matitini and Waitangi each year.
Setting the standards and staying accountable
What we’ll do next
We need your input
What we’ve done
We’re setting up a dedicated behaviours and standards office to develop and promote ethical behaviour and benchmarks. This will be a clear measurement of the standards we hold each other to, and the way we stay accountable. The Office will have an education focus and take a supportive approach, so we can bring these standards to life with energy and conviction.
Taskforce meets to progress workplace culture change
We are building an organisation where our people feel included, welcome and safe. To help create that, the Respect and Inclusion Taskforce is driving and championing the work underway.
The Taskforce met in June in Wellington with over 20 members present. The day was focused on the concept of ‘crawl, walk then run’ as many projects are in the early stage where testing and feedback is vital.The agenda included: learning the new regional Māori names, looking at the 12-month work programme for addressing unwanted behaviour and creating a respectful and inclusive place, the development of a shared code of behaviour, how we plan to engage and communicate with our people, and pilot training focused on acceptable behaviours.
The work underway
The positive workplace culture and respect and inclusion teams are working on getting the right processes, policies, training, tools, and support in place so we can address and change the unwanted behaviour, respect and include each other, and stop the harm.
About the Taskforce
The Taskforce was formed in 2018 and meets every six weeks in Wellington. Collectively, they give input on any work or ideas shared by the respect and inclusion and positive workplace culture teams. It’s then their role to champion the work that’s underway by walking the talk and sharing information with their peers.
The Taskforce is made up of people from every corner of Fire and Emergency, including representatives from Unions and Associations. Every person brings their experiences from where they work, and represent the views of their colleagues or members.
Nothing can be designed or implemented if there’s not a good understanding of the day to day realities, or the challenges different groups face - the Taskforce provide those insights.
Why are we doing this work?
We have plenty of people in Fire and Emergency who bring their whole selves to work and respect and include all their peers – and that’s great, we want more of that.
But, the reality is, Fire and Emergency has a dark side where many people are suffering from bullying, harassment or discrimination. This review has the evidence.
Get involved
If you want to know more about the work underway or have positive stories or examples to share with us, you can email us.
There will also be opportunities to have your say on the work underway so keep an eye out for future updates. We expect everyone to play a part in creating a positive workplace culture and stay committed for the long haul. Because when we help, include and respect each other, we’re in a better place to protect our country, our iwi, our communities, our whanau and each other.