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Of course there have been winter gales, storms, fog and the like, but in all my experience, I have never been in any accident of any sort worth speaking about. I have seen but one vessel in distress in all my years at sea... I never saw a wreck and never been wrecked, nor was I ever in any predicament that threatened to end in disaster of any sort.   Acknowledge Problem  X 2003 Sprains & Strains 22% Contusions 14% Lacerations 9% Other 12% Total Incidents 14% @Y!Z> Y Underlying Issues  Training Communication / Consultation Staff / Contractors, Clients, OHS&E Contractor Management Procedures and Safe Work Practices Supervision :&$F&$F  Propose Solutions  Define responsibilities of managers and supervisors Ownership of OHS at campus level Provide OHS tools for staff and managers Jointly engage OHS Advisor Form a Divisional Safety Committee Improve overall training processes    Manual Handling  Major area of incident reports for 2003  Sprains & Strains accounted for 42% of all Facilities and Services incident reports Project initiated to target manual handling: Identify tasks Detailed JSA s for every task Eliminate or minimise hazards and risks Document findings and solutions Review process to ensure effectiveness^(V-(V-&    Divisional Safety Committee  3Representation from each campus Chaired by management Reports to Managers Group Significant achievements to date: Improved networking and communication Uniformity of policies and procedures Developed efficient JSA process Standardised work permit system Developed procedures for contractors in laboratoriesbPZ#ZLZuZP#Lu   4   OHS Tools   8JSA s Work permits: Roof Access Confined Space Entry Hot Works Fire Detection Isolations Safe Work Instructions / Machine Safety Divisional OHS&E Newsletter@ZEZDZED  Staff Training  LIntroduced dedicated training program Occupation-orientated, standardised across all campuses Minimum training levels set for each occupation stream Training for introduced OHS tools, eg: Completing JSA s Issuing work permits Safe use of machinery, tools, equipment Formal staff site inductionsv&ZoZ'ZNZZ&o'N ' Contractor Management  OHS obligations identical for contractors and staff Inductions and registrations Confirm competencies Monitor insurance requirements JSA s / risk assessments prior to working Improved supervision:R4?R4?   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S  \ 6c\ `P  \ `*    \ 6\ `  \ b*   H \ 0޽h ? ̙3380___PPT10.l@W 0( d(  d d 0Y P   Y `*    d 0`Y    Y b*    d 6Y _P  Y `*    d 6tY _  Y b*   H d 0޽h ? 3380___PPT10.6pd: 0L0  P(     6A "`Fu*  x  c $C W  H  0޽h ? 33___PPT10i.ǎ7+D=' = @B +   0L0 xp$(  $r $ S <\`1g  \  $ S  \P  \ ,?@AB| $ 6d&\ "`V .,$ 0 jOn 14 April, 1912 RMS Titanic sank. 1500 lives were lost, one of whom was the captain. Captain EJ Smith.kZk k ?@AB8 $ 6;Y "`w m ,$ 0 Captain EJ Smith, 1907. (Z  ?@ABH $ 0޽h ? ___PPT10.u +OD?' = @B D' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*$%(D' =%(D' =%(D8' =A@BB BB0B%(D' =1:Bvisible*o3>+B#style.visibility<*$%(D' =-g6B fade*<3<*$+p+0+$0 ++0+$0 +  0L0 {T(  r  S DY`1g  Y   S IY+<$ 0 Y 2h!m"#$ T 6TY "`e !Representing less than 6% of the total Monash workforce in 2003, Facilities and Services Division accounted for a disproportionate share of total Monash University incident reports:!  !m"#$H  0޽h ?   ___PPT10 .@ۭ+FDL ' = @B D ' = @BA?%,( < +O%,( < +D> ' =%(D ' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*+%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*+:%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*:D%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*DY%(+8+0+0 +  0L0  (P(  (r ( S [Y`1g  Y  ( S \Y<$ 0 Y H ( 0޽h ? ___PPT10p.?E+[W_D ' = @B D ' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*( %(D' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*( &%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*(&J%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*(J`%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*(`%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*(%(+8+0+(0 +x  0L0 P(  r  S 4iY`1g  Y   S 4jY<$ 0 Y H  0޽h ? H@___PPT10 .'%+[W_D' = @B Dw' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*4U%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*U~%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*~%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(+8+0+0 +  0L0 P(  r  S wY`1g  Y   S Y<$ 0 Y H  0޽h ? ___PPT10.N+FD.' = @B D' = @BA?%,( < +O%,( < +D' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*(%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*(~%(D> ' =%(D ' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*~%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* %(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* G%(+8+0+0 +S  0L0  P(   r   S 4xY`1g  Y    S PyY<$ 0 Y H   0޽h ? #___PPT10.Y+[W_D' = @B DR' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*  %(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*  6%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* 6P%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* Qs%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* s%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* %(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* %(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* %(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* 4%(+8+0+ 0 +   0L0 P(  r  S x`1g     S x<$ 0  H  0޽h ? ___PPT10.A@+[W_DN' = @B D ' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* %(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* 5%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*5?%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*?Y%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*Y%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(+8+0+0 +   0L0 P(  r  S `1g     S <$ 0  H  0޽h ? ___PPT10.