Services Catalogue - Amazon S3s3-ap-southeast-2.amazonaws.com/wh1.thewebconsole.com/wh/... ·...

simplifying IT

Professional Safety Solutions 108/360 Kingsway, Caringbah NSW 2229

Phone: 0400323506

Email: [email protected]

Website: www.professionalsafetysolutions.com.au

Services Catalogue

May 2017

mailto:[email protected]

Consulting, Construction Safety, WHS Training and Presentations Services Catalogue

of 72

TABLE OF CONTENTS ABOUT US ........................................................................................................................... 4

Paul Pascoe, Owner/Director ............................................................................................ 5

CONSULTING ...................................................................................................................... 6

Management Systems Development and Implementation ................................................ 7

Gap Analysis/Audits of Management Systems ................................................................ 11

Development of Specific Work Health & Safety (WHS) Programs .................................. 13

Evaluation of WHS Legal Compliance Audit ................................................................... 14

Small Business Work Health & Safety (WHS) Essentials................................................ 16

WHS Site Risk Assessments and Inspections ................................................................ 17

Safety Climate Surveys ................................................................................................... 19

Incident Investigation....................................................................................................... 28

WHS Loss Analysis and Trending Investigation .............................................................. 29

WHS Committee Improvement Assessment and Workshop ........................................... 30

Traffic Management ........................................................................................................ 31

Manual Handling Risk Assessment ................................................................................. 33

Safety Consultant Program (Implementation) ................................................................. 35

CONSTRUCTION SAFETY ................................................................................................ 36

Construction Management Systems ............................................................................... 37

Project Work Health and Safety (WHS) Management Plans ........................................... 39

Safe Work Method Statements (SWMS) ......................................................................... 41

Construction Site Safety Inspections ............................................................................... 42

Construction Site Traffic Management Plans .................................................................. 43

NSW Government Prequalification Schemes for General Construction Works ............... 45

WHS TRAINING ................................................................................................................. 46

Safety Leadership ........................................................................................................... 47

Safety for Managers and Supervisors ............................................................................. 48

Safety for Employees ...................................................................................................... 49

Let Me Entertain You: The Key to Designing Effective Safety Presentations .................. 50

Let Me Entertain You: The Key to Delivering Effective Safety Presentations .................. 51

Risk Communication ....................................................................................................... 52

Risk Management ........................................................................................................... 53

Effective Accident / Incident Investigation ....................................................................... 54

Work Health & Safety (WHS), Environmental and Quality Management Systems .......... 55

Management of Confined Spaces ................................................................................... 56

Global Harmonization System (GHS) .............................................................................. 57


of 72

Manual Handling ............................................................................................................. 58

Introduction to Time Management ................................................................................... 59

Body Language Basics .................................................................................................... 60

PRESENTATIONS ............................................................................................................. 61

Are You As Safe As You Think You Are? ........................................................................ 62

Safety Geeks Anonymous (SGA) – 12 Step Program ..................................................... 63

What Is This Safety Culture and Leadership Stuff? ......................................................... 64

A Futuristic Look at the Safety Professional .................................................................... 65

Let Me Entertain You: The Key to Designing Effective Safety Presentations .................. 66

Let Me Entertain You: The Key to Delivering Effective Safety Presentations .................. 67

Risk Communication – Practical Risk Communication Strategies ................................... 68

Are Your Meetings Dying? .............................................................................................. 69

Time Management—What Time Is It? ............................................................................. 70

Body Language—What is Your Body Saying? ................................................................ 71


of 72

ABOUT US No matter what Work Health & Safety (WHS), Environmental and Quality challenges you face, whether one time only advice or a full range of services, we are ready to work with you to assess your needs, evaluate options, and develop practical solutions. Professional Safety Solutions is an international management consulting company, based in Sydney Australia, specialising in Work Health & Safety (WHS), Environmental and Quality consulting, training and auditing services, catering to a variety of client organisations - ranging from construction, rail, utilities, mining, heavy industrial workplaces as well to retail, warehousing and office-based businesses. Our clients range from construction, rail, utilities, mining, heavy industrial workplaces as well as retail, warehousing and office-based businesses. Professional Safety Solutions provides professional, practical and an effective range of responsive solutions and services to support organisations of all sizes. Our strength is our experience, academic achievements and business experience where we simply add value to your business needs to ensure we achieve success in what you need and want. WHY US? We know…what works and what doesn’t. We know…what you need and how to do it. We know…how to do it efficiently and effectively. We know....it is a priority to understand your business requirements. We know....how to deliver high quality, cost effective solutions. Our range of services and solutions are intended to compliment YOUR organisation’s needs and we understand all organisation have different needs when aiming for best practices in managing Work Health & Safety (WHS), Environmental and Quality. As responsible employers and good corporate citizens, our clients face many challenges in providing a safe workplace for their employees, contractors, visitors and the public. These challenges also include and minimising risks to processes and assets. Professional Safety Solutions provides that external practical assistance to manage those challenges and to verify that appropriate controls are in place to manage the organisational risks and meet ever changing legislation requirement. Our objectives are to:

• Provide effective solutions to Work Health & Safety (WHS), Environmental, Quality and risk management issues.

• Complete projects/assignments with the highest level of quality that surpasses our client’s expectations.

• Advise our clients on best management practices and suitable measures that enable them to make informed and balanced decisions.

• Share our knowledge, expertise, and experience.


of 72

Paul Pascoe, Owner/Director A highly skilled and experienced leading senior safety executive professional who is recognised nationally and internationally as a highly skilled and experienced safety professional and provider of Work Health & Safety (WHS), Environmental and Quality consultancy and training services. Has built a successful career based on knowledge and experience spanning nearly 35 years in this field at the highest level and provided these services to business, industry and governments in Australia, New Zealand, Canada, USA, Middle East, UK, Singapore, Thailand, Malaysia, China and India. A dedicated and knowledgeable safety professional with extensive experience and expertise in the design, development, management, and strategic implementation and direction of WHSEQ Management Systems, training and educational programs for local, national and international organisations across multiple jurisdictions. Regarded as an Expert Witness and has been contracted by several legal firms to conduct and provide Expert Witness Reports and opinions. An experienced business executive providing management of business operational systems, processes and policies in support of the organisation’s mission - specifically, supporting better management reporting, information flow and management, business process and organisational planning. This includes the management and coordination of business and consultancy contracts, senior safety advisors, safety associates, sub-contractors and administration staff. Has gained a reputation for being energetic, enthusiastic and self-motivated in his business endeavors whilst applying and understanding international cultural aspects in many regions around the world.


of 72

CONSULTING

Work Health & Safety (WHS), Environmental and Quality workplace consultancy service solutions to meet your needs. Our range of consultancy service solutions provides a structured and planned approach with a focus on consultation with the management team, together with selected supervisors and employees to allow the development of an effective program for continuous improvement. Through a combination of our experience, academic achievements and business experience we add value to our client's business needs We achieve success in what you need and want and understand that all organisations have diverse needs and we provide a range of practical consulting solutions.


of 72

Management Systems Development and Implementation Introduction The components of a Management System are variable and are dependent on what the system manages and intends to achieve and Professional Safety Solutions can develop the Management System “Framework” documentation with the supporting forms and tools documentation in alignment with the general structure of the following published standards:

• AS/NZS 4801:2001 Occupational health and safety management systems; / Draft ISO 45001, Occupational health and safety management systems;

• ISO 9001:2015 Quality management systems;

• ISO 14001:2015 Environmental management systems.

Integrated Management System (IMS) development which combines all related components of Work Health & Safety (WHS), Environmental (EMS) and Quality Management Systems (QMS). Redeveloping management systems documentation transitioning from the previous ISO Standards 9001 and 14001 requirements to the new ISO 2015 requirements. Background The components of a Management System are very variable and are dependent on what the system manages and intends to achieve. Management Systems are therefore complex as they should contain all the components necessary to cover all issues in the management of a site or area. But we always stress: It should be applicable to your organisational needs and take into account your operations. A formal documented strategic approach ensures legislative compliance, due diligence and risk management focusing on standards and best industry practices. This will result in the reduction of human injury, property and equipment damage, service interruption, and corporate and individual liabilities, therefore managing overall costs and risk factors. Scope The scope of the review process and the development of the Management System is determined entirely by the objectives of your organisation, and is therefore tailored to your specific needs. Naturally the objectives must be compatible with the resources allocated. Develop the Management System “Framework” documentation with the supporting forms and tools documentation in alignment with the general structure of the published.


of 72

Methodology Our methodology and approach will consist of the following:

Assessment of Needs

• Initial contact with your organisation to conduct an assessment and preparation of a plan to review the operations identifying processes, work areas and any systems in place, review of existing site documentation e.g. Manual, procedures, other documented policies, and review of any previous Audit recommendations.

• Site assessment identifying the nature of the business, a site tour identifying processes, work areas, interviews with employees, supervisors and members of the management team.

• Provide a clear outline of activities required for the development of each of the Management System Manual/Elements. This will include where we review and tailor the Management System (including any site build requirements to provide model formats for the Management System production of drafts for review and acceptance.

Development of the Management System Elements

• Following completion of the Assessment of Needs, develop the identified Management System “Framework” documentation with the supporting forms, and tools.

• Development of Safe Work/Operating Procedures and Risk Assessments for High Risk Work Activities

• Development of an Implementation Plan for a programmed rollout of new processes across targeted business areas. This is where we can assist in conducting as required the necessary program implementation activities and deliver relevant information and training to all stakeholders.

Presentation of Management System Documentation

• A formal presentation of Management System shall be conducted to the senior management as an overview of the documentation

• A session such as this, allows for questions, concerns, comments, or further recommendations to be addressed.

• At that time, the Implementation Plan can be discussed, indicating action, personnel responsible and expected completion date.


of 72

STANDARDS BACKGROUND AS4801 OHS Management System Sets out requirements for an occupational health and safety management system. The requirements may be used for auditing and certification purposes. The requirements follow the guidelines set out in AS/NZS 4804:2001. This Standard specifies requirements for an occupational health and safety management system (OHSMS), to enable an organization to formulate a policy and objectives taking into account legislative requirements and information about hazards or risks. ISO 45001- Occupational Health and Safety Management Systems ISO is developing a new standard, ISO 45001, Occupational health and safety management systems - Requirements, that will help organizations reduce this burden by providing a framework to improve employee safety, reduce workplace risks and create better, safer working conditions, all over the world. ISO 45001 is based on the common elements found in all of ISO’s management system standards, assuring a high level of compatibility with the new versions of ISO 9001, Quality Management Systems, and ISO 14001, Environmental Management Systems. It uses a simple Plan-Do-Check-Act (PDCA) model, which provides a framework for organizations to plan what they need to put in place to minimize the risk of harm. The measures should address concerns that can lead to long-term health issues and absence from work, as well as those that give rise to accidents. In Australia and New Zealand, we have had AS/NZS 4801 since 2001, and in the world of management system standards that is quite a long time. Whilst the British did come up with OHSMS 18001 in 1999, last reviewed in 2007, this has been treated as a more international standard than 4801 however, it is still not an ISO standard. ISO 14001 Environmental Management Systems ISO 14001 is an internationally agreed standard that sets out the requirements for an environmental management system. It helps organizations improve their environmental performance through more efficient use of resources and reduction of waste, gaining a competitive advantage and the trust of stakeholders. ISO 9001 Quality management systems ISO 9001 specifies requirements for a quality management system where an organization needs to demonstrate its ability to consistently provide product that meets customer and applicable statutory and regulatory requirements, and aims to enhance customer satisfaction through the effective application of the system, including processes for continual improvement of the system and the assurance of conformity to customer and applicable statutory and regulatory requirements. All requirements of ISO 9001are generic and are intended to be applicable to all organizations, regardless of type, size and product provided.

https://www.iso.org/management-system-standards.html

https://www.iso.org/management-system-standards.html

https://www.iso.org/iso-9001-quality-management.html

https://www.iso.org/iso-9001-quality-management.html

https://www.iso.org/iso-14001-environmental-management.html


of 72

Integrated Management Systems (IMS) An Integrated Management System (IMS) combines all related components of a business into one system for easier management and operations. Quality (QMS), Environmental (EMS), and Safety (WHS) management systems are often combined and managed as an IMS. These are not separate systems joined together, rather they are integrated with linkages so that similar processes are seamlessly managed and executed without duplication. IMS components common to all the systems include the resources (people, facilities and equipment, etc.) and processes (documented in the QMS/EMS/WHS and applied throughout the organisation). An Integrated Management System results when an organisation uses one single management system to manage multiple aspects of organisational performance and it is characterised by:

• Its scope will cover the totality of the organisation’s processes and systems and embrace health, safety, environment, quality, security, human resource, finance, marketing, public relations, etc. as relevant to the organisation’s values, operations and objectives. Management reviews will consider the overall business strategy and plan.

