1. EXECUTIVE MANAGEMENT OHS SEMINAR Due Diligence for Community Sector Leaders PRESENTATION PART 4 (Avenues for information and support; checklist for getting started) 8 September 2010 The Arts Centre, Melbourne Proudly presented by

2. Prevention Fund Grants WorkSafe has funded an integrated OHS framework for the Community Services sector from 2008-2011 consisting of 6 separate but related projects: OHS ChampionsSmall Business Advisory Service Equipment Grants

3. Other avenues for support Unions and Victorian Trades Hall Council Employer associations Peak bodies Health and Safety Representatives Health and Safety Representative Training OHS Consultants Colleagues Networks Manufacturers / suppliers Friends / people in other industries

4. Have you started to prepare? Has your organisation > commenced a review > worked on compliance needs and measures to meet the model laws? 1.Yes 2.No 3.Uncertain

5. So, what should you do to prepare? - the Norton Rose top 10 1.Undertake a legal risk analysis 2.Undertake a gap analysis 3.Review, revise and supplement policies and procedures (remember current consultation obligations) 4.Implement – including training and ongoing review 5.Review contracts – many will operate under the new laws 6.Design and implement interface co-ordination processes and plans 7.Develop effective representation and consultation processes 8.Develop robust issue resolution processes 9.Ensure effective processes for union right of entry 10.Review and revise all aspects of corporate governance in WHS to ensure effective management and ‘due diligence’ compliance

6. Starting now is prudent Model OHS laws are no longer just a possibility While the detail is to be refined the key principles and key changes have been clearly stated and agreed Development and effective implementation (‘take up’) takes 18 months to 2 years for significant change Contracts are being entered into now that will operate after the commencement of the new laws Detailed requirements in regulations will also happen at the same time – get the strategic, structural and consultation issues resolved ahead of this

7. Our international practice

8. Presentation 1No individual who is a member, partner, shareholder, employee or consultant of, in or to any constituent part of Norton Rose Group (whether or not such individual is described as a “partner”) accepts or assumes responsibility, or has any liability, to any person in respect of this presentation. 2Any reference to a partner means a member of Norton Rose LLP or Norton Rose Australia or a consultant or employee of Norton Rose LLP or one of its respective affiliates with equivalent standing and qualifications. 3This presentation contains information confidential to Norton Rose Group. Copyright in the materials is owned by Norton Rose Group and the materials should not be copied or disclosed to any other person without the express authorisation of Norton Rose Group 4This presentation is not intended to give legal advice and, accordingly, it should not be relied upon. It should not be regarded as a comprehensive statement of the law and practice in this area. Readers must take specific legal advice on any particular matter which concerns them. If you require any advice or information, please speak to your usual contact at Norton Rose Group.

9. FINANCIAL INSTITUTIONS ENERGY INFRASTRUCTURE AND COMMODITIES TRANSPORT TECHNOLOGY

11. Cath Smith, CEO Victorian Council of Social Services CLOSING ADDRESS

12. EXECUTIVE MANAGEMENT OHS SEMINAR This event would not have been possible without the support of these organisations.