DECS OHS&W MANAGEMENT SYSTEM

THE PLACE OF OHSW & IM PEOPLE ENVIRONMENT LEARNING Legislation Risk Management OHSW&IM Planning Finances LEARNING Use blue arrows to navigate

Management system is based on the LEGISLATIVE FRAMEWORK

The MANAGEMENT SYSTEM is CONSISTENT WITH: AS/NZS 4804:2001 WorkCover Performance Standards

IS INTEGRAL TO THE OHS&W MANAGEMENT SYSTEM RISK MANAGEMENT IS INTEGRAL TO THE OHS&W MANAGEMENT SYSTEM AS/NZS 4360:2004

To access information click on each segment and follow the blue arrows DECS OHS&W MANAGEMENT SYSTEM Bibliography End To access information click on each segment and follow the blue arrows

OHS&W WEBSITE Visit DECS OHS website

BUSINESS MANAGER SUPPORTS PLANNING PROCESSES

ACCOUNTABILITY AND COMMITMENT DECS’ OHS&W and IM policy defines its commitment to OHS&W, rehabilitation and claims administration The Chief Executive has the primary responsibility for safety and is responsible for the provision of facilities, resources and safe systems of work throughout the department The Responsible Officer, managers, supervisors and employees are required to develop and implement policies, procedures and plans designed to achieve healthy, safe and injury-free work environments 1 of 5

ACCOUNTABILITY & COMMITMENT Provision of a safe and healthy working environment Effective risk management Commitment to excellence and continuous improvement Provision of adequate resources Quality injury management processes eg prompt claims management, rehabilitation and return to work programs Performance Management Process (Search for Performance Management) 2 of 5

ACCOUNTABILITY AND COMMITMENT The Chief Executive is committed to: zero harm, reductions in injuries, claim numbers and costs the use of the department’s risk management framework to support planning and implementation processes improving staff morale and well being across the department. 3 of 5

Questions for site managers ACCOUNTABILITY & COMMITMENT Questions for site managers How are you supporting the Chief Executive’s commitment within your worksite? Describe examples of risk management at your site? What programs exist at your site to improve staff morale? 4 of 5

ACCOUNTABILITY & COMMITMENT Further questions for site managers How does the site manage OHS&W and Injury Management? How were the main OHS&W hazards identified and how are they being managed? How does the site consult with staff in relation to safety and well-being? Have staff at this site been adequately trained to work safely? How were the main OHS&W hazards identified and how are they being managed? Indicators could include (a)             ED155 accident data (b)            Consultation with staff, H&S Committee (c)             Risk management approach (d)            Local safety systems and maintenance programs   4                 How does the site consult with staff in relation to safety and well-being? (a)             Health & safety representative and the H&S Committee (if elected) (b)            Staff meetings (c)             Other forums when work or environment changed 5 Have staff at this site been adequately trained to work safely? (a)             Induction programs for new staff (b)            Training plan based on training needs analysis i.e. job requirements and training profiles (c)             Managers trained in OHS&W management (required), risk management (required), claims management (required) and psychological health management (highly recommended) 5 of 5

OHS&W & INJURY MANAGEMENT POLICY Supported by other policies and procedures Commitment to effective rehabilitation and equitable claims management Commitment to consultation Implementation processes Reviewed every three years 1 of 2

BENCHMARKS FOR OHS&W and INJURY MANAGEMENT POLICY The CE is accountable for OHS&W and IM Responsibility has been allocated to people in control of workplaces and workplace activities Senior management demonstrates commitment to the implementation of systematic approaches to OHS&W and IM Site OHS&W and IM procedures developed 2 of 2

PLANNING DECS plans to fulfil its policy, objectives and targets in consultation with employees or their representatives. 1 of 6

PLANNING OHS&W AND IM PLANS ON WEBSITE 2 of 6

PLANNING Establishes, integrates and maintains a systematic approach to monitor, review and to continuously improve OHS&W and Injury Management Signifies commitment to policy, objectives and targets in consultation with employees and HSR Includes effective injury management planning processes with defined and measurable outcomes What does this mean? Planning is used to establish and maintain a systematic safety management approach to continuously improve occupational safety and health. Why is this important? It's important because it signifies your organisations plans to fulfil its commitment, policy, objectives and targets in consultation with employees and their representatives. Employers are also required to keep and manage all records – a process which forms an integral component of the OHS program, enabling monitoring, review and improvement. 3 of 6