• Internal audits will be conducted for the whole business – not separately for each of the management standards.

• It is formally defined in a harmonised and consistent style appropriate for its purpose.

• Replication of documentation is minimised while ensuring the effectiveness and efficiency of the IMS.

• It is structured to control and guide the organisation’s processes in the most effective and efficient way and does not slavishly follow that of a specific management standard or item of legislation.

• Each component of the management system takes account of all the other components as appropriate. It addresses all relevant stakeholder requirements defined via standards, legislation or other defined requirements.

• An integrated approach to planning, with good use of business wide risk management approaches.

• Unified management support and responsibilities.


of 72

Gap Analysis/Audits of Management Systems Introduction Gap Analysis/Audits are conducted in accordance with the Management System requirements and appropriate Legislative and Industry best practice requirements. In addition to the interviewing of workers, the facility, equipment, conditions and controls, we review and evaluate existing documentation, management philosophy and practices to determine the degree of compliance and performance. Background Gap Analysis/Audits can be conducted against the following standards:

• AS/NZS 4801:2001 Occupational health and safety management systems; / Draft ISO 45001, Occupational health and safety management systems;

• ISO 9001:2015 Quality management systems;

• ISO 14001:2015 Environmental management systems.

• Integrated Management System (IMS) The benefits of a Gap Analysis/Audits are:

• Ensures the system that you have in place is specific to and meets the needs of the people and processes within the organisation;

• Gives you a measure to compare your base line, which allows growth of your system;

• Evaluates and increases the effectiveness of system components and programming;

• Ensures appropriate mechanisms are in place to administer all aspects of the system and that those are properly utilised;

• Identifies strengths and opportunities for improvement in program components, development, implementation, performance, reporting, tracking, communication, and what corrective action is required; and

• Shows the importance of your program to all. Scope Conduct a Gap Analysis/Audit to determine the degree of compliance and performance in accordance with the Management System requirements, appropriate legislative and industry best practice requirements, or against the ISO standards.


of 72

Methodology Our methodology and approach will consist of the following: Desktop Audit

• The organisation’s Management System Manual and procedures shall be submitted and a desktop audit shall be conducted to ensure current the site documentation supports compliance to appropriate legislative and industry best practice requirements, or against the ISO standards.

• As part of the Desktop Audit the specific audit tool/criteria shall be adapted to meet the needs of required appropriate legislative and industry best practice requirements, or against the ISO standards and the organisation’s Management System Manual.

Gap Analysis/Audit Onsite Review

• Pre-audit meeting will allow us to discuss audit content and process with the key players – employee representatives, safety personnel, and management representatives. This increases buy-in and participation, as well as makes the audit industry and site specific and shall take place take place on the first day the audit team is on site.

• Undertake an initial the site orientation.

• Conduct detailed site tours; identifying processes, work methods, activities, equipment and systems in place. This inspection/observation shall also determine if the organization is living by the policy and process, and to observe conditions and actual work in progress.

• Reviews of site’s management system documentation e.g. hazard/risk assessments, procedures, claims records, accident and injury reports, and documented policies.

• Interview with employees, supervisors and members of the management team.

• A Closing Meeting shall be conducted to present an overview of the findings using strengths to promote improvements, explain any non-conformities, and provide a summary/ overview of the whole audit. This session allows for questions, concerns, comments, or further recommendations to be addressed.

Gap Analysis/Audit Report

• Develop a detailed report outlining the results of the evaluation, including highlights, notable observations, and pertinent recommendations, areas of improvement and corrective action.

• An emphasis will also be placed on making recommendations to streamline the business policies and procedures.

Presentation of Audit Results

• A formal presentation of results of the Gap Analysis/Audit shall be conducted to the senior management



of 72

Development of Specific Work Health & Safety (WHS) Programs Introduction Developing and improving specific program or elements within your Work Health & Safety (WHS) Management System that is specific to your industry, legislation requirements, best practice and your specific hazard and risk exposure. Background A Work Health & Safety (WHS) management system combines all the different elements in the workplace that need attention to ensure the provision of a safe working environment for everyone who enters it. Your Work Health & Safety (WHS) program elements should be developed to meet the needs specific to your industry, legislation requirements, best practice and your hazard and risk exposure. Scope Developing and improving specific program or elements within your Work Health & Safety (WHS) Management System that is specific to your industry, legislation requirements, best practice and your specific hazard and risk exposure. These may include:

• Safe Work Practices/Safe Job Procedures Development

• Confined Space Management Programs

• Hearing Conservation Program

• Lock Out Tag Out

• Working at Height Programs

• GHS and Chemical Management Programs Methodology Our methodology and approach will consist of the following: Assessment of Needs

• Initial contact with your organisation to conduct an assessment and preparation of a plan to review the Specific Work Health & Safety (WHS) Programs elements

• Site assessment of the Specific Work Health & Safety (WHS) Programs elements identifying the nature of the business, a site tour identifying processes, work areas, interviews with employees, supervisors and members of the management team.

Development of the Specific Work Health & Safety (WHS) Programs

• Following completion of the Assessment of Needs, develop the identified Specific Work Health & Safety (WHS) Programs documentation with the supporting forms, and tools.

• Development of an Implementation Plan for a programmed rollout of new processes across targeted business areas.

Presentation of Specific Work Health & Safety (WHS) Programs

• A formal presentation of Specific Work Health & Safety (WHS) Programs shall be conducted to the senior management as an overview of the documentation




of 72

Evaluation of WHS Legal Compliance Audit Introduction Evaluation of compliance with legal and other obligations is a formal review of the Work Health & Safety (WHS) hazards and risks which are considered when reviewing compliance. This is not about reviewing which compliance obligations are applicable to the organization, it is about evaluating actual compliance with the range of obligations applicable to the organization. Background Although the wording varies, this requirement is common to the management systems standards:

• AS 4801:2001 – 4.5.1.1 General - With regard to the OHSMS, the organization shall establish, implement and maintain procedures to monitor compliance with relevant OHS legislation.

• In the revised standards, such as ISO 14001:2015 and the Draft ISO 45001 organisations shall plan, establish, implement and maintain a process for evaluating compliance with applicable legal requirements and other requirements and shall:

o determine the frequency and method(s) by which compliance will be evaluated;

o evaluate compliance; o take action if needed; o maintain knowledge and understanding of its status of compliance with legal

requirements and other requirements; o retain documented information of the compliance evaluation result(s).

Scope Conduct an Evaluation of WHS Legal Compliance Audit of the organisation’s documented WHS Management System in accordance with the relevant WHS Regulatory requirements by identifying compliance requirements and obligations relevant to the organisation, conducting an audit to review and establish compliance status. Methodology Our methodology and approach will consist of the following: Evaluation of WHS Legal Compliance Audit Onsite Review

• Conduct an onsite review of the organisations operations to determine the relevant legislative requirements

• Conduct detailed site tours; identifying processes, work methods, activities, equipment and WHS systems in place.

• Develop the specific Evaluation of WHS Legal Compliance Audi tool/criteria that will be utilised to meet the needs of required legislative compliance, and the organisation’s Safety Management System Manual.

Desktop Audit The organisation’s WHS Management System Manual and procedures shall be submitted to Professional Safety Solutions and a desktop audit shall be conducted to ensure current the site documentation supports compliance to the relevant Legislation (WHS Act and Regulations requirements).


of 72

Evaluation of WHS Legal Compliance Audit Report Provide a detailed report outlining

• Identify compliance requirements and obligations relevant to the organisation

• Review and establish compliance status

• Provide practical guidance to achieve compliance standards Presentation of Audit Results

• A formal presentation of results of the Evaluation of WHS Legal Compliance Audit shall be conducted to the senior management



of 72

Small Business Work Health & Safety (WHS) Essentials Introduction Delivered by an experienced WHS consultant who can discuss WHS issues at your workplace, advise on how to develop and implement your own safety management system, help you to devise a safety action plan and recommend solutions to manage WHS hazards and provide guidance to help you with potential solutions for Work Health & Safety (WHS) issues. Background An important part of managing your business is to ensure the health and safety of your employees and other people, such as customers, visitors or tradespeople who visit your workplace. In fact, the WHS legislation requires you to ensure your workplace is safe. To ensure you fulfil your obligation for a safe workplace, you need to become aware of what can cause harm and then take action to ensure no one is at risk while they are in your workplace. Many small business operators say that getting access to relevant and targeted advice can make it a lot easier to manage their work health and safety responsibilities; they generally do not have time or resources to search for information that is relevant to their business. Scope A safety consultation service delivered by an experienced work place health and safety (WHS) consultant who can:

• discuss WHS issues at your workplace,

• advise on how to develop and implement your own safety management system,

• help you to devise a safety action plan and recommend solutions to manage work health and safety hazards and

• provide guidance to help you with potential solutions for WHS issues.

It's a significant opportunity to learn more about your safety obligations and to receive tailored advice on managing safety in your workplace. The program is suited to small businesses that have limited or no safety systems in place. Methodology Our methodology and approach will consist of the following:

• The initial on-site visit will take up to four hours - It's not one size fits all! The consultant will learn about how your business works. For example; the type of product or service you provide, how you make or deliver this, the number of staff you have and what health and safety plans you already have.

• Provide advice on how to manage safety, consult with your employees and what documentation you may need.

• Provide you with a Safety Action Plan/Report which provides you with a priority list of what issues the consultant believes need to be addressed, and provides advice on how to go about addressing these issues.


of 72

WHS Site Risk Assessments and Inspections Introduction Conducted by experienced WHS consultant that has that objective and unbiased yet skilled eye which is focused on identifying and evaluating any Work Health & Safety (WHS) hazards at the workplace, reporting on the findings and areas recommended for continual improvement. Background WHS site assessment and inspections have legal status, being an obvious part of the general duty of care and are necessary to:

• Identify aspects of the working environment and work tasks that could contribute to injury/damage - and thus allow unacceptable conditions or conduct to be addressed;

• Review workplace standards in accordance with legal and company requirements;

• Provide a systematic means, for those who are at risk of injury, to help control the working conditions.

