An overview of the Risk Management Process within

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An overview of the Risk Management Process within the WHS Act DASA

An overview of the Risk Management Process within the WHS Act DASA

Scope • Hazard / Risk • Why do we assess risk • How have

Scope • Hazard / Risk • Why do we assess risk • How have we injured our people & Why • Your WHS Duties, Role & Responsibilities • Overview 7 Step Risk Management process

Why do we manage hazards/risks? • • • Prevent injury Prevent loss or damage

Why do we manage hazards/risks? • • • Prevent injury Prevent loss or damage to capability Achieve capability outcomes and objectives Maintain the good reputation of the ADF Comply with WHS legislation Protecting our people and capability is the right thing to do

Why are we injuring our people and exposing them to unnecessary risk? • Poor

Why are we injuring our people and exposing them to unnecessary risk? • Poor application of Risk Management • Proactive • Hazard identification & reporting • Deliberate RM • Controls implemented and/or OIP updated • Associated training and safety communications • Immediate RM • Tools EG. PEAR & Ro. T • Implementing and/or complying with controls (OIP) • Maintaining risk awareness • Reactive/ Responsive • Safety event investigation & reporting • Predictive • Data trend analysis • Performance monitoring, measurement, analysis, reporting & review Common theme is poor application of Risk Management

How do we need to manage workplace hazards/risks? • You can apply the 7

How do we need to manage workplace hazards/risks? • You can apply the 7 Step Risk Management process to every task/activity • Deliberate RM well before the task/activity • Eliminate hazards/risks SFARP • Minimise hazards/risks SFARP • Immediate RM immediately before and during the task/activity • Eliminate hazards/risks SFARP • Minimise hazards/risks SFARP • Compliant but flexible/adaptive culture Protecting our people and capability is the right thing to do

Your WHS Duties DUTIES OF WORKERS • WHS Act s. 28 While at work

Your WHS Duties DUTIES OF WORKERS • WHS Act s. 28 While at work a worker must: • Take reasonable care for his or her own health and safety • Take reasonable care that his or her acts or omissions do not adversely affect the health and safety of other persons • Comply, so far as the worker is reasonably able, with any reasonable instruction that is given by [Defence] to allow the person to comply with this act; and • Co-operate with any reasonable policy or procedure of [Defence] relating to health and safety at the workplace that has been notified to the worker All AF personnel are considered to be ‘Workers’ under the WHS Act

Your Role and Responsibilities The worker’s duty to take ‘reasonable care’ is proportionate to

Your Role and Responsibilities The worker’s duty to take ‘reasonable care’ is proportionate to the control that worker is able to exercise over his or her work activities and work environment While all members are workers, your individual role and responsibilities within Air Force are relevant to s. 28 of the Act May have multiple roles and responsibilities as a commander, manager and supervisor Know, Understand, Resource, Monitor, Comply, Verify

Commanders Role & Responsibilities • In the context of Risk Management, Commanders are responsible

Commanders Role & Responsibilities • In the context of Risk Management, Commanders are responsible for: • Understanding their Unit operations and the associated risks to the health & safety of their Workers. • Ensuring all reasonably practicable steps have been taken to eliminate risk • Ensuring all reasonably practicable steps have been taken to minimise risk where it is not reasonably practicable to eliminate • Ensure Deliberate RM is documented – including why risk cannot be eliminated • Providing sufficient resources to effectively manage risk • Remaining vigilant for new risks and inadequate controls in the workplace • Providing sufficient induction programs to new Workers and Visitors • Applying the WHS Due Diligence requirements Know, Understand, Resource, Monitor, Comply, Verify

Managers Role & Responsibilities • In the context of Risk Management, Managers are responsible

Managers Role & Responsibilities • In the context of Risk Management, Managers are responsible for: • Ensuring the 7 -Step RM Process is used to assess hazards and risks in the workplace • Proactively identifying situations where RM controls may be inadequate • Taking all reasonable steps to address hazards and risks raised by Workers • Allocating sufficient resources for risk assessment, management, review and maintenance of controls • Reporting deficiencies and/or providing feedback up the chainof-command where appropriate Know, Understand, Resource, Monitor, Comply, Verify

Supervisors Role & Responsibilities • In the context of Risk Management, Supervisors are responsible

Supervisors Role & Responsibilities • In the context of Risk Management, Supervisors are responsible for: • Ensuring their subordinates are aware of their duties, workplace hazards and risk controls • Incorporating risk monitoring and review processes into all tasks/activities • applying PEAR and Ro. T, or other tools • Enforcing risk controls • Compliance with OIP • Implementation of controls (eg, PPE) Know, Understand, Resource, Monitor, Comply, Verify

Safety Specialists Role & Responsibilities • In the context of Risk Management, Safety Specialists

Safety Specialists Role & Responsibilities • In the context of Risk Management, Safety Specialists are responsible for: • Providing specialist RM advice to commanders, managers and supervisors to support them in discharging their responsibilities • Providing SME support to proactive and predictive RM • Conducting effective reactive RM (safety investigation) Know, Understand, Resource, Monitor, Comply, Verify

7 Step Risk Management Process

7 Step Risk Management Process

Elimination Control Assessment • Assess each elimination control to determine: – Its availability –

