STRATEGY 2007-2012

Annual Report 2010/11
Defence OHS Strategy 2007 - 2012

The safety and well being of Defence people is the first and highest priority of commanders,
leaders, supervisors and managers. Defence is committed to providing a safe workplace that
prevents injury and sickness and supports, rehabilitates and compensates those who are injured or
incapacitated. At times we require our people to operate in environments of extreme risk and
hazard due to the nature of military operations. However, at all times we will manage risk to ensure
that when risks are taken they are understood, accounted for, and integrated into our plans and the
way we operate. While Defence meets the requirements of Occupational Health and Safety (OHS)
legislation we will shift from a compliance model to an OHS best practice model. The legislation
sets the minimum standard; Defence will meet that and in most areas will surpass it.

The responsibility for OHS in Defence will be shared by all in the spirit of “never let your mates
down”. Accountability for OHS culture and practice will belong to commanders, leaders,
supervisors and managers; but the responsibility for operating safely, identifying risks, and taking
action to ensure a safe and health operating environment will belong to everyone. Defence will
build and foster a culture where safety and risk management is ingrained in the way we operate. It
will be a topic that can be raised by anyone, of any level, at any time, with no detriment. To do this
we will build an effective OHS system that operates across Defence, providing high level guidance,
systems and metrics at the Department level; effective programs and plans at the Group level; and
detailed processes and procedures at the line and working level. Safety and well being will be the
responsibility of all.


                   Figure 1 - New Objective Structure and Wording (revised March 2010)

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Defence OHS Strategy 2007 - 2012

FY2010111 saw a greater err~phasisplaced on the importance of Safety Leadership and Safety
Culture across all areas of Defence. As a part of this focus, the Defence OHS Committee
membership was expanded to include Office of Secretary and Chief of Defence, Intelligence &
Security, Chief Information Officer Group and Defence Materiel - General Manager Systems.

Significant work has been undertaken by all stakeholders to achieve a safer working environment.
Particular mention should be made on the effort undertaken by the Asbestos Inventory Tiger Team
which has positioned Defence as a leading organisation in the identification and elimination of
Asbestos Containing Materiel.

All Services and Groups are working hard to prepare Defence for the WHS Act that is scheduled
for implementation on 1 January 2012. Work includes information sessions for senior leadership,
managers, supervisors and 'workers' as well as the definition of the 'WHS Officer' framework within
Defence. An accountabilities framework was finalised and agreed during 201011 1 and will continue
to develop through the remainder of this Strategy providing the foundations of a due diligence
framework under the new WHS Act.

Transition to the new regulatory regime will continue to be a focus of safety personnel over the
coming year as new Regulations and Codes of Practice come on line.

The commitment of Services and Groups in providing resources to address the wider requirements
of the Hazardous Chemicals Project will ensure a successful delivery of the agreed Enforceable
Undertaking with Comcare.

Legislative Compliance and Assurance continues to play a key role in the preparations for the
WHS Act and significant work has been undertaken to identify a solution for a Corporate Audit

Ongoing OHS Incident and Compensation trend analysis has identified the focus areas of Manual
Handling and Psychological Injury across the APS and ADF workforces. DOHSC funded projects
identifying strategies to address these major areas have been carried out during this period and
projects have the ongoing support of the DOHSC membership.

The Launch of the Jet Fuels Exposure Study will provide internationally leading research into
mitochondria1 genetic changes as a result of exposure to jet fuels and solvents. This is a long term
research project being undertaken in cooperation with the Mater Medical research Institute.
DOHSC has corr~mitted   funding to the project through until 2014.

Congratulations to all the nominees of the 2011 Safety Awards. It is a tribute to the attention that
Defence gives to safety that of the winners and commendations in the Defence Safety Awards,
eight were nominated for the finals of the SRCC Awards and five were announced as winners.
These Nominees will now progress to the National Safety Awards.

We farewell the long standing co-chair and safety champion Lieutenant General David Hurley.
While he will be missed at the head of the table, the committee wish him well in the role of CDF
and we welcome Air Marshal Mark Binskin taking on the reigns of VCDF and DOHSC Committee
Co-Chair for the coming years.