Scope

• Provide a Consultant that has that objective and unbiased yet skilled eye in conducting a WHS site assessment and inspection of your premises.

• The information gained through inspections, interviews and observations will be placed in written report which will include the results of the assessment, including highlights, notable observations, and pertinent, recommendations and corrective action plan.

Methodology Our methodology and approach will consist of the following: Conduct WHS Site Assessment

• Our Consultant shall conduct the Site WHS Assessment/Audit which is focused on identifying and evaluating any Work Health and Safety hazards at the workplace, reporting on the findings and any areas recommended for continual improvement.

• The methodology used to undertake the inspection consists of a visual inspection of the premises and plant for each of the areas.

• General hazard categories may include but not limited to: o Office hazards o Security o Manual handling/ergonomics o Storage o Housekeeping o Warehouse racking o Electrical o Mobile plant (forklifts) o Plant & Equipment o Hazardous substances/dangerous goods o Emergency management


of 72

WHS Site Assessment Report

• The information gained through each of the activities is provided in this written report which includes:

• Acknowledgement and Report Authorisation.

• Confirmation of the Scope of Work and Methodology for this project.

• An executive summary contains a summary of the results of the site assessment and evaluation, including highlights, notable observations and recommendations.

• The specific Findings and Recommendations for each of the areas.

• Action Plan for the actions which have been derived for the recommendations contained under each of the elements assessed.


of 72

Safety Climate Surveys Introduction Providing organisations with an in depth look into the business’s safety culture and safety performance using detailed research and survey tools to capture safety maturity data which can be used by senior leadership teams when planning for safety transformation or change of management processes. Background Progressive companies have been utilizing Safety Climate Surveys as an additional method of measuring their work, health and safety management system. Specifically, the underlying factors that determine how the individual interacts within the system or with the cultural criteria (i.e. trust, communication). This survey compliments and enhances other methods of measurement (statistics, auditing / gap analysis etc.) and can offer valuable information and insight which provides opportunities for improvement. In our experience a higher performing safety culture is the foundation for more effective business and productivity performance. Businesses that purely rely on a WHS compliance approach won’t always ensure that the organisation is safe. Scope Conducting a Safety Climate Survey across the organisation with an in depth look into the business’s safety culture and safety performance using detailed research and survey tools to capture safety maturity data which can be used by senior leadership teams when planning for safety transformation or change of management processes. Methodology Our methodology and approach will consist of the following: Phase 1: Project Kick-Off Meeting A Project kick-off Meeting which formally recognizes the start of the project. The meeting provides the opportunity to communicate a shared view of the project to ensure understanding of the approved project charter and to clarify next steps involved in producing the deliverables. The Project kick-off Meeting provides an opportunity for the following:

• Introduce Professional Safety Solutions and organisation project personnel;

• Review Project Scope, Definition and Objectives;

• Review Timeline, milestones, Roles, and Budget;

• Performance monitoring and review activities that will be undertaken in relation to the contract; which shall include:

o Quality of service delivery; o Compliance with guaranteed delivery times; o Management of complaints; o Contract administration and management; o WHS Management;

• Additional WHS documentation requirements;

• Review Challenges.


of 72

Phase 2: Survey Tools Preparation Safety Culture Survey Tool

• Survey of all or a sample of employees/supervisors/manager in the organisation, shall be conducted using either one-on-one interviews or alternatively SurveyMonkey, which is an online survey development cloud-based software.

• Professional Safety Solutions shall identify the Survey Tool inclusions to assess cultural component, as to specifically target the components of culture that the organisation would like to measure, identify strengths and limitations with and to ensure baseline inclusions.

• The Survey Tool questions shall be based upon the key underlying elements of: o The organisation’s WHS system drivers o The Hudson (2001) Evolutionary Model of Safety Culture

• The survey is designed to assess each of the key elements described above, in the form of statements which capture the important aspects of the element. The design of the survey questions shall typically include:

o Multiple choice questions with a number of options -Allows the survey taker to select one or more options from a list of answers that you define.

o “Other (please specify)” – Where respondents can type their answer into a comment box.

o Comment/Essay Box Question - Open-ended survey questions which require respondents to type their answer into a comment box, and do not provide specific pre-set answer options.

• Workers rate these statements on a scale for example from 1 (strongly disagree) to 5 (strongly agree) and example statements are:

o When there are changes to procedures or tasks, we feel we are properly prepared and ready

o I am encouraged by my colleagues to report any safety concerns I may have o Most health and safety rules are practical and make sense

• The survey is anonymous and has several open-ended questions to allow employees to record their own views and concerns about specific issues affecting them.

• The Safety Culture Survey Tools questions shall be developed in draft and shall be discussed and decided on with the organisation’s project representatives.

Promotion and Communication Plan

• Develop draft communication emails/notices to inform and promote the Safety Culture Project.

Finalize Survey Process, Plan and Schedule for on-site activities

• Schedule of Surveys would be finalized with the organisation’s representatives, with consideration of the organisational factors/schedules and operational issues.


of 72

Phase 3: Conduct Safety Culture Surveys and Interviews Option 1. One-on-one Interviews Safety Culture Survey

• Conduct one-on-one interviews in person, in English, at each site.

• One-on-one interviews process has their benefits and disadvantages. These types of interviews, although costlier and time consuming, are more honest and give you qualitative information to validate and support your quantitative information.

• Most people want to talk versus write – they are better with the verbal expression of what their perception is of what is working and what is not. You can pick up on body language, as they respond to areas that they dislike or liked. One-on-one physical interviews decreases the amount of misunderstanding of what is being asked and guaranteeing your sample size.

• Interviews would be conducted at the site by team members. There will be a team leader who would ensure consistency between individuals and contact people at the site during the conduction of the survey.

• Each of our team members would be chosen, not only for ability to effectively and efficiently conduct the survey by putting people at ease but also having backgrounds in health and safety.

• We would work and coordinate the scheduled interviews to decrease the amount of disruption to the work at the site and provide access to the different shifts. We would also be flexible to schedule the interviews in various locations at site, buildings, work areas as well as office environments. This should provide minimal disruption to process.

• Once our survey team members have the on-site part of an induction an initial meeting to introduce the team members and discuss contact and process with the key individuals at the site can occur. This increases buy-in and participation, as well as makes the process more knowledgeable and site specific. The meetings take approximately half an hour on the first day.

• This process will allow us to see the culture and perceptions of each of the individual business areas and departments, organizational levels as well as capture an overall corporate view. We can then make recommendations on what the organization needs to do to enhance systems or Safety Management System elements that require improvement to achieve a generative level of safety culture.

Interview Outline

• Each person interviewed would be told the following prior to the interview: o The survey is not to single out anyone or group of people information is

lumped into a pool of information o There is complete anonymity with the survey and statements made within o Why the organization has decided to administer this survey o Information on the survey team – objective, unbiased, non-judgmental

safety consultants who work with performance and safety improvement. o Why the person’s answers are important – to determine and examine

management practices, systems and cultural issues that influence safety and the results of the survey will provide a basis for planning and recommending some possible solutions or initiatives.

• They survey will take about 60 minutes to complete.

• Upon completion, the participant will be thanked and told that they will be informed of the results.


of 72

Option 2. SurveyMonkey Safety Culture Survey

• The on-line SurveyMonkey Safety Culture Survey link will be provided and all employees can commence taking the survey over the pre-determined period.

• In addition, a paper based form of the questions shall be provided to allow for those individuals who may not be comfortable or have access to a computer to complete the survey.

• Note: Paper based completed surveys shall remain confidential and shall be provided to Professional Safety Solutions under cover.

• During the Safety Culture Survey period, Professional Safety Solutions shall provide update response data (i.e. total number of responses completed).

• It is our recommendation to obtain valid response data to achieve the target of at least 50% responses.

Workplace Observations

• Professional Safety Solutions shall conduct the Workplace Observations of safety culture performance indicators in the workplace, covering all work areas (including informal questions to staff/supervisors).

• Assessors will tour the workplace to observe key indicators under each of the key safety culture elements where appropriate, including informal questions to supervisors and employees to verify both the observations and the survey data.

• Here the assessor undertakes a visual assessment of the workplace and questions workers/supervisors on their perceptions of the working environment.

• Key operational areas shall be identified.

Senior Manager Interviews

• Semi-structured interviews shall be conducted with key senior management, covering the key elements of management commitment, involvement & safety competence.

• Interviews will typically take one hour for each manager.


of 72

Phase 4: Analysis & Report Development Analysis The information obtained from the Safety Survey, Workplace Observation and Senior Manager Interviews will be used to identify the structural and cultural contributors. The analysis provides a “snapshot” of the current work health and safety culture in place, and is a great baseline measurement for future safety initiatives, as well as basis of future planning, programming and approach. The considerations of this report serve as a blueprint to ensure planning, standardization, continuous improvement and effective communication for the organization to manage health and safety culture. Report At the end of Phase 3, Professional Safety Solutions shall develop a comprehensive report outlining the assessment of the Safety Culture Survey. This report is organized into primary sections: Executive Summary, Background, Methodology, Findings and Recommendations. The Findings and Recommendations section provides more detailed information for each of the Safety Culture Criteria and questions from the survey. It will generally include overall responses with the specific culture value evaluated in raw data and percentages, department data in percentages and in some areas organizational response data in percentages of responses. In each of the Safety Culture Criteria provided:

• Graphs o Graphical representations against each of the questions used in the Safety

Culture Survey which provides the organisation with a clear picture of much of the detail and responses.

o See the following pages with examples of charts and graphs often included in the report:

• Comments o Summary details of the comments received from the Safety Culture Survey

which include “Other (please specify)” – Where respondents can type their answer into a comment box and the Comment/Essay Box Question - Open-ended survey questions which require respondents to type their answer into a comment box, and do not provide specific pre-set answer options.

o Summary details of the comments received from the Senior Manager Interviews.

• Interpretation of the data - Our general thoughts and perceptions after conducting the survey, compiling and interpreting the results


of 72

Recommendations Resulting considerations will be given that are opportunities for improvement and the report will clearly outline:

• Clear details of the actual recommendations and how the recommendations will impact the organisation:

o Commitment to safety o Leadership styles o Communication and consultation o Responsibility and accountability for WHS o Performance outcomes, and o Continuous improvement.

• When it should be implemented (consider a phased approach)

• How long will it take to implement which shall also include a clear Action Plan including time frames?

• What resourcing is required from the organisation and Professional Safety Solutions to support implementing the measure?

• How to measure success which shall include an overview of the performance metrics to assess the project success against the following criteria.

o Timeline o Budget o Quality o Organisational impact o Customer satisfaction

Phase 4: Report Presentation

• A draft report will be submitted in draft form first, to ensure that it is in a format and organized in a useful manner for you to utilize.

• A final report format will follow discussion of potential changes and forwarded comments.

Presentation

• A formal presentation of findings in a post-evaluation meeting with parties concerned shall be conducted after senior management has reviewed the final report. This process could overview the evaluation process, the major strengths and suggestions for improvement.

• A session such as this, allows for questions, concerns, comments, or further recommendations to be addressed. At that time (if requested and scheduled) a strategic plan can be discussed, indicating action, personnel responsible and expected completion date.


of 72

Safety Culture Survey’s Background Information Progressive companies have been utilizing safety perception surveys or profile processes as an additional method of measuring their work, health and safety management system, specifically the underlying factors that determine how the individual interacts within the system or with the cultural criteria (i.e. trust, communication). This survey compliments and enhances other methods of measurement (statistics, auditing / gap analysis etc.) and can offer valuable information and insight which provides opportunities for improvement. A number of research papers have concluded that perception surveys are a better predictor of safety performance than any other method of measurement practiced in industry today.

