Procedure: Work health and safety planning, objectives, targets and programs

Purpose

This procedure describes how Australian National University (ANU) sets objectives, targets and improvement programs for the work health and safety, rehabilitation and claims management systems. This procedure meets compliance requirements of the Work Health and Safety Act 2011 (Cth), the Work Health and Safety Regulations 2011 (Cth) and the Safety and Rehabilitation Compensation Act 1998 (Cth). This procedure is linked to the University’s Work Health and Safety Policy and is one of the WHS Management System Procedures.

Definitions

Annual WHS Report is a report produced annually and approved by the Chief Operating Officer (COO). It is a collective summary of all the key WHS performance indicators (KPI), programs and projects previously identified, to improve WHS performance at the University for the previous calendar year.

Local area refers to the college, research school or service division at the University.

Local WHS Committee refers to the WHS committee in a local area as identified in the approved governance structure of the University.

Objectives are specific results that a person or system aims to achieve within a timeframe and with available resources. Some examples of business objectives include minimizing expenses, or reducing injuries (http://www.businessdictionary.com/definition).

Targets are defined as the value of a variable according to the business dictionary at (http://www.businessdictionary.com/definition). Targets should be:

• Specific – a clear numeric figure (e.g.: 25%, zero injuries)
• Measurable – quantifiable
• Assignable – specify who will do it
• Realistic – state what results can realistically be achieved, given available resources
• Time-related – specify when the result(s) can be achieved.

WHS programs are annual improvement programs or initiatives as part of the overall WHS plan, designed for the purpose of addressing an area of deficiency in the WHS management systems and clearly indicating the intentions in respect to continuous improvement of the University. WHS programs are the specific actions of a WHS plan that an organisation identifies to improve targets and key performance indicators (KPIs).

Procedure

Scope

1. This procedure applies to the University’s annual WHS planning process that is determined for calendar year periods. The annual WHS planning process commences in the last quarter of each calendar year.
2. The scope of the procedure includes:

• setting WHS objectives and specific measureable targets;
• setting business and functional level WHS programs to achieve the objectives and targets; and
• monitoring and reporting on the WHS objectives, targets and programs.

WHS planning

3. The Associate Director, Work Environment Group develops the University WHS plan for a timeframe appropriate for the WHS operations of the University.
4. The Associate Director consults the following documents, data and factors to develop the University WHS Plan, including but not limited to:

• University Strategic Plan and other strategic and organisational documents;
• review of previous year’s WHS performance, including audits, incidents and plans against the set targets and key performance indicators (KPIs);
• changes in legislation and other legal requirements;
• University hazard register, to ensure the hazard scores are as low as reasonably practicable and make recommendations to support reductions to an agreed level by introducing new WHS initiatives in the University WHS Plan;
• leadership and worker involvement; and
• potential strategic changes that are to be considered in response to upcoming changes in legislation, change of processes at the University, technological developments, changes in workforce makeup or changes resulting from audit or incident recommendations.

5. The Associate Director, Work Environment Group in consultation with the University WHS Committee ensures relevant stakeholders are consulted on the proposed new WHS plan including objectives and targets as per the WHS communication and consultation procedure.
6. The chairpersons for the local WHS committees provide their committees’ recommendations for WHS objectives, targets and programs to the University WHS Committee.
7. The Chief Operating Officer as the Chairperson of the University WHS Committee approves the University WHS Plan and sponsors the Plan to be submitted to the Senior Management Group and University Council for noting and recommendation of corrective actions as required.
8. The Associate Director, Work Environment Group prepares a University WHS Plan Objectives Rationale Report to inform the University WHS Committee, Senior Management Group and University Council on the selected objectives and targets in the University WHS Plan.
9. The Chief Operating Officer as the Chairperson of the University WHS Committee monitors the University’s progress towards the objectives, targets and key priorities set in the University WHS Plan quarterly and reviews the relevance of the University WHS Plan twice a year, taking into consideration change in resources, organisation structure and any other organisational changes.
10. The University WHS Committee recommends corrective actions should a local area or the University appear to not meet the University WHS Plan by the last University WHS Committee meeting of the year.
11. School Directors, Service Division Directors and each local WHS Committee Chairperson is responsible for ensuring the University WHS Plan is cascaded down to their areas for the development of a Local WHS Plan and for ensuring corrective actions from University WHS Committee are completed within the assigned timeframe.
12. School Directors and Service Division Directors monitor the progress of the Local WHS Plan quarterly and review the relevance of the Local WHS Plan objectives and targets at the end of each year.
13. This procedure is further explained and supplemented by WHSMS Handbook Chapter 2.1 University WHS Planning and Chapter 2.2 Local WHS Plan.

Training and competency

14. There are no training requirements for the setting and managing of WHS objectives, targets and programs, but prior planning experience and knowledge of the University processes is desired.

Sources