Mr Phil Minns
Deputy Secretary People Strategies and Policy
Co-Chair Defence OHS Committee

                             ~~~~~                                                      --
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Defence OHS Strategy 2007 - 2012

Foundation Objective:
Defence has a positive culture of work health and safety

The theme for the Defence Safety day was “The standard you walk past is the standard you set”.
In excess of 85 different types of activities were undertaken including presentations,
policy/procedure reviews, senior leadership walk-rounds, quizzes, a mock trial and OHS Trivial
Pursuit. This will be maintained as an annual event to be held each year during Safe Work
Australia’s safety week.

The Defence OHS Annual Awards were run again with 27 entries received. Of those entries six
were awarded a Defence OHS Award, seven Commendations and thirteen Recognition
Certificates. The awards went to LTCOL Simon Vellabonavita for the Safe Delivery of Parachute
Training; 16th Battalion, Royal Western Australia Regiment for their OHSMS Improvement
Strategy, Army Aviation Systems Program Office – Passenger and Crew Survivability concept and
design; Able Seaman Natalie Irvine for correcting of contrasting directives and orders in Aviation
Safety Publications; FSGT Brian Lawrie for CSG Safety Reporting System; RAN Diving School
HMAS Penguin for their rehabilitation and return to work processes. The recipients of the Awards
were then nominated for the SRCC Awards in the same categories with five Winners being
announced and put through to the National Safety Awards.

Work is continuing on the Senior Leadership Group Safety Proficiency Framework through the
development and implementation of education and skilling programs for Senior Leadership,
distribution of key card safety cards and the development of a senior leadership information portal
for two way communication.

For further information please access these web pages on the Defence Intranet (internal Defence access only):

Safety Leadership:

Safety Awards:

Foundation Objective:
The Defence-wide OHS Management System is implemented

In FY10/11 activities within this Objective have retained strong focus on Corporate and
Service/Group level OHSMS in response to previous mapping and planning activities. All Services
and Groups are on track to achieve a compliant 17 Element OHS Management System by the end
of 2012.

The introduction of the WHS Act has required an extension of many of the project to ensure due
diligence requirements are in place in anticipation for the WHS Act implementation on 1 January
2012. There has been a volume of work carried out by all Services and Groups in preparing
Defence for the WHS Act implementation including information sessions for Senior Leadership and
the definitions of the ‘WHS Officer’ framework within Defence. This transition will continue to be a
focus of the Safety personnel over the coming year as new Regulations and Codes of Practice
come on line.

Major achievements during FY2010/11 are:
• Navy Safety Regulatory Framework completed and Navy Cadets SMS Program commenced
• RAAF Safe 2 review has been undertaken with implementation roll out to be completed in
• Army has placed their focus on the review and streamlining of their Audit processes.
• JOC Safe in Operations has been negotiated to develop a SMS for use in Operations and
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• CIOG implementation has been largely completed with full implementation scheduled for
  September 2011.
• I&S OHSMS has been fully implemented with noticeable results in reductions of lost working
  days from FY09/10
• PSP Group saw a full implementation of their OHSMS based on the Office Safe model with
  communication and consultation mechanisms achieving great results.
• OSCDF and CFO have combined resources to implement their respective OHSMS based on
  the Office Safe model. Completion of the implementation is planned for November 2011.
• CDG has fully implemented 4 of the key OHSMS elements across the group significantly
  including the leadership and communication and consultation and hazard/risk management
• DSTO have finalised a gap analysis and undertaken open market procurement to implement
  the 17 element OHSMS. Full implementation is scheduled for 2012.
• DSG have focused on establishing OHS governance and accountability mechanisms for DSG
  OHS performance.
• DMO has conducted a self assessment against the 17 elements and identified a 90%
  compliance rate.
• VCDF has achieved 80% compliance with the 17 Element system and is reliant on the
  consolidation of shared service processes to provide the balance of assurance.

Audit and assurance activities will be undertaken in 2011/12 to identify shortfalls arising from the
WHS Act implementation on 1 January 2012.