Safety climate and culture are key elements in safety performance improvement. While training, awareness, and incentive programs can result in short-term changes to reported injury rates, it is the underlying culture that must be supportive for sustainable improvement to occur. This Safety Culture Project is developed from safety perception survey research and the individual organizational philosophy input identified in the pre-survey phase. It will help provide insight into the level of safety cultural maturity and give direction with the approach to the overall Work Health and Safety Management System. It identifies where the needs, gaps and safety issues exist and assists in clarifying what is the most effective strategy. The survey data helps to target the best use of resources and where inputs are most needed. The safety culture survey is designed to measure the “sites / organizational health and safety cultural maturity and safety perception”. The survey results will assist an organization to gain an understanding of where on the “Safety Culture Ladder” your workforce and the management teams believe where your business operations is operating at and factors that may have contributed to the recent spike in incidents and issues on site.


of 72

Knowledge of an organisation’s lifecycle position or level of maturity can aid managers in understanding the relationships between maturity and strategy and performance (Lester, Parnell & Carraher, 2003). Hudson and colleagues have mapped OHS parameters to develop a framework of organisational maturity in OHS (Hudson, Parker, Lawrie, van der Graff & Bryden, 2004; Lawrie, Parker & Hudson, 2006; Parker, Lawrie & Hudson, 2006). The Hudson (2001) evolutionary model of safety culture has informed the work of various researchers (e.g. Guldenmund, 2008) and OHS professionals.

The culture of an organization plays a key role in why people within it behave the way they do, “It’s the way we do things around here”. The results of this perception survey will reveal those factors that influence behaviour such as management and supervisor practices, peer pressure, production pressures, group norms, trust and credibility.

Organizations have embraced the safety culture surveys as they recognize that corporate and individual commitment to health and safety is not measured by the mere existence of well-crafted policies posted conspicuously throughout the worksite, training or incentive programs. Perception is a reality. Behaviour is influenced by what we perceive to be true. If you truly believe workers or management place production ahead of safety, day-to-day decisions on how one will work will be primarily based on achieving high production, perhaps at the expense of safety.

• Safety is always in focus when doing business.

• Continuous safety improvements is of high importance.GENERATIVE

• We work on the problems we still find.PROACTIVE

• We have systems in place to manage safety, but just to satisfy rules, regulations and authorities.CALCULATIVE

• Safety is important, we do a lot every time we have an accidentREACTIVE

• Who cares as long as we're not caught.PATHOLOGICAL


of 72

Shared beliefs, values, norms, attitudes, credibility, commitment, leadership, and rewards are a few of the factors that shape perceptions of the organization, management, supervisors and workers. They have significant influence on how one will behave on the job in respect to safety, and with respect to productivity and quality. It is the culture that dictates how one will conduct their work when the boss is not around. The rationale for the Safety Culture Survey is to provide a clear and concise analysis of the value-based and belief system drivers. This is of importance in relation to the ongoing implementation of work health and safety (WHS) strategic objectives and business development in the stage of change management your organization is undergoing. The key results from the Safety Culture Profile will enable you to:

• Pinpoint areas of concern and direct decision making for achieving better safety outcomes.

• Observe long-term trends to monitor the impact of a program at the organizational level through having a base line survey conducted and then resurveying at specific intervals.

• Provide input for future decisions by uncovering worker preferences or specific issues.

• Convince all involved that there is an empirical foundation for the necessity to achieve better safety outcomes.

• Add a communication channel.

• Facilitate and measure change and improvement.


of 72

Incident Investigation Introduction Incident investigations are conducted to identify and record the critical information, analysing the data, determining surface and root causes, and developing recommendations. Background Unfortunately, WHS incidents occur in the workplaces every day for many reasons. These incidents can cause injuries and illnesses, property damage, financial loss and sometimes death but even when incidents don’t result in injury or property damage, they are disruptive for workers and operations and may be an indicator of a bigger problem waiting to happen. Therefore, conducting thorough incident investigations is an effective way to protect your employees from risk of injury or illness. Investigating incidents to reveal the many causal factors requires expertise, knowledge and skill, which normally do not exist within an organisation and at Professional Safety Solutions we follow a structured process in identifying and recording the critical information, conducting interviews, analysing the data, determining surface & root causes, and developing recommendations. All this needs a “no blame” approach designed to drive continuous improvement and identify control measures to prevent recurrence. Our Consultants are highly trained, experienced and qualified investigators who can provide third party unbiased and objective WHS incident investigations and support services to your organisation. Scope Conduct and incident investigation to identify and record the critical information, analysing the data, determining surface and root causes, and developing recommendations. Methodology Our methodology and approach will consist of the following:

• Conduct a workplace inspection of incident.

• Discussion/interview of personnel involved.

• Review of relevant aspects of client WHS Management S.

• Review of statistics/previous incidents.

• Preparation of report.

• A written report covering the factors of the incident.

• Recommendations for corrective actions to your WHS system.

• Debrief covering findings and recommended actions.


of 72

WHS Loss Analysis and Trending Investigation Introduction WHS Loss Analysis/Trending Investigations is conducted to determine roots causes, problem areas, trends and assist in control recommendations and the setting of goals and objectives. Background Investigating incidents to reveal the many causal factors requires expertise, knowledge and skill, which normally do not exist within an organisation and at Professional Safety Solutions we follow a structured process in identifying and recording the critical information, conducting interviews, analysing the data, determining surface & root causes, and developing recommendations. All this needs a “no blame” approach designed to drive continuous improvement and identify control measures to prevent recurrence. Scope Conduct a WHS Loss Analysis and Trending Investigation to determine roots causes, problem areas, trends and assist in control recommendations and the setting of goals and objectives. Methodology Our methodology and approach will consist of the following:

• The first step in this analysis is to gather data based on the organizations’ Accident Reports which and inspection of area(s) of concern identified in the data collection. This would consist of reading through the reports, searching and sorting incidents by a variety of different types of categories, such as by supervisor, by time of day, by type of incident, if there is a monthly variable / time of year etc.,

• Our analysis – Injury, Event, Systems - At this level of analysis, we do not attempt to determine what caused the accident, but rather we focus on trying to determine how harmful energy transfer caused the injury. Determining systems inadequacies is where the root causes for accidents are the underlying safety system weaknesses that have somehow contributed to the existence of hazardous conditions and unsafe behaviors that represent surfaces causes of accidents.

• The information gained through the analysis will be provided in a written report. The report recommendations will outline effective control strategies that will eliminate or reduce the specific surface causes of the accident and will also propose system improvements to missing or inadequate safety system components that contributed to the accident.


of 72

WHS Committee Improvement Assessment and Workshop Introduction Focuses on the roles of each member of the WHS committee to ensure the committee operates at maximum efficiency, and allows an organization to assess where it stands, in terms of Work Health & Safety (WHS) committee effectiveness and compliance with legislative requirements. Background Work Health & Safety (WHS) Committee arrangements can account for a significant resource expenditure in an organization, both in terms of the Work Health & Safety (WHS) Committee and coping with the consequences when they do not operate effectively. Work Health & Safety (WHS) Committees which fulfil their advisory/monitoring/consultative role can be highly effective. However, in some workplaces, they lose direction and seem to have a self-perpetuating life of their own. Scope The WHS Committee Improvement Assessment and Workshop is conducted which allows an organization to assess where it stands, in terms of Work Health & Safety (WHS) Committee effectiveness and compliance with legislative requirements. It is also designed to provide the Chairperson and all the members with further skills and certainty in their role so that the Work Health & Safety (WHS) Committee can operate more effectively and make a greater impact on Work Health & Safety (WHS) in the workplace. Methodology Our methodology and approach will consist of the following:

• Review of Work Health & Safety (WHS) Committee arrangements.

• Review of Work Health & Safety (WHS) Committee minutes of previous meetings.

• Observation of Work Health & Safety (WHS) Committee meeting.

• Provide immediate feedback on performance

• Conduct a workshop from issues raised.


of 72

Traffic Management Introduction Undertake a formal Traffic Management Assessment of the site or specific areas and develop a Traffic Management Plan that manages risks and communicates information regarding control measures. Background Traffic management involves the safe movement of vehicles (such as cars, trucks and buses), mobile powered plant (such as forklifts) and pedestrians within, through and around sites where work is carried out. Organisations have a duty to ensure, so far as is reasonably practicable, workers and others are not exposed to health and safety risks and this duty includes implementing control measures to prevent people being injured by moving vehicles at the workplace. Managing traffic is an important part of ensuring the workplace is without risks to health and safety. Vehicles including powered mobile plant moving in and around a workplace, reversing, loading and unloading are frequently linked with death and injuries to workers and members of the public. Traffic includes cars, delivery trucks, powered mobile plant like forklifts and pedestrians like workers and visitors. The most effective way to protect pedestrians is to eliminate traffic hazards. This can be done by designing the layout of the workplace to eliminate interactions between pedestrians and vehicles. Examples include prohibiting vehicles from being used in pedestrian spaces or providing separate traffic routes so pedestrians cannot enter areas where vehicles are used. Where this is not possible the risks must be minimised so far as is reasonably practicable. This can be done by careful planning and controlling vehicle operations and pedestrian movements at the workplace. Scope Conduct a formal Traffic Management Assessment and develop a Traffic Management Plan that can help manage risks and communicate information regarding control measures. Methodology Our methodology and approach will consist of the following: Identification of Traffic Hazards and Risks

• Conduct a detailed site tour identifying and recording traffic processes and work areas.

• Review of relevant documented traffic management systems and procedures in place. Assessing the risks

• A risk assessment shall be conducted of the individual site areas and issues using a pre-developed assessment checklist and applying the site’s risk assessment models.

• A risk assessment involves considering what could happen if someone is exposed to a hazard and the likelihood of it happening. A risk assessment can help you determine:

o How severe a risk is; o Whether existing control measures are effective; o What action you should take to control the risk; o How urgently the action needs to be taken.


of 72

Development of a Traffic Management Plan

• Based on the findings of the identification of Traffic Hazards and assessment of the risks a Traffic Management Plan shall be developed which includes:

o the desired flow of pedestrian and vehicle movements o the expected frequency of interaction of vehicles and pedestrians o illustrations of the layout of barriers, walkways, signs and general

arrangements to warn and guide traffic around, past, or through a work site or temporary hazard,

o how short term, mobile work and complex traffic situations will be managed. o responsibilities of people managing traffic in the workplace o responsibilities of people expected to interact with traffic in the workplace,

and o instructions or procedures for controlling traffic including in an emergency.


of 72

Manual Handling Risk Assessment Introduction Conducted to identify the tasks in the workplace that involve hazardous manual handling, assess the risk of MSD associated with these tasks and eliminate the risk of MSD or, if this is not practicable, reduce the risk. Background Manual handling covers a wide range of activities including lifting, pushing, pulling, holding, throwing and carrying. It includes repetitive tasks such as packing, typing, assembling, cleaning and sorting, using hand-tools, and operating machinery and equipment. Because most jobs involve some form of manual handling, most workers are at risk of manual handling injury. Of course, not all manual handling tasks are hazardous. But it is significant that around a quarter of all workplace injuries are caused by manual handling. Employers have duties under the WHS Regulations to protect their employees from the risk of MSD. These duties extend to any contractors and their employees. The Regulations require you to:

• Identify the tasks in your workplace that involve hazardous manual handling;

• Assess the risk of MSD associated with these tasks; and

• Eliminate the risk of MSD or, if this is not practicable, reduce the risk. Scope Conduct a formal Manual Handling Risk Assessment on specific activities involving hazardous manual handling to determine the level of risk using specific Manual Handling Risk Assessment sheets, and identifying of risk control measures which is based on a hazard control hierarchy of:

• Elimination of the need for manual handling through task redesign;

• Provision of manual handling aids, e.g. mechanical assistance, lifting equipment;

• Shared Lifting/Manual Handling;

• Training in Correct Manual Handling Techniques and Procedures; and

• Provision of Personal Protective Equipment. Methodology Our methodology and approach will consist of the following: Identify hazardous manual handling

• Review all tasks involving manual handling, in consultation with any relevant Health and Safety Representatives and employees doing the task and determine which ones involve hazardous manual handling.

