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Occupational Health and Safety at Monash A Strategic Approach 2004 - 2006Table of ContentsVice Chancellor's Introduction
Vice Chancellor's IntroductionMonash University places the highest possible emphasis on the physical and emotional well-being of its staff and students and on the sustainable use of our natural resources. As a large and complex institution, managing the health and safety of its staff and students and the protection of our environment is an enormous task requiring careful planning, fastidious processes, extensive evaluation and continuous improvement. It requires a high level of commitment not only by the specialized staff responsible for developing the program but also by every other member of staff and all the students who are collectively responsible for aspects of its implementation. Moreover, it is essential that senior management demonstrates leadership in championing the program and giving it the priority and emphasis it requires. The work environment is integrally related to occupational health and safety and Monash is committed to creating pleasant, safe and well-maintained campuses at each of its locations in Australia and overseas. The strategic approach outlined in this document builds on the excellent work of many people over the years since Monash's foundation. It reflects the need in an ever more complex environment for the constant renewal of our commitment to this area and innovation in the way we ensure the safest and most environmentally sustainable work environment that we are able to achieve. Professor Richard Larkins 1. IntroductionThe purpose of this "Occupational Health and Safety and Environment at Monash" document is to clearly state the strategic approach Monash will take to:
The document is designed to inform the university community of the importance of incorporating OHS and the environment on the agenda at all levels of the university and to set the priorities for action. "Occupational Health and Safety and Environment at Monash" recognises the commitment and effort that has been demonstrated by staff and students over many years in these two important areas. It is recognised that a continuous improvement and quality approach must be taken to ensure the university manages all of the known risks and impacts of its current activities, while being mindful of the emerging risks and impacts of innovative research and continuously developing technologies of the future. "Occupational Health and Safety and Environment at Monash" is supported by individual operational plans for both Occupational Health and Safety and the environment. 2. Internal ContextLeading the Way: Monash 2020The vision of Monash, stated in "Leading the Way: Monash 2020" is to be a self reliant, broad based, global university and learning organisation conducting innovative teaching and research of international quality and relevance and engaged actively with the diverse regions, communities, industries and professions which it serves. To achieve this vision Monash embraces innovation and continuous improvement. These themes apply equally to a modern approach to the management of occupational health and safety and environmental sustainability. Monash's recognition of the importance of health, safety and the environment is first stated in "Leading the Way - Monash 2020" (page 16) where it describes a Monash environment that is essential for high quality teaching, learning and research and for attracting the best possible students and staff as: Aesthetically pleasing, well-planned, well maintained campuses will provide an environmentally sound, safe place in which to work and study. Excellence and Diversity - Strategic Framework 2003-2008Excellence and Diversity - Strategic Framework 2003-2008 is the university's leading strategic document under the broader "Leading the Way: Monash 2020". In this document a general framework for the university over the next five years is described. Excellence in management is recognized as one of the core values and in this context it is stated that Monash will:
Occupational Health & Safety Policy and Environmental PolicyMonash's specific and formal commitment to health, safety and the environment is stated in the university's Occupational Health and Safety Policy and Environmental Policy. The university's Occupational Health and Safety policy mission statement states:
The university's environmental policy vision and mission statement states:
Diversity of MonashA unique aspect and a primary strength of Monash lies in its diversity of teaching, research and operations. With this however, comes complexity. Monash's occupational health and safety and environmental management approach and systems recognise this diversity and will be designed and implemented in a flexible manner that is sensitive to the concept that 'one size does not fit all'. Monash's management systems will be flexible and adaptive to fit all activities across the university without compromising the outcomes required. Quality at Monash: Values and PrinciplesMonash's approach to quality is explained in "Quality at Monash: Values & Principles". It is well recognised that the quality cycle approach of Plan, Act, Evaluate and Improve developed in that document is a sound and effective management strategy that is directly applicable to both occupational health and safety and the environment. Many organisations, nationally and internationally, have merged the quality, occupational health and safety and environmental management strategies. The quality systems within these organisations become effective methods to integrate occupational health and safety and environmental management into the core business of the organisation. As Monash enhances and improves its quality systems across all activities, with the leadership and support of the Centre for Higher Education & Quality (CHEQ), this will synergistically support and enhance the occupational health and safety and environmental management systems for the university. Triple Bottom Line (TBL) ReportingThe term "triple-bottom-line (TBL)" refers to the three pillars of organisational sustainability: social, environmental and economic performance. In 2000 Monash commissioned a scoping study to determine whether the university should proceed with a TBL report. The university's