For further information please access these web pages on the Defence Intranet (internal Defence access only):


Operational Objective:
Defence maximises the prevention of occupational injury, illness and disease

In July 2010 the Hazardous Chemicals Project was established to achieve the Defence
Enforceable Undertaking provided to Comcare to rectify alleged breaches of the OHS Act in
relation to the use of hazardous substances.
Joint Directive 08/2010 was subsequently issued and provides the roles and responsibilities to
meet the goals and objectives of the Enforceable Undertaking. The Joint Directive encompasses
two streams of activity involving workplace remediation responsibilities and system responsibilities.
Workplace Remediation Phase One involved the conduct of a hazardous chemicals review to
achieve compliance with the regulatory requirements relating to identification, labelling and
registration of hazardous chemicals inclusive of ensuring accessibility of compliant Material Safety
Data Sheets. Consistent procedures were issued and training provided to over 3,000 personnel
and contractors. Groups and Services have progressively reduced the hazardous chemicals
inventory in preparation for Phase Two.
Workplace Remediation Phase Two involves the conduct of risk assessment and implementation
of controls inclusive of addressing storage requirements. As in Phase One, Workplace
Remediation Phase Two will involve the issue of consistent procedures and training to over 3,000
personnel and contractors. This training will address the competencies required to conduct simple,
detailed and complex risk assessment and control.
To address the information management task associated with the Enforceable Undertaking,
Defence has acquired and mandated an interim assurance information system, Fast Track. During
Phase One this Fast Track system was acquired and configured. During Phase Two this system
will be implemented within units that use, store or handle hazardous chemicals to enable the
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sustainment of compliance and the ongoing management of corrective action. A Joint Assurance
Team has been established to undertake this implementation and assist in providing assurance to
SEC/CDF in relation to the achievement of the Enforceable Undertaking objectives.
In December 2010, DOHSC endorsed a ‘first pass’ Hazardous Chemicals Workforce Strategy and
the associated recommendation that a Joint Submission be developed for the Defence Workforce
and Financial Management Committee. A Steering Group has been established to oversight the
development of this Joint Submission that will address hazardous chemicals and broader OHS
workforce capability requirements in alignment with the DOHSC endorsed principles. This
Steering Group is chaired by Head People Capability with representation from all Groups and
Services at the One Star level with its role being to oversight the successful development of the
Joint Workforce Submission.

1.     Defence has in place a Defence Asbestos Eradication Management Plan (DAEMP). The
Safety Rehabilitation and Compensation Commission, Chrysotile Special Advisory Sub Committee
is measuring Defence against achievement of the DAEMP. The sub committee will meet once
more in late 2011 to review progress in relation to management of asbestos under the Hazardous
Chemicals Project.
2.     OHS Branch has taken responsibility for a series of artefacts as a result of the Asbestos
Inventory Tiger Team (AITT) transition. This includes the AITT website, AITT ACM training
package and ACM on-stock and master list databases. Stakeholders including JLC and the
National Codification Bureau have been engaged to continue the flow of information to OHS
Branch in order to maintain data integrity within the ACM on-stock and ACM master databases
located on the OHS Branch asbestos management website. Service Liaison Officers from each
Service have also been engaged by OHS Branch to assist in the on-going management of
Workplace Inspection Reports and provision of specialist assistance in ACM management. OHS
Branch is still working with DMO and stakeholders to finalise the transfer of some artefacts and
associated files, including Workplace Inspection Reports.
3.      A centralised register of ‘in-situ’ asbestos in Defence platforms was created by the AITT
using the Defence mandated Chem Alert database.
Occupational Medicine and Hygiene Project
1.     Recommendations of the F111 Deseal/Reseal Board of Inquiry require Defence to establish
an occupational medicine program, ensure that occupational medicine support is available, and
place greater emphasis on the occupational hygiene aspect of environmental health, particularly
where significant industrial activity occurs. The main products of this project are:
       a.      completing baseline surveys;
       b.      assisting Groups and Services;
       c.      completing exposure reduction plans;
       d.      procuring occupational hygiene equipment;
       e.      introducing specialised training; and
       f.      developing workforce and technical control procedures.
2.     Work is underway on all elements of the project. Eight baseline surveys have been
completed (for Navy, Air Force and Army), an Army exercise has been observed and another
survey of a joint exercise/operation is under consideration. This brings the total number of
baseline surveys conducted to 23. Work has commenced on planning follow-up exposure
monitoring activities.
3.     Three draft Exposure Reduction Plans (noise, fuels and hand-arm vibration) have been
prepared. Follow up work is nearing completion for fuels and hand-arm vibration; and is underway
for noise. Planning has commenced for two additional ERPs, on asbestos and hazardous
chemicals, due to commence in 2011/12.
4.     Training needs analysis has been completed, along with scoping studies for workforce and
technical control and building of an interim occupational hygiene information management system.
Work has continued on training development, and productive discussions have been held with
DLSN and Army regarding integration into mainstream training arrangements. Five level 1
occupational hygiene courses have been delivered this financial year.