Elimination Control Assessment • Assess each elimination control to determine: – Its availability – Its suitability – Its cost of implementation – Whether the cost of implementation is grossly disproportionate to the benefit gained – Whether it is reasonably practicable – Whether it is immediately implementable

Reasonably Practicable & Immediately Implementable • An elimination or minimisation control is Reasonably Practicable

Reasonably Practicable & Immediately Implementable • An elimination or minimisation control is Reasonably Practicable if it is: • Available • Suitable • Not grossly disproportionate • If Reasonably Practicable, obligated to implement • An elimination or minimisation control is immediately implementable if: • resources • support measures • monitoring mechanisms physically exist, are readily available or already established

7 Step Risk Management Process

7 Step Risk Management Process

Diminishing Benefit to Risk Minimisation

Diminishing Benefit to Risk Minimisation

Minimisation Control Assessment • Assess each minimisation control to determine: – Its availability –

Minimisation Control Assessment • Assess each minimisation control to determine: – Its availability – Its suitability – Its cost of implementation – Whether the cost of implementation is grossly disproportionate to the benefit gained – Whether it is reasonably practicable – Whether it is immediately implementable

7 Step Risk Management Process

7 Step Risk Management Process

Defence Harmonised Risk Matrix

Defence Harmonised Risk Matrix

7 Step Risk Management Process

7 Step Risk Management Process

Risk Decision & Escalation Framework

Risk Decision & Escalation Framework

7 Step Risk Management Process

7 Step Risk Management Process

7 Step RM Process – Key Points • • • Not a significant divergence

7 Step RM Process – Key Points • • • Not a significant divergence from current RM approach RM must be applied to all tasks/activities All 7 Steps apply to Deliberate RM Intent of Immediate RM is not to redo Deliberate RM The requirement to consider elimination of hazards/risks does not necessarily mean ceasing a task/activity • Only need to document Deliberate RM decisions Don’t let mission focus defeat sensible risk controls

Key Messages • Commanders, managers and supervisors must set the safety tone in their

Key Messages • Commanders, managers and supervisors must set the safety tone in their workplaces by: • understanding hazards, risks and controls • recognising their due diligence obligations • encouraging reporting of hazards and safety events • escalating support issues to upstream agencies • providing reputable information to Chief of Air Force • recognising positive behavior • ensuring incidents are investigated properly • All workers are responsible for supporting the above

Risk Management Introduction Risk Management Fundamentals Risk ManagementRisk Management Introduction Risk Management Fundamentals Risk Management
Risk Management RISK MANAGEMENT Risk Management RM ApplicationRisk Management RISK MANAGEMENT Risk Management RM Application
Risk Management Risk Management RISK MANAGEMENT MANUAL ROTARYRisk Management Risk Management RISK MANAGEMENT MANUAL ROTARY
Risk Management RISK MANAGEMENT RM95 2 Risk ManagementRisk Management RISK MANAGEMENT RM95 2 Risk Management
Overview Overview Overview Overview Overview Overview Overview RockOverview Overview Overview Overview Overview Overview Overview Rock
CHAPTERSEVEN Managing Risk Risk Management Process The RiskCHAPTERSEVEN Managing Risk Risk Management Process The Risk
Managing Risk Chapter 7 Risk Management Process RiskManaging Risk Chapter 7 Risk Management Process Risk
Risk Management Risk Definitions Risk Management The practiceRisk Management Risk Definitions Risk Management The practice
Risk Management Chapter 4 Risk Management Risk identificationRisk Management Chapter 4 Risk Management Risk identification
Risk Management Chapter 4 Risk Management Risk identificationRisk Management Chapter 4 Risk Management Risk identification
Project Risk Management Risk Mitigation Risk Management oProject Risk Management Risk Mitigation Risk Management o
market risk credit risk liquidity risk operational riskmarket risk credit risk liquidity risk operational risk
Risk Map KRI Risk Appetite Risk Tolerance RiskRisk Map KRI Risk Appetite Risk Tolerance Risk
market risk credit risk liquidity risk operational riskmarket risk credit risk liquidity risk operational risk
Risk Rating Extreme risk Risk Level 9 RiskRisk Rating Extreme risk Risk Level 9 Risk
EVOLVING RISK MANAGEMENT Fundamental Tools Risk Management ProcessEVOLVING RISK MANAGEMENT Fundamental Tools Risk Management Process
RISK MANAGEMENT PURPOSE Risk Management is the processRISK MANAGEMENT PURPOSE Risk Management is the process
Risk Management Process and Enterprise Risk Management ERMRisk Management Process and Enterprise Risk Management ERM
CHAPTER 2 Risk Management Risk Management Process ofCHAPTER 2 Risk Management Risk Management Process of
Risk Management Process and Enterprise Risk Management ERMRisk Management Process and Enterprise Risk Management ERM
Outline Process Management Process manager Hardware process ProcessOutline Process Management Process manager Hardware process Process
PROCESS MANAGEMENT Contents Process concept Process states ProcessPROCESS MANAGEMENT Contents Process concept Process states Process
Risk Management Presented by Overview Risk Management PrinciplesRisk Management Presented by Overview Risk Management Principles
OHS Risk Management Overview Risk management is aOHS Risk Management Overview Risk management is a