1. EXECUTIVE MANAGEMENT OHS SEMINAR The presentation from this event has been kindly made available by the presenters. To improve the access and usability of the information the presentation has been separated into 4 parts. PART 1 – Introductory slides, organisation culture, leadership in OHS and OHS performance (claims history) in the community sector. PART 2 – Overview of OHS harmonisation, OHS obligations for organisations and individuals; due diligence in OHS; consultation PART 3 – Regulation and Enforcement; Investigation; PART 4 – Avenues for information and support; checklist for getting started Proudly presented by

2. EXECUTIVE MANAGEMENT OHS SEMINAR Due Diligence for Community Sector Leaders PRESENTATION PART 1 8 September 2010 The Arts Centre, Melbourne Proudly presented by

3. Lynette Buoy, CEO Centre for Excellence in Child and Family Welfare OPENING ADDRESS

4. SPEAKERS INTRODUCTIONS Rhonda Lawson Street State Manager, NDS & Emma King CEO, KPV

5. HARMONISATION OF OHS LAWS & DUE DILIGENCE COMMITMENTS David Moody Acting Director of National Health & Safety Reform, WorkSafe Victoria Barry Sherriff Partner, Norton Rose Australia

6. This presentation will be using an Audience Response System Keepad Interactive All response are anonymous

7. 1.Choose your response from the corresponding keypad button(s). 2.The light will go GREEN to confirm your response has been received. 3.You can change your answer (whilst voting is open) simply by pressing your new response button(s). (The system will only count the last vote) HOW TO USE THE KEYPADS

8. Good occupational health and safety is good business -Service delivery -Sustainability

9. Organisational culture is driven from the top Visible levels of involvement in leading OHS strategy by the board makes a difference to the level of importance it is given throughout the organisation

10. Being a leader in OHS Leadership >Formal / public statement of leadership Knowledge >Know your OHS responsibilities & act on emerging issues Responsibility >Appoint a board member to champion health & safety >Hold managers responsible for OHS responsibilities Decision-making >Ensure decision-making includes OHS considerations Consultation >Ensure systems in place for consultation with staff Oversight >Oversee efficacy of OHS systems and programs

11. Culture What will influence behaviour and a safety culture in your organisation? (you can choose more than one) 1.The work requirements 2.Organisational safety procedures 3.Supervisor/manager activity 4.Union and/or regulator oversight 5.Leadership 6.Accident, incident, near miss 7.Employee activity 8.Other external influences

12. Driving OHS performance Values are most influential on specific behaviour as –Behaviour does not need conscious thought –Values drive attitude to OHS beyond the personal to caring for others –Values are more likely to overcome perceptions of impotence, inevitability or cost –Benefits do not need to be recognised, but may be sought out –People may not accept that they will be caught or suffer the consequences Behaviour Values Perceived Benefits Perceived Detriment

13. Where leaders fit in Enabling and driving Leadership and governance Enabling and driving Leadership and governance Implementation Policies, procedures and action Implementation Policies, procedures and action Drive the Culture Enforce Accountability Allocate Resources etc

14. Community services today Large number of part time workers and volunteers Growing and ageing workforce More complex services Organisational management

15. Community Services- OHS Performance How many claims for work related injury/illness do you think there was in the community services sector during 2009-10? 1.3,126 2.1,982 3.1,176 4.833 5.523 6.490

16. Community Services – OHS Performance Which of the following industries do you think recorded fewer standard claims than community services? 1.Agriculture 2.Food manufacturing 3.Metals manufacturing 4.Hospitals and aged care 5.Construction

17. Risks for community services

20. WorkSafe’s approach Incentive Assistance EnforcementPersuasion

21. The basics don’t change Consult on health and safety issues Find the hazards Fix the problem Review regularly