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5.      Draft policy and procedures for health surveillance have been prepared and endorsed by
JHC. A draft of the occupational hygiene procedures manual has also been prepared.
Arrangements for procurement of equipment are now progressing with the establishment of an
Integrated Project Team. A draft OCD has been circulated for comment, and work has commenced
on the FPS and acquisition strategy.
6.      The main focus for activity in FY11-12 includes transitioning to business as usual, raising
the maturity of the management of occupational health and identifying goals for the 2012-2017
Defence OHS Strategic Plan.
Jet Fuel Exposure Syndrome Study
1.      The Joint Standing Committee for Foreign Affairs, Defence and Trade Inquiry handed down
its report “Sealing a just outcome: Report from the Inquiry into Royal Australian Air Force F-111
Deseal/Reseal Workers and their Families on 25 June 2009” and included 18 recommendations.

2.     The Government Response, which was issued in conjunction with the Budget in May 2010,
accepted Recommendation 18 on behalf of Defence. This recommendation stated that:
         “The Australian Defence Force fund further research into the mitochondria1 changes
         identified in Professor Bowling's research. That as part of that research, further, wider study
         be undertaken into the health implications of working with aviation turbine fuels and the
         results of these studies be reported back to the Committee at least annually.”
3.      This study is a collaborative project between the Defence Centre for Occupational Health
and Mater Medical Research Institute. It will be led by Professor Frank Bowling, a Metabolic
Disease Consultant and Chemical Pathologist and a Professor of Medical Biochemistry. This
research follows previous small pilot studies by Professor Bowling which indicated changes in
mitochondrial proteins in peripheral blood samples in individuals exposed to fuel solvents. It is now
intended to look into this in far more depth with a much larger group to see if there is a common
injury and, perhaps, what causes it.
4.    The objective of the JFES Study is to deliver a Research Report (or series of Reports)
addressing the relationship between exposure to jet fuels/solvents in the F-111 Deseal/Reseal
programs and mitochondrial genetic changes.
5.      The data gained from this study will provide the basis for bioinformatics investigations into
cellular injury and guidance on clinical risk determinants which may be used to predict future
phenotypic, genotypic and clinical risk in Defence members exposed to jet fuel and/or chemical
sealants used in the Deseal/Reseal projects.

For further information please access these web pages on the Defence Intranet (internal Defence access only):

Defence Centre for Occupational Health:

Hazardous Chemicals:

Asbestos Management:

Operational Objective:
Defence minimises the frequency and severity of risks to peoples health and safety

The Military Risk Management and Organisational Risk Management Project completed
throughout 2010/11 transitioning into business as usual with Army providing them with a technical
system and business process to enhance the consideration of risk in all Army endeavours.

The continued focus on OHS assurance and compliance reporting across all Services and Groups
has ensured the ongoing identification of system gaps providing the opportunity for continuous
improvement. The DOHSC business list has a standing agenda item biannually to monitor

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progress on implementation of Defence OHS Management systems. Review of annual assurance
performance reporting occurs to ensure continuing corporate focus on OHS performance.
Defence recognises the importance of identifying hazards and system shortfalls before they cause
injury or illness to workers. Significant resources have been placed into scoping the requirements
for a corporate WHS compliance audit tool which will transition into the future Management
Information System.

A review of the AC563 has been undertaken in addition to the development of the OHSCAR
Dashboard reporting system. The online incident reporting capability was extensively consulted
and tested throughout 2010 with the on-line self service AC563 functionality implemented at the
end of FY2010/11.

The existing Incident Investigation Policy was reviewed taking into consideration incident
investigation and trend analysis systems used by Services. A best practice incident investigation
procedure has been adopted and will be released with the new suite of SafetyMAN manuals.

For further information please access these web pages on the Defence Intranet (internal Defence access only):

SafetyMAN Policy Manual:

Operational Objective:
Defence minimises the impact of occupational injury, illness and disease

Comcare/Defence Workers’ Compensation Premium Reduction Strategy
2010-11 saw continuing progress by Defence on the implementation of the joint Comcare/Defence
Premium Reduction Strategy 2010-2012. The strategy represents a collaborative approach by
Comcare and Defence to improve the Defence APS workforce injury prevention and workers’
compensation performance and to reduce costs associated with workplace injury and illness.

