1. 29 April 2013
Risk and Safety
Capabilities
Maturity Reference Model

2. Risk and Safety Capabilities Maturity Reference Model
Save
Lives
Reduce Severity
Reduce Frequency
Ensure Compliance
Support OHS Awareness
 Quality of Safety
Professionals
 Ageing Workforce
 At Risk Behaviours
 Harmonisation Legislation
 Contractor Management
 Enforcement Policy
 Bullying & Harassment
 Safety in Design
 [Public Management]
 [Fatalities versus Injury
Rates]
 [Labour Market]
Objectives Themes [Gaps] Prioritisation
 Identify and share good practices focusing on lead
indicators
 Establish clear and concise guidelines considering
cultural and legislative differences
 Address need for respectful behaviour
 Rebuild partnership between HR/IR and OHS
 Identify, document, address and monitor key risks
 Consider design of asset, customer service training and
security policy
 Focus on due diligence plus consultation, coordination
and cooperation
 Share existing good practices and establish greater
contact among Peak International safety bodies
 Consider SIA membership and accreditation programs
 Consider wellness programs and job redesign options
 Re-evaluate effectiveness of health & safety
constitution, membership, and processes
Maturity
Key: Capability Maturity
Awareness exists across key areas of the business
Solutions are being built or trialled in the business
Solutions are embedded and embraced across the business
Lack of awareness across the business
Note: This Reference Model is adapted from takeouts facilitated
by the Safety Institute of Australia during the OHS Strategy
Summit 2012.

3. Save
Lives
Reduce Severity
Reduce Frequency
Ensure Compliance
Support OHS Awareness
 Quality of Safety
Professionals
 Ageing Workforce
 At Risk Behaviours
 Harmonisation Legislation
 Contractor Management
 Enforcement Policy
 Bullying & Harassment
 Safety in Design
 [Public Management]
 [Fatalities versus Injury
Rates]
 [Labour Market]
Objectives Themes [Gaps] Areas for Reflection*
Note: This Reference Model is adapted from takeouts facilitated
by the Safety Institute of Australia during the OHS Strategy
Summit 2012.
*Areas for Reflection courtesy Safe Work Australia.
Data
Research
Standards
Enforcement
Guidance
Incentives
Compliance
Awareness
Skills

4. Save
Lives
Reduce Severity
Reduce Frequency
Ensure Compliance
Support OHS Awareness
 Qualityof SafetyProfessionals
 Ageing Workforce
 At RiskBehaviours
 Harmonisation Legislation
 Contractor Management
 Enforcement Policy
 Bullying & Harassment
 SafetyinDesign
 [Public Management]
 [Fatalities versus InjuryRates]
 [Labour Market]
Objectives Themes[Gaps] Prioritisation
 Identifyand share good practices focusing on lead indicators
 Establishclearandconcise guidelines considering cultural
andlegislative differences
 Address need for respectful behaviour
 Rebuildpartnership between HR/IR andOHS
 Identify, document, address and monitor key risks
 Consider designof asset, customerservice training and
securitypolicy
 Focus on due diligence plus consultation, coordination and
cooperation
 Share existing good practices and establishgreater contact
among PeakInternational safety bodies
 Consider SIA membershipand accreditation programs
 Consider wellness programs andjob redesignoptions
 Re-evaluate effectiveness of health& safetyconstitution,
membership, and processes
Maturity
Key:CapabilityMaturity
Awareness exists across keyareas of the business
Solutions are being built or trialled inthe business
Solutions are embedded and embraced across the business
Lackof awareness across the business
Fatalities Vs Injury Rates Identify and share good practices - utilise this Summit
network as an opportunity
FIFO injuries on-site Primary focus on lead indicators
*Benchmarking across sectors (International KPI's) Consider individual personal accountability
Cost of Non Safety Develop a tool to identify the full cost of incident / injury
(speak the CFO language)
Labour Market competition for quality of workforce
including H&S personnel (turnover)
Induction & training
457 Visas - cultural mismatch Due Diligence & CCC
Overseas Parent company (culture) Establish clear & concise guidelines taking into
consideration cultural & legislative differences
Global workplaces (not own sites)
Flexible working
Objective
Save Lives

5. Save
Lives
Reduce Severity
Reduce Frequency
Ensure Compliance
Support OHS Awareness
 Qualityof SafetyProfessionals
 Ageing Workforce
 At RiskBehaviours
 Harmonisation Legislation
 Contractor Management
 Enforcement Policy
 Bullying & Harassment
 SafetyinDesign
 [Public Management]
 [Fatalities versus InjuryRates]
 [Labour Market]
Objectives Themes[Gaps] Prioritisation
 Identifyand share good practices focusing on lead indicators
 Establishclearandconcise guidelines considering cultural
andlegislative differences
 Address need for respectful behaviour
 Rebuildpartnership between HR/IR andOHS
 Identify, document, address and monitor key risks
 Consider designof asset, customerservice training and
securitypolicy
 Focus on due diligence plus consultation, coordination and
cooperation
 Share existing good practices and establishgreater contact
among PeakInternational safety bodies
 Consider SIA membershipand accreditation programs
 Consider wellness programs andjob redesignoptions
 Re-evaluate effectiveness of health& safetyconstitution,
membership, and processes
Maturity
Key:CapabilityMaturity
Awareness exists across keyareas of the business
Solutions are being built or trialled inthe business
Solutions are embedded and embraced across the business
Lackof awareness across the business
Bullying & Harassment (respectful behaviour) Focus on respectful behaviour
Security Rebuild the partnership between HR/IR and OHS
Workers Compensation (reinforce bad practices)
Stress Claim Epidemic (Lack of control)
Occupational violence (challenging behaviour, health
sector)
Safety in Design Focus on identification of key risks, document, address
and monitor
*Benchmarking across sectors (International KPI's) The notion of an 'enquiring mind' in relation to 'whole of
life' safety responsibilities under new WHS legislation
when developing new infrastructure/assets - lust to dust
*Standardisation of systems
Refocus on critical risk
Getting in front of the incident
Risk profile process
Process safety
Critical Risk - High risk - low likelihood
Public Management in company assets, Buildings,
worksites (Customers & visitors)
Design of asset
Customer service training
Security policy
Objective
Reduce Severity &
Frequency