senior management endorsed the process of TBL reporting and in 2002 a report incorporating the Clayton and Gippsland campuses was published. The university has now committed to expand the report for all Australian campuses. TBL reporting is a unique process and an opportunity for the university to bring together Occupational Health and Safety(incorporated in the social aspect), environmental and economic data and information that can play a powerful role in influencing the organsational decision making and allocation of responsibilities and resources. The TBL reporting process can and will greatly assist Monash to achieve its vision and mission in the occupational health and safety and environmental area. It is noted in the 2002 TBL report that consideration must be made of linking TBL principles with the "Quality at Monash: Values & Principles." Similarly the linking of the TBL, Quality at Monash and the OHS & Environment at Monash document must also be considered. Compliance, Audit & Risk ManagementThe university has a long-standing commitment to financial, operational and compliance auditing to ensure the university minimises the risks of fiscal misconduct, legislative non-compliance and the disruption of core business. A risk management program has been running for nine years to assist the university, and itsfaculties and divisions in the management of broad organisational risks such as:
The Audit and Risk Management Office and the university's Compliance Manager provides support and resources to the audit and risk management programs. The principles utilised in the established risk management program are the same as used for the OHS and environmental management. They both support each other and assist in the effective communication and implementation of all programs. Building on Our StrengthsMonash's Occupational Health and Safety ProgramMonash has had a long commitment to OHS resulting in a well-established organisational framework for the management of OHS. This includes a consultative committee structure consisting of a senior policy setting committee (known as the Occupational Health and Safety Policy Committee until 2002 when 'the environment' was formally added to the terms of reference of the committee and its title changed to the OHSE Policy Committee) and a series of zone committees at the local level. The university has also established a series of safety officer positions. These include the roles of safety officer, biosafety officer, radiation safety officer, building and floor wardens, first aiders and first aid coordinators. Consistent with the Victorian Occupational Health and Safety Act 2004, employees have established designated work groups across the university and have nominated or elected Health & Safety Representatives to represent them on OHS matters. All of these positions create a network of resources that effectively manage OHS issues at local level. Monash's strength in the occupational health and safety area is derived from this level of involvement across the university. Monash also has a dedicated Occupational Health, Safety and Environment (OHSE) nit within the Student and Staff Services Division to support the OHS program, committees and various safety officers. The OHSE unit consists of health and safety professionals with expertise in areas such as occupational hygiene, radiation protection, biosafety, ergonomics, and general safety. The OHSE unit's mission is to work with the university community in the prevention of injuries and illnesses in the workplace, in compliance with OHS legislation and in the development of a proactive safety culture. The unit's specific role is to initiate, develop and oversee the university's overall OHS and environmental programs in consultation with the university community. The university actively monitors its performance in the OHS area through both negative and positive performance indicators. The negative performance indicators are the traditional in jury/illness data and rates. Positive performance indicators have been established for safety management practices such as: the percentage of zone OHS&E committees completing the required 4 meetings per year and the percentage of buildings undertaking the required 2 trial building evacuations per year. The performance indicators provide an effective tool to reinforce and drive positive safety behaviours within the university. Monash's Environmental ProgramMonash has a well-developed organisational framework for managing environmental issues. The Environmental Policy Task Force (EPTF) plays a facilitation role in endorsing and supporting environmental projects generated at a departmental and sub-committee level. The EPTF also oversees the Environmental Improvements Budget that is administrated by Facilities & Services, Clayton Campus. The EPTF reports to the OHSE Policy Committee. Sub-committees of the EPTF include the Green Purchasing Committee, Waste Wise Committee, Greenhouse Challenge Committee and the Water Conservation Committee. To meet the requirements for future TBL reporting, the Monash Environmental Management System and other environmental initiatives, the Monash Environmental Policy was modified in 2002 to include provision for a network of environmental officers (EnvO's). Under the 'Implementation Procedures' of the Policy, Heads of Academic/Administrative Units will be required to nominate an EnvO and ensure that their officers are available to adequately fulfil their role in acting as a focal point for all environmental matters arising at the particular location, workgroup or department. Performance indicators have been established for the many environmental programs and practices. These include indicators such as: % environmentally preferred paper purchased, quantity of materials recycled and number of green office representatives. 