A successful completion of a number of the strategy’s initiatives has seen a reduction in the
Defence APS workers’ compensation premium rate from 1.39 percent (of payroll) in FY2009-10 to
1.08 percent in FY2010-11.

Activities in FY2011-12 will be aimed at continuing to steady the drivers of the Defence workers’
compensation with a particular focus on APS psychological health and body stressing.

Rehabilitation and Compensation Support for ADF personnel
This year saw a major review and gap analysis of Defence and the Department of Veteran’s Affairs
policies, processes and procedures on rehabilitation, compensation and support for wounded,
injured and ill ADF personnel.

The Support for Wounded, Injured and Ill Personnel project concluded the system supporting
personnel is generally good, but a more coordinated and integrated approach is likely to improve
outcomes for ADF members and their families.

Joint implementation of the review recommendations by Defence and the Department of Veteran’s
Affairs will be progressed during FY2011-12 culminating in a schema around which to build a
coherent, effective and efficient support system encompassing health and welfare related aspects
of the ADF people continuum.

Review of Military Compensation Arrangements
During FY2010-11, Defence participated in the Government’s review of military compensation
arrangements. The review was lead by the Department of Veteran’s Affairs under the auspices of
an intergovernmental Steering Committee. Defence was represented on the review Steering
Committee by Head People Capability.
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A key theme in the terms of reference included a review of other legislative schemes governing
military compensation prior to the introduction of the Military Rehabilitation and Compensation Act
2004 on 1 July 2004. Defence sought to ensure the integrity of that Act as a military specific
scheme as well as improvements in policy and performance outcomes for members.

Defence will continue to work with the Department of Veteran’s Affairs in FY2011-12 to give affect
to the review outcomes.

For further information please access these web pages on the Defence Intranet (internal Defence access only):

ADF Rehabilitation Program:


Enabling Objective:
Decision makers at all levels have access to quality OHS information

•   Defence does not currently have a comprehensive OHS Management Information System
•   Defence relies on a number of disparate systems across the organisation with limited capability
    and functionality
•   Lack of comprehensive OHS management information exposes Defence to the risk of serious
    OHS problems

The Occupational Health & Safety Management Information System (OHSMIS) will be the
authoritative system for OHS information within the Defence domain and will integrate with
other authoritative sources of information and enterprise level services from within Defence.

OHSMIS Project - the OHSMIS First Pass Business Case, Ministerial Submission and supporting
documentation was approved by the relevant Defence authorities and submitted to Minister for
Defence on 5 April 2011. Joint Ministerial approval was gained 4 July 2011. The OHSMIS will be
acquired through a multi-stage, open tender. Second pass approval is anticipated June 2012 and
contracts finalised September 2012.

The Organisational Readiness Stage of the OHSMIS Project will prepare Defence business
elements to adopt the OHSMIS to support daily OHS management activities. This stage will occur
in parallel with the Development and Implementation stage, which deals with the technical
implementation and installation of the OHSMIS. The Development and Implementation Stage will
technically implement the OHSMIS onto the Defence Information Environment (DIE). It will deliver
the configured and accepted OHSMIS into Defence services and is likely to involve a series of
iterations of design, development and integration/testing to refine the final solution. Both stages
are expected to be delivered by September 2014.

The Support and Maintenance Stage will establish sustainment arrangements for the OHSMIS
throughout its use by Defence. It will involve software operation, maintenance and support by
appropriate business and technical support organisations.
For further information please access these web pages on the Defence Intranet (internal Defence access only):




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Enabling Objective:
Personnel are appropriately trained and skilled to identify and manage hazards

Defence Education and Training Development Branch has released a statement of work
announcing a 5 phase approach to reviewing the Cert IV in Public Safety (Defence Safety
Coordination). The learning and development team is organising ongoing stakeholder workshops
and assisting with the review. TAG members were informed of the process and their ongoing
involvement as stakeholders at the 10 Nov meeting.
 Existing proficiency profiles have been completed for managers and commanders. The new WHS
Act will impact on the progress of this project with additional resources being sought. Business
Coordination learning and development shall meet with Group Safety Coordinators and other key
stakeholders to build rapport and understand their business in order to better scope this project

PMKeys course codes and proficiencies with OHS related terminology have been supplied by the
Directorate of Workforce Information. The learning and development team in consultation with the
Defence Education and Training Development team in regards to interpreting the data. Initial task
will require a high degree of PMKeys expertise to identify course validity and currency. Staffing will
determine the progress of the project.