6. Save
Lives
Reduce Severity
Reduce Frequency
Ensure Compliance
Support OHS Awareness
 Qualityof SafetyProfessionals
 Ageing Workforce
 At RiskBehaviours
 Harmonisation Legislation
 Contractor Management
 Enforcement Policy
 Bullying & Harassment
 SafetyinDesign
 [Public Management]
 [Fatalities versus InjuryRates]
 [Labour Market]
Objectives Themes[Gaps] Prioritisation
 Identifyand share good practices focusing on lead indicators
 Establishclearandconcise guidelines considering cultural
andlegislative differences
 Address need for respectful behaviour
 Rebuildpartnership between HR/IR andOHS
 Identify, document, address and monitor key risks
 Consider designof asset, customerservice training and
securitypolicy
 Focus on due diligence plus consultation, coordination and
cooperation
 Share existing good practices and establishgreater contact
among PeakInternational safety bodies
 Consider SIA membershipand accreditation programs
 Consider wellness programs andjob redesignoptions
 Re-evaluate effectiveness of health& safetyconstitution,
membership, and processes
Maturity
Key:CapabilityMaturity
Awareness exists across keyareas of the business
Solutions are being built or trialled inthe business
Solutions are embedded and embraced across the business
Lackof awareness across the business
Harmonisation legislation Implementation is work in progress (90 days)
Consultation
Complexity of Regulators
Contractor management (PCBU) Greater sharing of existing good practices
*Benchmarking across sectors (International KPI's) Mandatory safety clauses
Aligning client expectations across sectors Training & Authorisation to engage contractors
*Systems mismatch (Approach, link, management
systems)
Contractor Pre-qualification
Standardisation of systems Post contract evaluation
Generally acknowledged that there are no easy solutions
to these issues
Enforcement Policy Harmonisation' for Australia wide operations
Global Workplaces Mindful of $$$ impost, SMS should meet highest legal bar
Different jurisdictions Due Diligence plus Consultation, coordination,
cooperation (3 C's) aspects
Objective
Ensure
Compliance

7. Save
Lives
Reduce Severity
Reduce Frequency
Ensure Compliance
Support OHS Awareness
 Qualityof SafetyProfessionals
 Ageing Workforce
 At RiskBehaviours
 Harmonisation Legislation
 Contractor Management
 Enforcement Policy
 Bullying & Harassment
 SafetyinDesign
 [Public Management]
 [Fatalities versus InjuryRates]
 [Labour Market]
Objectives Themes[Gaps] Prioritisation
 Identifyand share good practices focusing on lead indicators
 Establishclearandconcise guidelines considering cultural
andlegislative differences
 Address need for respectful behaviour
 Rebuildpartnership between HR/IR andOHS
 Identify, document, address and monitor key risks
 Consider designof asset, customerservice training and
securitypolicy
 Focus on due diligence plus consultation, coordination and
cooperation
 Share existing good practices and establishgreater contact
among PeakInternational safety bodies
 Consider SIA membershipand accreditation programs
 Consider wellness programs andjob redesignoptions
 Re-evaluate effectiveness of health& safetyconstitution,
membership, and processes
Maturity
Key:CapabilityMaturity
Awareness exists across keyareas of the business
Solutions are being built or trialled inthe business
Solutions are embedded and embraced across the business
Lackof awareness across the business
Quality of Safety Professionals (Pam & Mike) Accreditation & certification programs (Aust OHS Ed &
Accredit. Board)
Availability of courses Suitably qualified criteria (Vic)
Driving change HaSPA
# Engagement SIA membership grading
Ageing workforce Rebuild the partnership between HR and OHS
Fitness for work Consider options Wellness / Wellbeing programs
Health & Wellbeing Consider job redesign options
Wellness' as a building block for prevention
At risk behaviours Management role modelling expected OHS behaviours
(Walk the Talk)
Improvement on good results Re-evaluate the Health & Safety Constitution, membership
& processes to assess effectiveness
Safe cultures (Changing workforce) Integrate safety within mainstream decision making
Managing change Give middle management authority to make decisions
about OHS issues & provide senior management support
Leadership & educating Managers Good Housekeeping promotes a positive culture
Individual & personal accountability
Chain of responsibility
#Engagement
Objective
Support OHS
Awareness