PLANNING STRATEGIES Address legislative compliance Support the management of hazards Require consultation with employees Include objectives, targets and performance indicators Linked to organisational plans Include measurement, monitoring and review processes Strategic, operational and action plans (Business Manager) 4 of 6

PLANNING: 1 Program tasks in Business Manager Develop OHS&W Action Plan See template for OHS&W Action plan 5 of 6

BENCHMARKS FOR PLANNING A systematic approach to continuously improve OHS&W and IM An effective recording system to implement, monitor, review and maintain OHS&W systems. e.g. Business Manager Relevant parties have access to applicable information 6 of 6

CONSULTATION Health and safety representatives and employees must be involved and consulted concerning OHS&W issues. What does this mean? It means that your mechanisms for consulting with employees and workers have been identified, implemented and are working effectively. Why is this important? It is a legal requirement for employees to be involved in the development, implementation and review of OHS programs. The employer must ensure that a system of consultation and communication is established, implemented and maintained. The system should incorporate mechanisms to ensure that OHS information and performance is communicated and made available to internal and external stakeholders. 1 of 4

WHAT IS CONSULTATION? Consultation is the sharing of information and the exchange of views between employers and the persons or bodies that must be consulted, and the genuine opportunity for them to contribute effectively to any decision making process to eliminate or control risks to health and safety. 2 of 4

Avenues of communication include: CONSULTATIVE COMMITTEES Avenues of communication include: Staff meetings Worksite OHS&W Committees (Level 1) District OHS&W Committees (Level 2) DECS State OHS&W Consultative Committee (Level 3) 3 of 4

BENCHMARKS FOR CONSULTATION Evidence of meaningful consultation and communication that contributes to improved OHS&W and IM performance The effectiveness of consultation and communication is reviewed – a task in Business Manager Relevant employees are consulted and involvement in rehabilitation and return to work discussions What does this mean? It means that your mechanisms for consulting with employees and workers have been identified, implemented and are working effectively. Why is this important? It is a legal requirement for employees to be involved in the development, implementation and review of OHS programs. The employer must ensure that a system of consultation and communication is established, implemented and maintained. The system should incorporate mechanisms to ensure that OHS information and performance is communicated and made available to internal and external stakeholders. 4 of 4

MANAGING HAZARDS DECS reduces the risk of injury and ill health within the organization, through risk management and hazard control. Stages of hazard management include the following elements: Identify Assess and Evaluate (prioritise according to risk) Control Review 1 of 6

2 of 6 Confined Spaces Psychological Health Manual Handling Hazardous substances Fragile roofing Slips/Trips/Falls Plant 2 of 6

KEY ELEMENTS FOR IMPLEMENTATION OF HAZARD MANAGEMENT Integration into business functions Allocation of adequate resources Consultation Testing of contingency/emergency plans Hazard identification, assessment and control Implementation and review of OHS&W policies and procedures Accident investigation Monitoring and reporting processes Document control (Business Manager) 3 of 6

IMPLEMENTATION OF HAZARD MANAGEMENT Develop OHS hazard management program in consultation with employees Incorporate the identification of hazards and assessment and control of risks Areas/activities identified as high risk e.g psych health, manual handling, plant, slips/trips/falls Implement the risk controls identified in the OHS hazard management program What does this mean? Benchmarking hazard management is all about highlighting an effective system to identify hazards and to assess control, monitor and evaluate risk controls in your workplace. Why is this important? Controlling risks from work processes, tasks, equipment, materials and work systems is a critical outcome of an OHS program. The principles of hazard management underpin process control and apply to all tasks undertaken at the workplace. The employer must ensure that a hazard management system is established, implemented and maintained in consultation with employees and should include those risks introduced into the organisation through the purchase of goods and services. 4 of 6

HAZARD AND RISK MANAGEMENT Use Business Manager to program tasks 5 of 6

Identified Hazard/Issue OHS&W ACTION PLAN Use Action Plan to document planning/control processes for hazards. OHS&W ACTION PLAN Site name: Location No: Date: Location Identified Hazard/Issue Risk Level Proposed Remedy(s) Responsibility Estimated Finish Date Actual Comments/Review 6 of 6 Return to slide 21

TRAINING DECS provides OHS&W and Injury Management training to ensure that management and employees can work safely and meet their responsibilities Training is essential for the effective implementation of the organisation’s overall prevention policies and program 1 of 7