For further information please access these web pages on the Defence Intranet (internal Defence access only):

OHS Branch Training:

Enabling Objective:
Hazards are identified, eliminated or managed at the design and planning stages

Since receipt in mid-2010 Phase 1A products comprising the policy framework, guidance and
resource tools have been undergoing internal review. Initial consultation with DSTO Human
Sciences (HS) Hub, DSWP and OHS Branch identified a number of concerns with the delivered
products and their content. Re-work of the content commenced in late 2010 and continues in
preparation for promulgation as a consolidated Defence HSI Manual under SODI administrative
business processes.
Provision of an additional project officer is providing valuable assistance with incorporation of
additional content, re-work and transfer of graphics, layout and structure of the draft HSI Manual.
This has involved extensive networking with stakeholders such as Defence Policy and Strategy,
Office of Secretary and CDF, Capability Development Group as well as subject matter experts from
within the DSTO HS Hub. Under the revised SODI initiatives, significant consultation will occur with
all stakeholders over a 6 month period. We are hopeful of commencing this step in the last quarter
An OHS Branch HSI web presence has been established on both the Defence Internet and
In June 2011, the OHS Branch released the Defence HSI Literature Review. This body of work,
undertaken by a research team from the University of Queensland, considers whether Human
Systems Integration is worth the money and effort! The argument for the implementation of Human
Systems Integration processes in Defence capability acquisition. The work examines national and
international literature for evidence that implementation of HSI is an important consideration in
capability acquisitions, both large and small. Sufficient evidence exists to sustain that conclusion.
The publication is downloadable as a PDF from the above mentioned websites. The product was
promulgated vide Information DEFGRAM 426/2011.

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For further information please access these web pages on the Defence Intranet (internal Defence access only):

HSIFIP Project:

Enabling Objective:
Defence manages the OHS performance of third parties

The OHS in Defence contracts project phase 1 was completed identifying the safety requirements
to be integrated into contract policy, contract templates and associated documentation.
Recommendations from Phase 1 of the project were provided to the DOHSC for consideration and
a project team within DMO has been stood up to address these.

All recommendations have now been assigned to Lead Action Authorities (LAAs) and work is
underway. The legislative obligation for compliance with OHS legislation prior to the advent of the
WHS Act and inherent urgency of the tasks are constantly being reiterated across all 14 Groups in
Information DEFGRAM 500/2011 was released to foreshadow the need for broad cooperation with
The OHSDCIPT intention is for the finalisation of a draft Implementation Plan by mid-October
2011. This will ensure that the OHSDCIPT meets DOHSC work forward planning requirements to
gain DOSHC acceptance at its final quarterly meeting on 30 November 2011.

For further information please contact the DOHSC Program Office:

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Defence OHS Strategy 2007 - 2012

Implementation Plan
An implementation plan report is provided to the OHS Working Group meeting tracking the
progress of DOHSC and Branch funded activities undertaken to achieve the Strategic

The Implementation plan for the 2007-2012 Defence OHS Strategy is available from the OHS
Branch Website This is a living document which is updated on a quarterly basis following the OHS
Working Group meetings.

An Annual Summary of achievements during the 2010/11 financial year has been developed and
this too is available from the OHS Branch Website.

For further information please contact the DOHSC Secretariat Office:

OHSB Implementation Plan:

Service and Group Achievements to Corporate Safety
The OHS Branch facilitates corporately applicable projects to achieve the Strategy. In
addition to the projects outlined above, the dedicated staff of each Service and Group work
tirelessly to develop and maintain a safe work environment for their staff.

Navy has reviewed and implemented a revised OHS training continuum to assist in improving
workplace safety. The Navy Safety System Manual was updated to include this revised training
policy, improved incident reporting, and increased alignment with the Defence 17 Element Model.
Navy has approved the formation of a Naval Flag Administrator to provide the governance
framework and regulation around maritime platforms. Navy is midway through a significant reform
of the Safety System, which includes; development and implementation of the Australian Naval
Cadet safety management system, a major review on personnel and tasks within Fleet, alignment
to the WHS legislation and alignment to the Defence 17 Element Model.