@Z+[W_DN' = @B D ' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*&%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*&^%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*^%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* %(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* '%(+8+0+0 +   0L0 P(  r  S ĵ`1g     S Ķ<$ 0  H  0޽h ?   ___PPT10 .pG+[W_D\ ' = @B D ' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*5%(Ds' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*5R%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*Rg%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*g%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*%(+8+0+0 +T   0L0 P(  r  S `1g     S $t<$ 0  H  0޽h ? $___PPT10.@ +[W_D' = @B DS' = @BA?%,( < +O%,( < +DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*;%(DA' =%(D' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<*;%(+8+0+0 +W   0L0 VN(  r  S Ò`1g    0  `A %?RA ?"`g}r  % r  S Ē w  H  0޽h ? ___PPT10i.]`#+D=' = @B +y   0L0 1) (   x   c $LӒ`1g      c $NM <$ 0  :&h !m"#$/   6D "` QSince these OHS measures were introduced, significant improvements have occurred:R!R R ss!m"#$H   0޽h ?   ___PPT10 .@ۭ+FDL ' = @B D ' = @BA?%,( < +O%,( < +D> ' =%(D ' =%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* %(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* .%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* .C%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* CX%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* Xh%(D' =A@BBBB0B%(D' =1:Bvisible*o3>+B#style.visibility<* h%(+8+0+ 0 + 0  0,(  ,X , C \   \  , S '\\ @  \ $(Introduce self) OHS has significance to FSD due to the high-risk nature, and specific importance, of the works performed: -Supervising staff and contractors alike, -Statutory compliance issues, ensuring that all essential services are maintained correctly at all times, and -Maintaining University operations around construction sites, renovations and repairs. Because of this, FSD only employ highly-trained, professional tradespeople, however this can be known to actually breed complacency, especially when it comes to OHS. (next slide)B{   { % rrH , 0޽h ? ̙3380___PPT10. 0 sk@0(  0X 0 C \   k 0 S <7\ @   (read quote out) (show quote source) (show footnote) This quote of infamous irony highlights the dangers of complacency, which could be reflected in our OHS performance in past years. (next slide)   H 0 0޽h ? ̙3380___PPT10.ST_ 0 P4$(  4X 4 C \    4 S *\ @   &Back in 2003 FSD wasn t performing well on the OHS front, with the: Highest proportion of sprains and strains for all of Monash University, Second-highest proportion of contusions, Third-highest proportion of lacerations, And overall second highest proportion of total incident reports, with FSD accounting for 14% of all incidents reported across all of Monash University, and all of this with less than 6% of the total Monash workforce. Maybe it isn t always nice to be a leader in your field. We knew we needed to get to the root of the problem and address the underlying issues. <CLICK> (next slide)<D2-A-^ ^ H 4 0޽h ? ̙3380___PPT10.` 0 F>`8(  8X 8 C \   > 8 S |U\ @   Further investigations, and a little Divisional  sole-searching , identified a few deficiencies or inadequacies, possibly as a result of complacency: <CLICK> Our training seemed ad hoc, and had no structure or direction. <CLICK> Communication and consultation with our own staff, contractors, clients and other key areas of Monash, including OHS&E, was lacking. <CLICK> The management of our contractors was inadequate, and didn t have the same control and measures as our own staff, which also left Monash open to liability claims should an incident actually occur. <CLICK> Our procedures needed to be improved and standardised across all campuses. <CLICK> The level of supervision of our contractors needed to be addressed to ensure adequate OHS compliance. <CLICK> (next slide) ?Kf   H 8 0޽h ? ̙3380___PPT10.p0L 0 p<(  <X < C \    < S \f\ @   The next step was to propose solutions to these issues, with some key initiatives proposed, such as: Responsibilities needed to be clearly defined. Overall ownership of OHS was returned to each campus Tools needed to be developed to assist full compliance without every staff member being fully conversant will all aspects of OHS legislation. Specialist assistance and advice was required in the form of a OHS professional for the Division. A conduit for standardisation and communication across the Division was needed, so the Divisional Safety Committee was formed. A clear staff training process was needed. (next slide) m /! 5! ! b! ! +!   H < 0޽h ? ̙3380___PPT10.Ę   0 J B @ (  @X @ C \   B  @ S \ @   Some solutions came in the guise of targeting the key areas of concern, such as manual handling; identified as FSD s worst-performing incident category, <CLICK> That accounts for 42% of all of our reported incidents. <CLICK> To address this, a specific project was initiated to target the problem and ensure compliance with required legislation. <CLICK> Firstly, every manual handling process across all areas of FSD were identified <CLICK> The staff actually performing those duties were trained to complete detailed JSA s for each of these tasks. This was seen as a key point for the success of the project; giving ownership of the process to the workers would ensure acceptance of the findings and produce workable solutions. <CLICK> The  hierarchy of control was then applied to identify solutions to minimise or even eliminate any identified risks or hazards. <CLICK> The whole process was documented at all stages, and results used to provide safe work instructions for all tasks. <CLICK> And finally, the whole process