• Use a Hazard Identification Worksheet to document tasks and list all tasks involving hazardous manual handling for risk assessment

• Decide which tasks should be done first – taking into account the type of hazardous manual handling identified.


of 72

Risk assessments

• Use a Risk Assessment Worksheet to conduct assessments of all hazardous manual handling tasks to determine the potential for injury.

• The assessments should be carried out in consultation with any relevant Health and Safety Representatives and employees doing the task.

• Some jobs may involve several tasks, each of which will need to be assessed.

• Assessments need to be as detailed as possible, taking into account the factors of postures, movements, forces, duration and frequency of the task, and environmental factors.

Develop solutions

• Develop appropriate solutions to eliminate or reduce the assessed risks, in consultation with any relevant health and safety representatives and employees doing the task. This includes working out what is causing each of the assessed risk factors (which are the sources of the risk).

• Then, consider what improvements are needed to: o the work area o the systems of work o the object(s) being handled o equipment used in the task o consider any mechanical aids which could be introduced to make the work

easier o also work out what training and instruction is necessary to support these

changes Action Plan

• An action plan is generated to include the identified controls to reduce the risk, the person/s responsible for implementing these, and a set time frame to be periodically monitored.


of 72

Safety Consultant Program (Implementation) Introduction To assist organisations in complying with Work Health & Safety (WHS) legislation, by either supplementing existing WHS resources or alternatively providing you with ongoing access to a “part time” WHS Consultant. Background The key objective of the Safety Consultant Program is to assure momentum continues on the compliance journey. Our Consultant can also be on hand to assist on an ad-hoc basis when advice or guidance is needed. You will have access to a skilled, qualified and experienced safety professional along with a variety of tools, advice and support relevant to your business. Our Safety Consultant will provide you with the clear understanding of legislative requirements and guidance you need to be confident that safety issues are under control at your facility. Scope Providing ongoing access to a “part time” WHS Consultant to assist the organisation to comply with Work Health & Safety (WHS) legislation, by either supplementing existing WHS resources and guidance you need to be confident that safety issues are under control at your facility. Assure momentum continues on the compliance journey where our Consultant can be on hand to assist on an ad-hoc basis when advice or guidance is needed and you will have access to a skilled, qualified and experienced safety professional along with a variety of tools, advice and support relevant to your business. Methodology Our methodology and approach will consist of the following:

• Initial introduction meeting with key personnel.

• Undertake the required site orientation.

• Conduct an initial site walk through; identify work methods, activities and equipment.

• Documentation review will include viewing the following: Policies, Plans, Forms, Procedures, SWP’s and Guidelines.

• Development of Action Plan and schedule which shall identify the specific actions, activities to be conducted and time frames shall be established which will also identify those items which will be completed.


of 72

CONSTRUCTION SAFETY

Extensive experience in Construction Work Health and Safety (WHS), with a unique advantage in understanding what needs to implement effective Work Health and Safety systems in such a high-risk industry. The constantly changing nature of construction work distinguishes it from other types of work. Different hazards and risks emerge on a daily basis and coordination of work to manage risk is further complicated by staggered commencement and conclusion of stages of a construction project; high turnover of workers and temporary workplaces; and the prevalence of contractors and subcontractors in a highly competitive market. Everyone involved in construction work has health and safety duties when carrying out the work. The primary duty under the WHS Act requires a person conducting a business or undertaking to ensure, so far as is reasonably practicable, that workers and other persons are not exposed to health and safety risks arising from the business or undertaking. Construction organisations have different needs and our range of practical construction safety solutions include the following.


of 72

Construction Management Systems Introduction Develop the framework for applying a systematic approach to the management of Construction Projects with the preparation and collation of the key information relevant to the work into a formal Construction Management System. It should give clear guidelines for the contractor’s consultation and risk management processes, define who has responsibility for WHS, and outline how these policies, practices, standards and procedures will be communicated. Background In NSW, for contracts valued at $1m or more, or lower where the agency otherwise determines, contracts will only be awarded to contractors with an acceptable Corporate WHS Management System that meets the requirements of the NSW Government WHS Management Systems and Auditing Guidelines 5th Edition. A Corporate WHS Management System will demonstrate a contractor’s WHS structure, policies and resources and identify who is accountable for this. It will also demonstrate the integration of WHS requirements with the general management procedures, practices and performance standards of the contractor. Scope Developing the framework for applying a systematic approach to the management of Construction Projects with the preparation and collation of the key information relevant to the work into a formal Construction Management System. The Construction Management System documentation shall describe the WHS policies and procedures covering all the activities of the organisation, including how the documents will be managed, and who will be responsible for keeping and updating them. The Construction Management System documents will generally consist of the following components.

• A WHS policy which sets out the contractor’s commitment to work health and safety.

• WHS manual - The manual broadly describes how the organisation will comply with each system element, and will refer to the other system documents for descriptions of the processes required.

• WHS procedures - Each system element involves a number of activities, and the way these activities are to be performed will be specified in system procedures. At least one procedure is usually required and written for each system element.

• Work procedures and instructions - Technical procedures or work procedures address work-related activities. Examples are plant maintenance procedures, and site safety inspection procedures.

• Forms and records - Various forms are used to help keep a record of health and safety performance.


of 72

Methodology Our methodology and approach will consist of the following: Assessment of Needs

• Initial contact with your organisation to conduct an assessment and preparation of a plan to review the construction operations identifying processes, work areas and any systems in place, review of existing site documentation e.g. Manual, procedures, other documented policies.

• Provide a clear outline of activities required for the development of each of the Construction Management System Manual/Elements. This will include where we review and tailor the Construction Management System (including any site build requirements to provide model formats for the Management System production of drafts for review and acceptance.

Development of the Management System Elements

• Following completion of the Assessment of Needs, develop the identified Construction Management System “Framework” documentation with the supporting forms, and tools.

• Development of Safe Work Method Statements, Safe Work/Operating Procedures and Risk Assessments for High Risk Work Activities

• Development of an Implementation Plan for a programmed rollout of the Construction Management System across targeted business areas. This is where we can assist in conducting as required the necessary program implementation activities and deliver relevant information and training to all stakeholders.

Presentation of Management System Documentation

• A formal presentation of Construction Management System shall be conducted to the senior management as an overview of the documentation




of 72

Project Work Health and Safety (WHS) Management Plans Introduction Construction Project WHS Management Plans developed and prepared before work on the construction project commences which sets out the arrangements for managing the site health and safety matters in accordance with the Regulatory requirements. Background All construction projects (i.e. construction work costing $250,000 or more) must have a written Project WHS Management Plan prepared before work on the construction project commences. A Project WHS Management Plan is a written plan that sets out the arrangements for managing site health and safety matters. The intention of a Project WHS Management Plan is to ensure the risks associated with a construction project are managed, as there are usually many contractors and subcontractors involved and circumstances can change quickly from day to day. The Project WHS Management Plan must be in writing, accessible and easily understood by workers on the site. It may not be necessary to communicate the entire Project WHS Management Plan to all workers; including contractors and subcontractors, however, they must be made aware of the parts that are applicable to the work they are carrying out. Scope Preparation and collation of the key information relevant to the work into a formal Project WHS Management Plan for the Construction Project which is a written plan that sets out the arrangements for managing the site health and safety matters. Methodology The level of detail required for a WHS Management Plan will depend on how complex the workplace is (in particular, the number of contractors at the workplace at any one time) and the risks involved in the work and the Project WHS Management Plan shall include:

• A Project-specific Risk Assessment, identifying hazards and assessing the risks associated with the work, and documenting the risk control measures to be taken

• The names, positions and health and safety responsibilities of all persons at the workplace, whose positions or roles involve specific health and safety responsibilities in connection with the construction project

• The arrangements in place between any persons conducting a business or undertaking at the workplace for consultation, cooperation and coordination of activities in relation to compliance with their duties under the WHS Act and Regulations

• The arrangements in place for managing any work health and safety incidents that occur

• Any site-specific health and safety rules and the arrangements for ensuring that all persons at the workplace are informed of these rules

• The arrangements that will be in place to ensure that all persons receive the appropriate WHS training before commencing work on site.

• The arrangements to collect and assess, monitor and review the SWMS.

• Details of the Client, that is the person commissioning the construction work, for example their name, representative and contact details

• Details of the principal contractor


of 72

• Details of the construction project, for example address of the workplace, anticipated start and end date and a brief description of the type of construction work that the WHS Management Plan will cover

• Details on how subcontractors will be managed and monitored, including how the principal contractor intends to implement and ensure compliance with the WHS Management Plan such as checking on the performance of subcontractors and how non-compliance will be handled

• Details on how the risks associated with falls, falling objects, moving plant, electrical work and all high-risk construction work that will take place on a construction project will be managed

• The provision and maintenance of a hazardous chemicals register, safety data sheets and hazardous chemicals storage

• The safe use and storage of plant

• The development of a construction project traffic management plan

• Obtaining and providing essential services information – electrical, gas, telecom, water and similar

• Workplace security and public safety

• Ensuring workers have appropriate licences and training to undertake the construction work


of 72

Safe Work Method Statements (SWMS) Introduction Developed that are construction industry compliant, ready to use onsite, and sets out the construction work activities to be carried out, the hazards and risks arising from those activities and the measures to be put in place to control the risks. Background Safe Work Method Statements (SWMS) must be prepared and implemented for all high-risk construction work activities. The primary purpose of a Safe Work Method Statement (SWMS) is to enable supervisors, workers and any other persons at the workplace to understand the requirements that have been established to carry out the high-risk construction work in a safe and healthy manner so they can implement them. When preparing Safe Work Method Statements (SWMS), the workers who are to follow them must be consulted and involved. This will help improve, and encourage their ownership of, the required actions and procedures in the Statements. The Safe Work Method Statement (SWMS) must be able to be easily read by those who need to know what has been planned to manage the risks, implement the control measures and ensure the work is being carried out in accordance with the Safe Work Method Statements (SWMS). Scope Develop the required Safe Work Method Statements (SWMS) for all high-risk construction work activities that are construction industry compliant and ready to use onsite. Methodology Our methodology and approach will consist of the following:

• Identify the high-risk construction work activities that require a Safe Work Method Statements.

• Consult with the workers who conduct the work activities and who are to follow them.