3. External ContextLegislationIn both the OHS and environmental areas there is a large and complex framework of legislation with which Monash is required to comply. Compliance requires the allocation of responsibilities to all levels of management within university. Legislation at the municipal, state, federal and international level impacts the university's operations and activities at all levels. At the core of this legislation are the fundamental principles of the provision of healthy and safe environments, a reduction in the severity and number of injuries and illnesses in the workplace, the protection of the environment and the sustainable use of resources. It is incumbent on the university to incorporate these principles into it 's strategic approach, operational plans, policies and procedures. Best Practice/National and International Models and FrameworksMonash is cognisant of the range of international and national best practice standards and frameworks for the management of OHS and the environment. These standards include the Australian Standards for OHS and environmental management systems and the Victorian Government's SafetyMAP program. A range of conventions, treaties and challenges has also been recognised by Monash, in particular in the environmental area. All of these standards, treaties and conventions provide a clear framework for Monash's management structures. As Monash continuously improves its management structures and processes it is important that we consistently benchmark our programs to best practice models at the local, national and international level. 4. Strategic DirectionsTo focus the university's values and resources in the areas of OHS and the environment, the following key areas of development have been identified. These key areas are referred to as the university's strategic directions. The key strategic directions for the continuous improvement of the university's OHS and environmental performance are: Strategic Direction 1: OHS and the Environment - A Core Business AttributeOHS and environmental management is integrated into the university's overall management structures, processes and decision-making. To achieve this direction Monash will incorporate OHS and environmental management into it 's core business responsibilities. All faculties, divisions, centres and business units will integrate OHS and environmental management into their operational plans and allocate and communicate responsibilities through departmental plans where required. Individual position descriptions and engagement profiles will include OHS and environmental management as a key element. All managers, supervisors and employees will be accountable for their OHS and environmental performance. Appropriate performance indicators at all levels of the university will drive continuous improvement in the OHS and environmental areas. The zone OHSE committees throughout the university will provide a strategic and monitoring role for the areas under their responsibility. The committees will report directly to the relevant campus, faculty, division, department or centre. Strategic Direction 2: A Quality Approach to OHS & the EnvironmentThe three key features of Monash's approach to quality will be used a basic methodology to continuously improve the university's OHS & environmental programs. The three key features are:
Applying the three key features of Monash's approach to quality will ensure that the university takes a consistent and integrated approach to continuously improving its OHS & environmental programs. Raising the fundamental questions concerning the purpose of the OHS and environmental agendas at Monash is periodically necessary to ensure a clear fitness for purpose. The quality cycle process of Plan, Act, Evaluate and Improve will be used at all levels of the university. Feedback from stakeholders will be essential to provide data for the evaluation phase of the quality cycle. The university's OHS & environmental operational plans will take a quality cycle approach to improving each element of the management systems. Academic and Support Service review guidelines will include OHS & environmental matters. Academic and support service areas will be expected to demonstrate that they have improvement plans and processes in place for OHS risks and environmental impacts relevant to their work and location. Strategic Direction 3: Maximising Engagement and Recognising ExcellenceThe primary strength of Monash's OHS and environmental programs is the high level of involvement and engagement by the entire university community. To achieve this direction all OHS and environmental initiatives and programs will focus on engaging the broader university community, in particular, the student body. Creating an organisational culture that proactively controls risks and promotes sustainability will be achieved with the entire university's involvement and engagement. The efforts and commitment of both staff and students in relation to the OHS and environmental programs will be recognised and rewarded. Contributions to the success of Monash's OHS and environmental performance by individuals or groups of staff andstudents will be celebrated and promoted. Strategic Direction 4: Integrating and Optimising Our EffortsMonash's resources dedicated to the management of OHS and the environment are well integrated, flexible and efficient. OHS and the environment is everyone's professional responsibility at Monash. Every student, staff member, visitor and contractor plays a role at the university in maintaining the highest standards in the OHS and environmental areas. The coordination of all OHS and environment programs and systems across such a large and diverse university will ensure that there is no duplication of effort and resources, no contradictory behaviours or programs and no inconsistencies in coverage across the university. The university's OHSE policy committee will play a strategic role in ensuring that all areas of the university are focussed on achieving Monash's OHS and environmental goals. Integrating and optimising the efforts of the many support service areas and officers that contribute directly to OHS and environmental programs will achieve the best and most cost effective outcomes for the university. Monash's OHS and environmental performance will be further enhanced by the research, teaching and community work undertaken by the faculties, research centres and institutes of the university. For example the Monash Environment Institute, Monash Sustainability Enterprises and the Monash University Accident Research Centre contribute extensive knowledge and expertise to the university's institutional programs. Both the institute and research centre contribute an extremely valuable perspective, drawing on their research and industry activities. Strategic Direction 5: Integrated Risk Management & ComplianceOHS & environmental risk management is incorporated into the university's broader compliance and risk management programs and processes. Core elements of Monash's OHS and environmental programs are risk management and legislative compliance strategies. These strategies are components of the university's broader risk management and compliance activities. They are designed to simply and effectively highlight important areas of risk or non-compliance that require control or activity. Faculties, divisions, institutes and centres will integrate these elements into their strategic and operational planning as they are recognised as effective business strategies. Effective risk management and legislative compliance set the minimum standards from which Monash develops proactive OHS and environmental programs. Strategic Direction 6: Controlling the Risks of Emerging Issues and TechnologiesMonash leads the way in identifying and controlling the OHS and environmental risks associated with new research work and new technologies. The inherent nature of a university is to extend society's knowledge across a broad range of disciplines through investment in both fundamental and applied research. Monash has distinguished itself over many years by leading the international community in research areas that create new knowledge and realise exciting opportunities. However, together with leading edge research comes the responsibility to consider the risks of this new work and technology. All research areas will ensure that there are processes and procedures in place to manage the OHS risks and environmental impacts of their work. In many instances no precedent will exist. Risk assessments will need to be continually updated and refined as new information and issues come to light. The research itself must continually be informing the risk assessment and the risk assessment be continually informing the research work. The university's risk management model and OHS risk control program will be the tools used to assess the risks of new research work, new technologies and new issues. Strategic Direction 7: Excellence in OHS & Environmental Teaching and ResearchMonash's greatest opportunity to contribute to the broader community in the areas of OHS and the environment is through excellence in teaching and research. In both the university's OHS Policy and the Environmental Policy, there is a clear description that our goals and aspirations in these areas extend beyond the operational aspects of the university.
Monash has a broad responsibility to include OHS and the environment in all relevant aspects of our teaching programs. Monash has in the past, and continues to, shape and influence the community's thinking and knowledge in these areas and will actively lead through continued investment in research. Achieving the highest possible operational standards in OHS and environmental performance will add to the reputation and image of the university's teaching and research programs. The ultimate goal is for a convergence of operational, teaching and research aspects to the point that our built environment and operational practice positively contribute to the learning environment for students and staff. 5. Areas Requiring ActionTo achieve the strategic directions outlined above a number of key areas must be addressed as a priority. These areas requiring action are briefly described below to focus our activities in the short term. They are more fully described in the university's individual operational plans for OHS & the environment. These operational plans compliment this strategic approach document. Management Alignment and AccountabilityTo achieve the strategic direction of OHS and environmental management as a core business attribute, organisational change is required to better align the management of these two areas to the university's management structures. Faculties, divisions, departments and centres will be held accountable for the OHS and environmental management of their activities and operations. Actions include:
Data Collection and ManagementRegular and accurate collection of data, to develop a comprehensive set of performance indicators and trend analysis tools for both OHS and the environment, is vital in the following:
Actions include:
Practical GuidancePractical guidance is required to assist all areas of Monash in recognising the relevance of the university's OHS and environmental policies, procedures and requirements to their operations , and to support the application of risk management principles in their workplace. Information, material and resources provided to the university community must recognise the diversity of Monash, be written in plain language and presented clearly in a range of media. Actions include:
Skills DevelopmentMonash needs to invest in developing the skills of our staff and students to ensure an ongoing capacity to meet current and emerging OHS and environmental issues. Monash cannot allocate responsibilities and accountabilities without providing the officers responsible the skills to manage all of the issues. Actions include:
Compliance SupportLegislative compliance is an important indicator of the effectiveness of Monash's OHS and environmental management framework. Compliance requirements will be expressed in clear, simple and plain language. Communication with all areas of the university regarding the compliance program will be improved. Actions include:
OHS & Environmental AwarenessRaising awareness of OHS and the environment within the university community is an important element in strengthening the university's commitment and motivation for higher standards of performance. Recognising and celebrating our successes can assist in creating a heightened awareness. Awareness programs will be targeted to the specific groupings within the diverse Monash community. Actions include:
6. ImplementationOperational PlanningStrong operational planning at the university level in the first instance will facilitate the translation of the strategic directions into action. To support this strategic direction document, individual three year rolling operational plans are to be developed, maintained and monitored for OHS and the environment. These plans will include:
7. References
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