was reviewed to ensure the effectiveness and implementation of all solutions proposed. <CLICK> (next slide) bZOZZ!ZZZZrZZvZZq @o    f H @ 0޽h ? ̙3380___PPT10.PZ   0 Dj(  DX D C \    D S \ @   lThe formation of a Divisional Safety Committee was seen as a method to address concerns of a lack of standardisation and communication across the Division. To achieve this effectively, key requirements were defined for it s establishment, including: <CLICK> Each campus needed representation <CLICK> Divisional management support was essential, so the committee is chaired by management, and <CLICK> Regularly reports back to the FSD Managers Group. <CLICK> To date, the committee has been credited with a number of achievements, such as: <CLICK> (read) <CLICK>(read) <CLICK> Developing an efficient JSA process, that doesn t take longer than the job itself to complete (unlike the standard Monash risk assessment procedure) <CLICK> (read) <CLICK> and address the legal liability concerns over contractors working in laboratories. <CLICK> (next slide)  f"\3~SW  W H D 0޽h ? ̙3380___PPT10.嗁  0 e]H(  HX H C \   ] H S \ @   To assist staff with full compliance with legislative requirements, specific OHS tools have been developed, including: the new, more-efficient JSA process, as we previously mentioned Work permits to ensure appropriate measures are taken to minimise any identified risks and hazards while: Working on rooves where there is a risk of falling or being exposed to other hazards on roof areas. Accessing defined confined spaces where there are restrictions on movement and the risk of exposure to inherent hazards. Performing works that pose a fire risk, such as cutting, grinding and welding. Any situations that call for the isolation of automatic fire detection or protection systems, to ensure that the appropriate personnel are aware, and that durations are kept to a minimum. A risk assessment has been performed for every item of machinery, plant, power tools, and so on, throughout the Division, and these have been used to produce safe work instructions for those staff that are required to operate that equipment. OHS&E Newsletter introduced to improve communication of issues, outcomes, policies and procedure changes, and so on to all staff within FDS. (next slide) 0P@0PPjPPdPPyPPOPPPPPPPP   H H 0޽h ? ̙3380___PPT10.Э 0 L (  LX L C \    L S <\ @   "The staff training process was restructured and defined. (read) (read) (read) (read) (read) (read) (read) (read) (next slide) *   H L 0޽h ? ̙3380___PPT10.  0 H@P(  PX P C \   @ P S \ @   jOnce building works have started (or even completed) it is too late to identify inherent OHS flaws in the design. FSD have incorporated OHS-control measures into design briefs, specifications and contracts, and improved our communication and consultation with OHS&E, H&S reps and the client themselves to identify any risks and hazards (amongst others) in a design before it is too late (or too expensive) to correct. We now consult with all parties concerned during the planning and design stage to ensure all possible issues are addressed and all OHS concerns are designed out. (next slide) @z k k H P 0޽h ? ̙3380___PPT10..Y  0   T" (  TX T C \     T S Y\ @   $ p The overall process of how FSD dealt with contractors was revised: <CLICK> In line with the OH&S Act, attitudes have changed to effectively consider contractors as our own staff, with the same obligations to ensure a safe workplace. <CLICK> All contractors are run through a contractor-orientated induction process to identify campus-specific issues, risks and hazards, and to introduce them to Monash policies and procedures they are required to comply with. This process also registers contracting companies and each of their employees, recording details such as company Workcover and public liability insurances, and individuals competencies, to ensure that all contractors working at Monash are suitably trained and protected for the work they will be performing. <CLICK> Prior to commencing any specifically-hazardous works, contractors are required to perform a JSA or other approved risk assessment, just as with our own staff, which prompts all workers to be more aware and familiar with the work site. <CLICK> Improved supervision of contractors gives Monash staff better awareness and more control of the works, and ensures contractors are complying with their obligations. <CLICK> (next slide) K=    H T 0޽h ? ̙3380___PPT10.0 s& 0 X6(  XX X C \   Y X S PY\ @  Y 8How have these measures possibly affected our OHS performance? Since their introduction, FSD have noticed a significant drop in the number of incidents reported across all major incident classifications. (highlight examples on chart?) Note that the observed increase in hazard reports may suggests an improvement in complacency and awareness by FSD staff, and would indicate that a number of hazards were identified prior to them causing any incidents. (next slide) *   H X 0޽h ? ̙3380___PPT10.2P߸b  0 \r(  \X \ C \   Y \ S dY\ @  Y tMore significantly, FSD has shown a better than Monash-average improvement, reducing our share of the Monash incident reports across all major classifications. For example, sprains and strains alone within FSD accounted for 22% of all Monash University OHS incidents reported for 2003, yet only 12% for 2005. Obviously there is still room for improvement, and FSD are not resting on these figures. It may still be too early to tell, but hopefully the measures introduced so far, along with other initiatives currently in development, continue to reduce the risks and hazards inherent with the nature of the duties performed by FSD staff to provide a safe and healthy work environment for our staff and contractors. 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