• Develop the required Safe Work Method Statements (SWMS) which must: o identify the work that is construction work, and o specify hazards relating to the high-risk construction work and risks to health

and safety associated with those hazards, and o describe the measures to be implemented to control the risks, and o describe how the control measures are to be implemented, monitored and

reviewed. o the name of the principal contractor o the address where the high-risk construction work will be carried out o the date the SWMS was prepared and the date it was provided to the

principal contractor o the review date (if any).


of 72

Construction Site Safety Inspections Introduction Regular construction site safety inspections are carried out to verify that appropriate WHS management is in place, and that construction work processes are proceeding safely and in accordance with Project WHS Management Plans and requirements. Background Construction sites have their own set of requirements and Construction Site Safety Inspections are the most effective means of identifying hazardous conditions at the worksite. Construction sites require constant monitoring and observations to keep ahead of safety issues. Construction Site Safety Inspections must be tailored to the unique requirements of the project and are an important part of the Project WHS Management Plans. Scope The work site activities, work methods, materials, plant and equipment will be subject to planned inspections at key stages of the project, during high-risk activities and on completion of construction. Methodology Our methodology and approach will consist of the following:

• Identification of suitable checklists for unique requirements of the project to be used to measure compliance and conformity.

• Conduct the Construction Site Safety Inspections in accordance with the Project WHS Management Plans at key stages of the project, during high-risk activities and on completion of construction.

• The Construction Site Safety Inspections are conducted: o To check specific conditions (e.g. building, fixtures, fittings, safety systems

and equipment, etc.) while at the same time checking actual performance against predetermined standards to confirm if acceptable safety and health conditions are being achieved.

o To monitor and evaluate the performance and compliance against organisational policy, procedures and other predetermined requirements.

o To identify hazards/environmental aspects and workplace practices which have the potential to cause an accident, injury or harm to the environment.


of 72

Construction Site Traffic Management Plans Introduction Experienced consultants can undertake a formal Construction Site Traffic Management Assessment of the site and specific areas and develop a Traffic Management Plan that manages risks and communicates information regarding control measures. Background Managing traffic at a construction workplace is an important part of ensuring the workplace is without risks to health and safety. Vehicles including powered mobile plant moving in and around a workplace, reversing, loading and unloading are often linked with death and injuries to workers and members of the public. Key issues to consider for managing traffic at construction workplaces include:

• keeping pedestrians and vehicles apart including on site and when vehicles enter and exit the workplace

• minimising vehicle movements

• eliminating reversing vehicles or minimising the related risks

• ensuring vehicles and pedestrians are visible to each other

• using traffic signs, and

• developing and implementing a traffic management plan. Organisations have a duty to ensure, so far as is reasonably practicable, workers and others are not exposed to health and safety risks and this duty includes implementing control measures to prevent people being injured by moving vehicles at the workplace. Scope Conduct a formal Construction Site Traffic Management Assessment and develop a Traffic Management Plan that can help manage risks and communicate information regarding control measures. Methodology Our methodology and approach will consist of the following: Identification of Traffic Hazards and Risks

• Conduct a detailed site tour identifying and recording traffic processes and work areas.

• Review of relevant documented traffic management systems and procedures in place. Assessing the risks

• A risk assessment shall be conducted of the individual site areas and issues using a pre-developed assessment checklist and applying the site’s risk assessment models.

• A risk assessment involves considering what could happen if someone is exposed to a hazard and the likelihood of it happening. A risk assessment can help you determine:

o How severe a risk is; o Whether existing control measures are effective; o What action you should take to control the risk; o How urgently the action needs to be taken.


of 72

Development of a Construction Site Traffic Management Plan

• Based on the findings of the identification of Traffic Hazards and assessment of the risks a Traffic Management Plan shall be developed which includes:

o designated travel paths for vehicles including entry and exit points, haul routes for debris or plant and materials, or traffic crossing other streams of traffic

o pedestrian and traffic routes o designated delivery and loading and unloading areas o travel paths on routes remote from the workplace including places to turn

around, dump material, access ramps and side roads o how often and where vehicles and pedestrians interact o traffic control measures for each expected interaction including drawings of

the layout of barriers, walkways, signs and general arrangements to warn and guide traffic around, past or through the workplace or temporary hazard

o requirements for special vehicles like large vehicles and mobile cranes o requirements for loading from the side of road onto the site o the responsibilities of people managing traffic at the workplace o the responsibilities of people expected to interact with traffic at the

workplace o instructions or procedures for controlling traffic including in an emergency,

and o how to implement and monitor the effectiveness of a traffic management

plan.


of 72

NSW Government Prequalification Schemes for General Construction Works Introduction Audits are conducted of the contractor's Management System to meet requirements for “Acceptability and Certification” in accordance with the requirements of the NSW Government’s Prequalification Schemes for General Construction Works. Background The NSW Government’s Prequalification Schemes for General Construction Works has been established to simplify the prequalification process for agencies and construction contractors. The Schemes allows contractors to prequalify for construction work for all NSW Government agencies (agencies) for works. It offers panels of prequalified contractors for construction and related works to service the requirements of NSW government agencies, state owned corporations, public institutions (such as universities) and NSW local government councils. Contractors are required to develop the relevant Management System documentation that meets the requirements of the NSW Government Management Systems and Auditing Guidelines for Acceptability and Certification. Scope To meet requirements for acceptability and certification, conducted a desk-top audit of the relevant contractor's Management System and, if it complies, shall provide “Evidence of Acceptability” that the Contractor's Management System document complies with either:

• Work Health & Safety Management Systems and Auditing Guidelines (Edition 5)

• Environmental Management Systems Guidelines (Edition 3).

• Quality Management Systems Guidelines for Construction and AS/NZS ISO 9001 Quality management systems – Requirements.

Methodology Our methodology and approach will consist of the following:

• The Auditor will be required to undertake a desk-top audit of the contractor's WHS Management System and, if it complies, shall provide certification that the Contractor's WHS Management System complies with the NSW Government WHS Management Systems and Auditing Guidelines 5th Edition.

• The Auditor will be required to undertake a desk-top audit of the contractor's Environmental Management System and, if it complies, shall provide certification that the Contractor's Environmental Management System complies with the NSW Government NSW Government Environmental Management Systems Guidelines (Edition 3).

• The Auditor will be required to undertake a desk-top audit of the contractor's Quality Management System and, if it complies, shall provide certification, that the Contractor's Quality Management System complies with the AS/NZS ISO 9001 Quality management systems – Requirements, and the NSW Government Guidelines for agency construction works procurement.

• Professional Safety Solutions can assist the organisation in the prequalification process under the NSW Government’s Prequalification Schemes for General Construction Works which allows contractors to prequalify for construction work for all NSW Government agencies (agencies) for works.


of 72

WHS TRAINING

A range of training courses which can be customised to meet the specific needs of your organisation delivered by consultants who have the expertise and industry experience to manage your WHS training needs. All employers have a legal and moral responsibility to ensure that employees are systematically and adequately trained to do the work required of them both now and in the future. Positive management will treat training as an investment and improvement of the operations and for all sensible investments it should be made with the object of producing specific results.


of 72

Safety Leadership Introduction This course is designed for people with senior managerial responsibilities and will provide attendees the competencies and underpinning knowledge and skills to establish, maintain and evaluate the organisation’s work health and safety (WHS) system in order to ensure that the workplace is, so far as is practicable, safe and without risks to the health and safety of employees. Scope This course provides senior managers with the knowledge and skills necessary to apply the WHS legislative principles and an understanding of techniques for implementation of WHS Risk Management practices and is designed to allow senior management teams to increase awareness and build safety leadership capabilities within your organisation. Understanding the key pillars of safety leadership and culture is an essential element of this process. Attendees will gain insight into what influences safety culture, and some tips on what they can do in their roles to have a positive impact on their workplace safety culture and safety performance from a Senior Management Leadership perspective. Course Content This course covers the following:

• Overview of the WHS Legislative framework

• Due Diligence and Reasonable Practicable

• Safety Culture and Safety Leadership

• Principles of WHS Management Systems

• Mechanisms for Consultation in the workplace

• WHS Risk Management Program

• WHS Performance Review Programs Learning Outcomes The learning aims for the course:

• Establish, maintain and evaluate the general provisions of WHS legislation

• Establish, maintain and evaluate the principles of the organisation’s WHS Management System

• Understanding your Safety Culture and Safety Leadership

• Establish, maintain and evaluate WHS policies and programs in the workplace

• Establish, maintain and evaluate mechanisms for consultation

• Establish, maintain and evaluate the organisations risk management procedures and processes

• Establish, maintain and evaluate the processes for the review of WHS performance in the organisation’s.

Duration The duration of this training course is typically conducted over a two to three-hour period.


of 72

Safety for Managers and Supervisors Introduction This course is designed for people with managerial and supervisory responsibilities and provides the competencies, underpinning knowledge and skills to implement and monitor the organisation’s work health and safety (WHS) policies, procedures, programs and maintain occupational health and safety standards. Scope This course provides managers and supervisors with the knowledge and skills necessary to apply the WHS legislative principles and techniques for implementation of WHS Risk Management practices and is designed to enable supervisors to effectively manage health and safety in their areas of responsibility. Course Content This course covers the following:


• Due Diligence and Reasonable Practicable

• WHS Management Systems Elements


• WHS Risk Management methodologies in the workplace

• WHS Performance Review Programs Learning Outcomes The learning aims for each module of the course:

• Implement and monitor the general provisions of the WHS Legislation. This includes the duties of employers and employees and other key provisions of the Act and Regulations

• Implement and monitor the principles of the organisation’s WHS Management System.

• Implement and monitor mechanisms for consultation including workplace WHS committees

• Implement and monitor the organisation’s procedures for identifying hazards, assessing risks, and controlling risks.

• Implement and monitor the processes for the review of WHS performance in the organisation.

Duration The duration of this training course is typically conducted over one day.


of 72

Safety for Employees Introduction This course is designed for employees without supervisory responsibility and provides the competencies, underpinning knowledge and skills to comply with the organisation’s work health and safety (WHS) policies, procedures, programs and maintain occupational health and safety standards. Scope This course provides employees with the knowledge and skills necessary to apply the WHS legislative principles and techniques of the WHS Risk Management practices and the development of appropriate attitudes to enable employees to effectively participate in the prevention of workplace injuries and illnesses. Course Content This course covers the following:


• WHS Management Systems Elements


• WHS Risk Management methodologies in the workplace Learning Outcomes The learning aims for each module of the course:

• Comply with the general provisions of the WHS Legislation. This includes the duties of employers and employees and other key provisions of the Act and Regulations

• Follow and comply with the principles of the organisation’s WHS Management System.

• Participate in the mechanisms for consultation including workplace WHS committees

• Comply with follow the organisation’s procedures for identifying hazards, assessing risks, and controlling risks.

Duration The duration of this training course is typically conducted over a three-hour period.


of 72

Let Me Entertain You: The Key to Designing Effective Safety Presentations Introduction There are few things more rewarding than conducting an enjoyable presentation or training course on a subject that inspires people to improve. Anyone who sets out to present, train, persuade, and propel with the spoken word faces many pitfalls. The bottom line is that busy people have no time to waste. A disorganized and rambling presentation or training course will make them feel cheated and angry. If trainers and presenters are guilty of being a little disorganized it is crucial they attend this presentation. They will discover the key elements that are needed to consider when developing and creating an effective presentation. Scope Delivered in a fun and fast paced presentation divided into the 3 key important elements that is needed to consider when developing and creating a presentation and include Preparation techniques, Model/System of designing your presentation and then Evaluation. Course Content Introduction

• Background

• My Story Designing – The Creation

• Preparation

• Preparation H

• How People Learn

• What Worries Adult Learners

• Give Them Something To Do

• Give ‘em a Break

• Remember the “Seventh Deadly Minute”

• Rule of Three

• Don’t rely on Visual Aids

The Model

• The Apple Tree Approach

• The 6 Steps

• Start with a Bang

• Begin with Benefits

• The Shape of the Learning Session – Model

Evaluation

• So What & Why?