TRAINING AND INFORMATION Establish and implement a system of training, learning and skills development in consultation with employees to: reduce the risk of work related injury and disease meet legal requirements Skills training should be competency based and training must be evaluated for effectiveness. What does this mean? Training is organised to reduce the risk of work related injury and disease and is evaluated to ensure effectiveness. Why is this important? Provision of OHSW information and training programs developed in consultation with employees is required to meet an employer's legal obligations. Workplace training programs should be competency based. The employer must ensure the establishment and implementation of a system of training, learning and skills development. 2 of 7

TRAINING PROFILES Training profiles include the following: Position Identified risks Required information, knowledge and skills Required training Training identified Training available Example HERE 3 of 7

Training Plans include the following: Training identified Process to undertake training Staff being trained Proposed/Actual finish dates Evaluation and review Example HERE 4 of 7

TRAINING INFORMATION ON DECS OHS&W WEBSITE 5 of 7

DECS TRAINING PROGRAMS: Refer to DECS OHS website for a range of training programs for managers and employees eg online managers courses fire safety officer 6 of 7

BENCHMARKS FOR TRAINING A training needs analysis completed to determine the required training and learning for employees to undertake their work in a safe manner Appropriate training programs developed and implemented to ensure employees are competent to undertake their work in a safe manner. (Refer to training profiles and job and person specifications) 7 of 7

MEASUREMENT & EVALUATION The site manager measures, monitors and evaluates its organisation’s performance in consultation with its employees or their representatives and takes corrective action when necessary Tasks in Business Manager support this standard 1 of 7

OBJECTIVES, PERFORMANCE INDICATORS AND TARGETS Are claims and costs reducing? Is there increased commitment and accountability to OHS&W and IM? Is OHS&W and IM being integrated into business systems? Is risk management being used for OHS&W initiatives? Is improvement evident? 2 of 7

MONITOR PATTERN OF CLAIMS

MONITOR CAUSE OF CLAIMS Psychological Health Manual Handling Slips, Trips and Falls Other 4 of 7

MONITOR COST OF CLAIMS BY CAUSE Psychological Health Manual Handling Slips, Trips and Falls Other 5 of 7

CONDUCT SELF ASSESSMENTS Use the department’s self assessment tool 6 of 7

BENCHMARKS FOR MEASUREMENT & EVALUATION Maintain and monitor objectives, targets and performance indicators Conduct self assessments and internal audits Identify, prioritise and implement corrective actions in audits Measure, monitor and evaluate rehabilitation and claims management performance. 7 of 7

REVIEW & IMPROVEMENT The organisation regularly reviews its OHS&W, rehabilitation and claims management systems in consultation with its employees or their representatives, with the objective of improving overall performance. 1 of 7

REVIEW & IMPROVEMENT QUESTIONS Is there evidence of increased commitment and accountability to OHS&W and IM? Is OHS&W and IM being integrated into business systems? Is risk management being used for OHS&W initiatives? Is improvement evident? 2 of 7

MONITOR INCIDENTS & CLAIMS TRENDS Manual Handling Slips/Trips/Falls Psychological injury 3 of 7

MONITOR TRENDS IN WORKERS COMPENSATION CLAIMS NUMBERS 4 of 7

MONITOR EXPENDITURE ON COSTS OF WORKERS COMPENSATION CLAIMS Mental stress 45% Body stressing 27% Slips, trips & falls 16% Heat, radiation & electricity 0% Hitting objects 1% Chemicals & other substances Biological factors Hit by moving objects 5% Other & unspecified 4% Sound & pressure 5 of 7

REVIEW OHS&W PROGRAM as per Business Manager 6 of 7

BENCHMARKS FOR REVIEW & IMPROVEMENT Policies and procedures reviewed for effectiveness Assess progress against plans and targets e.g. claims numbers, and use information as a base for system development Review current system e.g. Business Manager, workplace and work practices Regular reviews of rehabilitation and claims management systems. 7 of 7

REFERENCES ASNZS 4804:2001 Occupational health and safety management systems – Specification with guidance for use ASNZS 4360:2004 Risk Management WorkCover Performance Standards for Self Insurers: www.workcover.com/ftp/documents/empPerfStandSelfIns.pdf South Australia’s OHS agency http://www.safeworksa.sa.gov.au/ DECS Policies and Procedures: www.decs.sa.gov.au/ohs DECS Risk Assessments, Checklists and Action Plans www.decs.sa.gov.au/ohs Business Manager www.decs.sa.gov.au/ohs