EXECUTIVE MANAGEMENT OHS SEMINAR

Due Diligence for Community Sector Leaders

PRESENTATION PART 4(Avenues for information and support; checklist for getting started)

8 September 2010The Arts Centre, Melbourne

Proudly presented by

Prevention Fund Grants

WorkSafe has funded an integrated OHS framework for the Community Services sector from 2008-2011 consisting of 6 separate but related projects:

OHS Champions Small Business Advisory Service

Equipment Grants

Other avenues for support

• Unions and Victorian Trades Hall Council• Employer associations • Peak bodies• Health and Safety Representatives• Health and Safety Representative Training• OHS Consultants• Colleagues• Networks• Manufacturers / suppliers• Friends / people in other industries

Have you started to prepare?

Has your organisation

> commenced a review > worked on compliance needs and measures to meet the model

laws?

1. Yes

2. No

3. Uncertain

So, what should you do to prepare?- the Norton Rose top 10

1. Undertake a legal risk analysis

2. Undertake a gap analysis

3. Review, revise and supplement policies and procedures (remember current consultation obligations)

4. Implement – including training and ongoing review

5. Review contracts – many will operate under the new laws

6. Design and implement interface co-ordination processes and plans

7. Develop effective representation and consultation processes

8. Develop robust issue resolution processes

9. Ensure effective processes for union right of entry

10. Review and revise all aspects of corporate governance in WHS to ensure effective management and ‘due diligence’ compliance

Starting now is prudent

• Model OHS laws are no longer just a possibility

• While the detail is to be refined the key principles and key changes have been clearly stated and agreed

• Development and effective implementation (‘take up’) takes 18 months to 2 years for significant change

• Contracts are being entered into now that will operate after the commencement of the new laws

• Detailed requirements in regulations will also happen at the same time – get the strategic, structural and consultation issues resolved ahead of this

Our international practice

Presentation

1 No individual who is a member, partner, shareholder, employee or consultant of, in or to any constituent part of Norton Rose Group (whether or not such individual is described as a “partner”) accepts or assumes responsibility, or has any liability, to any person in respect of this presentation.

2 Any reference to a partner means a member of Norton Rose LLP or Norton Rose Australia or a consultant or employee of Norton Rose LLP or one of its respective affiliates with equivalent standing and qualifications.

3 This presentation contains information confidential to Norton Rose Group. Copyright in the materials is owned by Norton Rose Group and the materials should not be copied or disclosed to any other person without the express authorisation of Norton Rose Group

4 This presentation is not intended to give legal advice and, accordingly, it should not be relied upon. It should not be regarded as a comprehensive statement of the law and practice in this area. Readers must take specific legal advice on any particular matter which concerns them. If you require any advice or information, please speak to your usual contact at Norton Rose Group.

FINANCIAL INSTITUTIONS ENERGY INFRASTRUCTURE AND COMMODITIES TRANSPORT TECHNOLOGY

Cath Smith, CEO Victorian Council of Social Services

CLOSING ADDRESS

EXECUTIVE MANAGEMENT OHS SEMINARThis event would not have been possible without the support of these organisations.