• The "Elevator Test"?

Duration Available in 90-minute session presentation and also as a Workshop in conjunction with “LET ME ENTERTAIN YOU—The Key to Delivering Effective Presentations” with duration of between one (1) day to (4) four days.


of 72

Let Me Entertain You: The Key to Delivering Effective Safety Presentations Introduction Public speaking is a common source of stress for everyone. Many of us would like to avoid this problem entirely, but this is hard to do. Whether we work alone or with large numbers of people, eventually we will need to speak in public to get certain tasks accomplished. And if we want to be leaders or achieve anything meaningful in our lives, we will often need to speak to groups, large and small, to be successful. The truth about public speaking, however, is - IT DOES NOT HAVE TO BE STRESSFUL! If you know the right techniques and this presentation will a cover range of techniques for presenters when they are on stage which will take a good presentation to a great presentation. Scope The techniques in this presentation will help you be more dynamic, powerful, and a more entertaining communicator. Delivered in a fun and fast paced presentation divided into the 3 key important elements that is needed to consider when delivering a presentation and include The Show Opens, Movement, Vocal, Words, Practice, Practice, Practice and Speaking Secrets. Course Content You’re On Stage Now

• Who’s Afraid?

• The Show Opens

• When Does the “Show Start”

• Get Set Before You Speak

• Your Introduction

• Start with a Bang

• Your Appearance Movement

• Move When You Speak

• Integrating Movement

• Make Your Body Speak Properly

• Gestures

• Make One-On-One Eye Contact

Vocal

• Your Voice

• Sounding Super

• I Get So Emotional

• Sounding Warm and Friendly Words

• Brainstoppers! Props and Equipment

• Keeping Your Audience Awake During a Video

• Mike is Your Friend Practice, Practice, Practice Speaking Secrets

• They Want You to Succeed

• You Don't have to be Brilliant

• Dreaded Question & Answer Period

• Only End ONCE

Duration Available in 90-minute session presentation and also as a Workshop in conjunction with “LET ME ENTERTAIN YOU—The Key to Designing Effective Presentations” with duration of between one (1) day to (4) four days.


of 72

Risk Communication Introduction Risk Communication and consultation with internal and external stakeholders is the first step of the Risk Management Process. It is also essential to every step in the process. The exchange of information about the likelihood and consequences of adverse events is essential to every step in the process. Decisions on risk communication, including what, whom and how, should be part of an overall risk communication strategy. Scope This presentation shall work through effective risk communication strategies, the cardinal rules for the practice of risk communication. Course Content This course covers the following:

• The risk communication strategies that are a fundamental aspect of developing trust among various stakeholders.

• What is effective Risk Communication and why is it important.

• What is the important first step that can begin even before conducting a risk assessment and what is the missing link.

• The characteristics of consultation.

• The core problems of Risk Communication – which is the confusion between what people and organizations perceive.

• What does appropriate communication seek to achieve.

• The 6 Cardinal Rules for the practice of risk communication.

• The 7 Steps of Your Risk Communication Strategy beginning with program initiation, working through communication methods, and finishing with program evaluation.



of 72

Risk Management Introduction The risk management process can be applied to decisions in all organizations, and at all levels in an organization (that is, at the organization, department, team and individual level). The risk management process can also be applied to an activity or function. Scope This course outlines the main concepts of risk management and covers the steps which should be followed to manage risk. It also draws the link between the risk management process and the role of leadership and management systems. Course Content This course covers the following:

• Introduction to Risk

• Leadership and Culture

• Management Systems

• The Risk Management Process

• Communication and Consultation

• Establish the Context

• Identify the Risks

• Analyse the Risks

• Evaluate the Risks

• Treat the Risks

• Monitor and Review

• Record the Risk Management Process Duration The duration of this training course is typically conducted over one day period.


of 72

Effective Accident / Incident Investigation Introduction Incidents can cause injuries and illnesses, property damage, financial loss and sometimes death but even when incidents don’t result in injury or property damage, they are disruptive for workers and operations and may be an indicator of a bigger problem waiting to happen. Therefore, conducting thorough incident investigations is an effective way to protect your employees from risk of injury or illness. Scope This course provides Incident Investigators with the basic investigation skills needed to carry out and effective workplace accident and incident investigations which are conducted to identify and record the critical information, analysing the data, determining surface and root causes, and developing recommendations. Course Content This course covers the following:

• Introduction

• Why Report Accidents

• Accident Causation Theories

• Effective Accident Investigation Program

• Incident Reporting

• Incident Investigation

• Investigation Process

• Analyze All Information

• Recommend Corrective Actions

• Writing the Report Duration The duration of this training course is typically conducted over one day.


of 72

Work Health & Safety (WHS), Environmental and Quality Management Systems Introduction The overall purpose of Work Health & Safety (WHS), Environmental and Quality Management Systems (WHSEQ) is to produce a safe and environmentally sound workplace, not to develop a set of documents that sit in a folder on the shelf. It should therefore be understood that whilst the completion of the Work Health & Safety (WHS), Environmental and Quality Management Systems will provide a framework for managing environment, health and safety and quality, it is not until the entity actually puts it into practice that they will start to see the reward for the effort. Scope To ensure employees are equipped with the necessary knowledge and understanding of Work Health & Safety (WHS), Environmental and Quality Management (WHSEQ) management systems. Course Content This course covers the following:

• Introduction to WHS, EHS and Quality Management (WHSEQ) Systems

• Starting Points for Development

• WHSEQ Principles

• Legislative requirements Duration The duration of this training course is typically conducted over a three-hour period.


of 72

Management of Confined Spaces Introduction Entry and work within confined spaces has historically presented specific hazards that cause significant injuries and loss of life in a range of industries. This is mainly due to a lack of understanding of the range of hazards that may be presented by confined spaces and the use of inappropriate entry and work controls regarding these locations which inherently present atmospheric or engulfment risks. Scope To ensure managers and supervisors are equipped with the necessary knowledge and understanding for the overall management of confined spaces within their operations which should aim to provide proactive means of controlling confined space risk and meeting the intent of the confined space obligations. Course Content This course covers the following:

• Introduction to Confined Spaces

• Relevant WHS legislation, Standards, Codes of Practice

• Planning and Assessment

• Confined Spaces Controls

• Confined Spaces Entry

• Emergency Response and Rescue Duration The duration of this training course is typically conducted over a three-hour period.


of 72

Global Harmonization System (GHS)

Introduction This introduction to Globally Harmonized System (GHS) is a course that addresses the changes to the Harmonized Work Health and Safety (WHS) legislation for hazardous chemicals and the movement to establish a globally harmonized hazard communication system. Scope The target audience for delivery of this course includes those persons who work with and are otherwise exposed to hazardous chemicals and hazardous substances. Course Content This course covers the following:

• Overview of GHS Globally Harmonised System

• Responsibilities of suppliers, employers and workers

• Hazard classes and categories

• SDS (Safety Data Sheets)

• Supplier and Workplace Labels

• Symbols and Pictograms

• Safe Use, Storage, Handling and Disposal of Hazardous Materials

Learning Outcomes The learning aims for each module of the course:

• Provide an overview of the GHS Globally Harmonised System

• Define the responsibilities of suppliers, employers and workers

• Explain the Hazard classes and categories and the requirements for SDS (Safety Data Sheets), and Supplier and Workplace Labels

• Identify to relevant Symbols and Pictograms

• Outline the requirements for the Safe Use, Storage, Handling and Disposal of Hazardous Materials



of 72

Manual Handling Introduction This course is designed for employees, supervisors and managers to familiarise them with Manual Handling as a significant hazard in the workplace. Scope To provide participants with the knowledge and practical skills to meet their obligations under the Manual Handling Legislation and to use the National Code of Practice for Manual Handling to identify risk factors for specific tasks and develop appropriate controls. Course Content This course covers the following:

• Manual handling and manual handling tasks

• Employee and management responsibilities

• WHS Management System - Manual handling requirements

• Identification of manual handling hazards in the workplace

• Assessment of manual handling risks

• Hierarchy of controls applied to manual handling risk management

• Effects of manual handling and occupational overuse on the body

• Correct manual handling body mechanics and back care Learning Outcomes The learning aims for each module of the course:

• Define manual handling and manual handling tasks in the workplace

• Define and understand employee and management responsibilities relating to manual handling legislation

• Outline the Organisation’s manual handling requirements

• Identify manual handling hazards in the workplace

• Describe how to assess a manual handling risk

• Outline the hierarchy of controls applied to manual handling risk management

• Describe the effects of manual handling and occupational overuse on the body

• Demonstrate correct manual handling body mechanics and back care for work tasks Duration The duration of this training course is typically conducted over a three-hour period.


of 72

Introduction to Time Management Introduction Success is all about time management- being efficient and effective in your use of time. Success is achieving what you have decided is important to you; it is about reaching your goals. In order to do this, you need to be both efficient and effective and this is why success is all about time management. Time management is not about time, it is actually about managing your preferences and choices in life. Being efficient means that you get something done quickly; being effective means that you get something done properly. So, it’s no wonder that you might feel overloaded, rushed or pushed for time. Think back over your last week at work. Were there any major tasks you had to leave to the last minute? Did you find yourself in crisis management mode every day? Or did you have to make important decisions on the run because you couldn’t afford the time to sit down and plan? All of these are signs that poor time management habits are impacting on your ability to work effectively. Scope Luckily, there are ways to turn this situation around. By mastering time management techniques, you can reduce the amount of time you spend doing things that get little return. This course will cover strategies to help participants learn these crucial strategies and will be given a skill set that include personal motivation, skills, organization tools, and crisis management. Course Content This course covers the following:

• How Good Is Your Time Management?

• How Productive Are You?

• Priorities

• Are You A Procrastinator

• 10 Common Time Management Mistakes

• Time Management Strategies

• Managing Interruptions

• Keep Control of Your Time

• Minimizing Distractions

• Managing Email

• Strategies for Taming Your Inbox

• Managing Common Pressures

• Words From The Wise Duration Available in 60 to 90-minute session presentation and a (1) day Workshop format.


of 72

Body Language Basics Introduction Can you tell if someone is telling the truth just by looking at them? It is a skill that a lot of people do not have. Understanding body language does more than improve relation-ships as you will get insight into the thoughts and feelings of those around you. Because it is not a conscious form of communication, people be-tray themselves in their body language. Body language is powerful in several ways. Understanding Body Language will provide a great advantage in your daily communications. Scope Through this presentation, the audience will be given a set of tools to use to their advantage. These tools can be utilized in the office and at home. This presentation will provide the audience with a great set of skills to understand that what is not said is just as important than what is said. It will also give the ability to see and understand how your own Body Language is being seen. Everyone will be able to adjust and improve the way they communicate through non-verbal communications. Course Content This course covers the following:

• Defining body language.

• Benefits and purpose of interpreting body language.

• Interpreting basic body language movements.

• Common mistakes when interpreting body language.

• Your own body language and what you are communicating.

• Practice your body language skills. Duration Available in 60 to 90-minute session presentation.


of 72

PRESENTATIONS

Looking for a recognised Work Health & Safety (WHS) leader with experience in the International Safety and Health field who can address a wide range of topics as a keynote, a conference breakout, a workshop, or as motivational and informational? Paul Pascoe is a very sought after conference presenter at an international level and has presented many topics in various locations around the world for both organisation and at conferences ranging from very large international symposiums to an after-dinner Keynote speaker. I have engaged my own study routine over many years. I have been to Toastmasters, professional speaking organisations, read the books, attended seminars, watched presenters – good ones and bad ones, and what have I learnt? I have learnt that learning is natural – It isn’t something you do at a school, it happens all the time. I have learnt that education is a life-long process – You don’t have a set of skills that you keep forever. If you are sensible you will plan a program of ongoing skill development that will make you more effective and more valuable with every year that passes. I have learnt that the best way to learn is by doing. And by doing in the company of people who:

• Are Experts

• Are Supportive

• Are Positive Really, education isn’t something you do by yourself. It’s social. You need people to whom you can turn who will give you the support you need and who will always challenge you to take the next step – but will step back and let you take over when they can see you are ready to fly alone.


of 72

Are You As Safe As You Think You Are? Presentation Description So, are you as safe as you think? This presentation is designed to change or rekindle the way we feel about safety in our work and in our everyday lives - and will help inspire a cultural change towards an interdependent safety culture. A simple but powerful message, because sometimes we complicate safety in the workplace, and make just too hard. Safety is really very simple and we need to go back to basics—this presentation does exactly that. Packed with insight on everything from your culture and changes in safety and why we need to do better, WHY? And the Golden Circle, your safety instinct, paying attention and how you are being distracted and, being consistent and cool, talking to each other, and what about your committees, the 3 A’s of being awesome, learning, embarrassment and not looking the other way, continual improvement and working together. Finally… “Why do I do safety?” A most entertaining presentation that will include a little magic, laughter and maybe a couple of tears.


of 72

Safety Geeks Anonymous (SGA) – 12 Step Program Presentation Description Having trouble with being a Safety Geek? Does your constant pre-occupation with safety procedures worry you? Is it causing you to get into unpleasant or dangerous situations at work with Supervisors and Workers? Are family members complaining about your constant talk of safety stuff? Only you can decide whether to give Safety Geeks Anonymous (SGA) – 12 Step Program a try. In this highly entertaining, humorous, sometimes emotional presentation is a program that will not tell you if and when you should stop being a Safety Geek, but rather to embrace the role and see if the 12 Step Program of improvement is what you need to really make a difference to Work Safe-Home Safe. So, what are the 12 Steps:

1. We Need To Do More 2. WHY 3. Consistency is Cool 4. Basic Safety Instincts 5. Pay Attention to Everything 6. Get Everyone Talking 7. Better You Committees 8. Be Awesome 9. Train Well 10. No Embarrassment 11. The Basics 12. My Why


of 72

What Is This Safety Culture and Leadership Stuff? Presentation Description The buzz for a long time is Safety Culture. What really is it? It is different from a production culture? Safety culture programs are currently a popular strategy for improving safety in many organizations and this presentation out-lines how people can measure it and change it. We have heard the message before that demonstrated senior management commitment and involvement are vital for successful health and safety performance. Safety Leadership is important as a key ingredient in an organization’s safety success and determines the extent to which safety rules and procedures are followed which creates & maintains the safety culture. So, it is time to understand the following:

• Culture???

• What are safe behaviour programs?

• The fallacy of mono-causality

• The hierarchy of controls

• What behaviour safety misses

• Management behaviour

• Do safe behaviour programs work?

• How safety culture affects risk perception

• How to assess the safety culture of your organization

• What is leadership

• Leadership and culture

• Leadership and culture fundamentals

• The golden circle


of 72

A Futuristic Look at the Safety Professional

Presentation Description What are the key competencies required by the Senior Safety Professional to meet the demands of the evolving safety profession in the global market now and in the future? The growth of Safety Professionals in Australia has now been in train for many years. The Universities have been producing graduates since the early 1980s and since then, most of the universities have had some safety-related courses in one form or another. Whilst the issues of professional development and accreditation of the Safety Profession continue, I believe there are further opportunities for the Senior Safety Professional to go beyond these levels. In essence, perhaps the biggest challenge to be faced by the Australian safety professional is not how to educate senior management in the application of the safety profession but, rather, how to educate its membership to translate those issues so that senior management readily interprets them correctly. Whilst the Safety Profession in Australia has undergone a period of substantial change over the last decade, bigger changes – changes that will see a spill over into areas of Corporate Governance and Corporate Social Responsibility - are emerging. In the future, those of us who are Senior Safety Professionals may in fact be labelled as “Corporate Social Responsibility Professionals? In this presentation, I will present these issues and the assumptions which underlie the future direction of the Safety Profession which may move the debate forward in certain respects.


of 72

Let Me Entertain You: The Key to Designing Effective Safety Presentations Presentation Description There are few things more rewarding than conducting an enjoyable presentation or training course on a subject that inspires people to improve. Anyone who sets out to present, train, persuade, and propel with the spoken word faces many pitfalls. The bottom line is that busy people have no time to waste. A disorganized and rambling presentation or training course will make them feel cheated and angry. If trainers and presenters are guilty of being a little disorganized it is crucial they attend this presentation. They will discover the key elements that are needed to consider when developing and creating an effective presentation. This presentation is based upon nearly 35 years’ experience speaking and learning. It is also based upon research conducted from around the world from many different resources and have com-pressed this research into this presentation. Delivered in a fun and fast paced presentation divided into the 3 key important elements that is needed to consider when developing and creating a presentation and include Preparation techniques, Model/System of designing your presentation and then Evaluation. Available in 90-minute session presentation and also as a Workshop in conjunction with “LET ME ENTERTAIN YOU—The Key to Delivering Effective Presentations” with duration of between one (1) day to (4) four days.


of 72

Let Me Entertain You: The Key to Delivering Effective Safety Presentations Presentation Description You are ready to walk out on stage, or start your training course, you are about to perform, you are about to stand in front of the audience, they have been waiting for you, you are standing there in the centre of the stage, about to start your presentation, you have done all the preparation in creating your presentation, and your PowerPoint presentation, but……Are You…. Are you ready to not only present your information, but are you ready to perform? Public speaking is a common source of stress for everyone. Many of us would like to avoid this problem entirely, but this is hard to do. Whether we work alone or with large numbers of people, eventually we will need to speak in public to get certain tasks accomplished. And if we want to be leaders or achieve anything meaningful in our lives, we will often need to speak to groups, large and small, to be successful. The truth about public speaking, however, is - IT DOES NOT HAVE TO BE STRESSFUL! If you know the right techniques and this presentation will a cover range of techniques for presenters when they are on stage which will take a good presentation to a great presentation. The techniques in this presentation will help you be more dynamic, powerful, and a more entertaining communicator. Available in 90-minute session presentation and also as a Workshop in conjunction with “LET ME ENTERTAIN YOU—The Key to Designing Effective Presentations” with duration of between one (1) day to (4) four days.


of 72

Risk Communication – Practical Risk Communication Strategies Presentation Description Risk Communication and consultation with internal and external stakeholders is the first step of the Risk Management Process. It is also essential to every step in the process. The exchange of information about the likelihood and consequences of adverse events is essential to every step in the process. Decisions on risk communication, including what, whom and how, should be part of an overall risk communication strategy. This presentation shall provide examples of effective risk communication strategies, the cardinal rules for the practice of risk communication and the audience will discover and learn:

• The risk communication strategies that are a fundamental aspect of developing trust among various stakeholders.

• What is effective Risk Communication and why is it important.

• What is the important first step that can begin even before conducting a risk assessment and what is the missing link.

• The characteristics of consultation.

• The core problems of Risk Communication – which is the confusion between what people and organizations perceive.

• What does appropriate communication seek to achieve.

• The 6 Cardinal Rules for the practice of risk communication.

• The 7 Steps of Your Risk Communication Strategy beginning with program initiation, working through communication methods, and finishing with program evaluation.


of 72

Are Your Meetings Dying? Presentation Description This presentation takes on one of the oldest and most dreaded complaints in the working world: bad meetings! Meetings are a puzzling paradox. On one hand, they are critical and are at the centre of every organisation. On the other hand, they can be painful, frustrating, long and unproductive. The good news is that there is nothing inherent about meetings that makes them bad, so it is possible to actually transform them into compelling, productive, exciting and even fun activities. The bad news is that we must fundamentally re-think the way we perceive and manage meetings. There is hope. By taking a contrarian, non-traditional view of meetings, and following a few specific guidelines that have nothing to do with video-conferencing, interactive software, we can transform what is now painful and tedious into something productive, compelling, and even energizing. In the process, we can also differentiate our-selves from our competitors who continue to waste time, energy and enthusiasm lamenting the drudgery of meetings. This presentation is focused on a cure for one of the most painful yet underestimated problems of modern business: “Ineffective meetings and in particular ineffective safety meetings”. It is both simple and revolutionary and provides an overall meeting frame-work applicable to your real business world. It is a blueprint for leaders who want to eliminate waste and frustration among their safety teams, and create environments of engagement and passion.


of 72

Time Management—What Time Is It? Presentation Description Success is all about time management- being efficient and effective in your use of time. Success is achieving what you have decided is important to you; it is about reaching your goals. In order to do this, you need to be both efficient and effective and this is why success is all about time management. Time management is not about time, it is actually about managing your preferences and choices in life. Being efficient means that you get something done quickly; being effective means that you get something done properly. Luckily, there are ways to turn this situation around. By mastering time management techniques, you can reduce the amount of time you spend doing things that get little return and in this presentation the audience will discover:

• How Good Is Your Time Management?

• How Productive Are You?

• Priorities

• Are You a Procrastinator

• 10 Common Time Management Mistakes

• Time Management Strategies

• Managing Interruptions

• Keep Control of Your Time

• Minimizing Distractions

• Managing Email

• Strategies for Taming Your Inbox

• Managing Common Pressures

• Words From The Wise Available in 60 to 90-minute session presentation and a (1) day Workshop format.


of 72

Body Language—What is Your Body Saying? Presentation Description Can you tell if someone is telling the truth just by looking at them? It is a skill that a lot of people do not have. Understanding body language does more than improve relation-ships as you will get insight into the thoughts and feelings of those around you. Because it is not a conscious form of communication, people be-tray themselves in their body language. Body language is powerful in several ways. Through this presentation, the audience will be given a set of tools to use to their advantage. These tools can be utilized in the office and at home. Understanding Body Language will provide a great advantage in your daily communications. This presentation will provide the audience with a great set of skills to understand that what is not said is just as important than what is said. It will also give the ability to see and understand how your own Body Language is being seen. Everyone will be able to adjust and improve the way they communicate through non-verbal communications and will learn:

• Defining body language.

• Benefits and purpose of interpreting body language.

• Interpreting basic body language movements.

• Common mistakes when interpreting body language.

• Your own body language and what you are communicating.

• Practice your body language skills.


of 72

Services Catalogue - Amazon S3s3-ap-southeast-2.amazonaws.com/wh1.thewebconsole.com/wh/... ·...

Documents

Transcript of Services Catalogue - Amazon S3s3-ap-southeast-2.amazonaws.com/wh1.thewebconsole.com/wh/... ·...