Army have placed significant staff effort with scarce resources into the ongoing development and
transition of ArmySAFE to align with the WHS Act, and these activities will continue into FY11/12.
Details of 'Army WHS Change Management Strategy' are found in CA Directive 14/11. The
structural reform to the Safety Assurance and Compliance System within Army has been
implemented. Its alignment with the force generation cycle, to have minimum disruption while
achieving maximum effect, has been a major achievement.

Air Force
The major Air Force specific OHS project in FY10/11 was the development of the revised Air Force
RAAFSafe System. The revised system is an all of Air Force System which incorporates
responsibilities at the Unit, Force Element Group and Air Force levels, and is structured around the
key elements of due diligence. A revised suite of OHS Key Performance Indications have been
developed which align with the Defence 17 element system and measure success against Air
Force OHS goals. A continuous improvement and safety performance management system is
integrated into the new RAAFSafe System. Implementation of the system will be conducted
throughout FY11/12.

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Secretary and Chief of Defence Force (OSCDF)
The implementation of the 17 Element OHS Management System based on the Office Safe model
has been the primary focus of the OSCDF Group. Development of HSR Roles and communication
structures has seen a broader understanding of workplace hazard identification and reporting.

Vice Chief of Defence Force (VCDF)
The Group is continuing development of the 17 Elements of the WHSE Management System.
There is a strong focus on external assurance activities and upskilling existing WHS personnel
which will continue through 2011-12. The Group has set minimum competencies for its OHS
professionals; has commenced monitoring OHS performance of its business units and is
continuing a process of monitoring of its Contractors for legislative compliance.

Joint Operations Command (JOC)
The consultation and development of the Safety in Operations processes has seen significant
progress for Joint Operations Command having achieved stakeholder agreement for the
overarching approach. Safety considerations in the planning phases has been highlighted to
ensure that while our military staff are undertaking an inherently dangerous function, their
capability for achieving their goals are not impaired by work place and work process injuries and

Capability Development Group (CDG)
The OHS Committee structure and leadership commitment has seen CDG excel in the hazard
identification and communication across all CDG Staff. Hazard registers available on the CDG
website ensure hazards identified are rated, control measures and responsibility assigned and
regular review of the register ensures prompt close out of actions. Risk assessments for new
capability trials prior to full testing are a continuing focus. Full implementation of the 17 element
OHS Management system will be finalised in 2011.

Chief Finance Officer Group (CFO)
CFO has been working hand in hand with OSCDF to implement the 17 element OHS Management
system based on the Office Safe model. The pooling of resources between these two like-
environment groups has seen significant progress made.

Chief Information Officer Group (CIOG)
CIOG continues to develop the OHS management system (incorporating Defence’s 17 Elements).
The development phase is due to be completed in late 2011 with implementation being undertaken
in the first half of 2012. Well being programs of flu vaccinations for all interested CIOG staff was
undertaken and processes for screen based eye testing and ergonomic assessments have been
embedded. A comprehensive OHS Website for CIOG members is well maintained to ensure
quality information is available to all staff.

Defence Materiel Organisation (DMO)
DMO Safe focus has been on the revision of Element 10: Platforms Infrastructure, Plant and
equipment together with Joint Special Plant Licence requirements. The update of the Joint Special
Plant tools on the DMO website provides an easy to use suite of products to ensure compliance.
Significant resources have been applied to achieving the Safety in contracts implementation
project in addition to Hazardous Chemicals remediation.

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Defence Science and Technology Organisation (DSTO)
DSTO focus has been primarily around the Hazardous Chemicals Remediation Project, in
line with the Comcare Enforceable Undertaking. Since DSTO manages significant
stockholdings of hazardous chemicals, this has been an extensive activity. In addition,
DSTO has commenced a full review of their OHS Management System to ensure
compliance with the WHS Act and 17 element Defence OHS Model.

Defence Support Group (DSG)
DSG’s focus has been on improving OHS corporate governance and developing and implementing
the Base WHS Management System. The Defence Support OHS Strategy 2011-15 and
associated Defence Support OHS Improvement Plan 2011-12 were released during FY10/11.

Intelligence & Security (I&S)
The 17 Element OHS Management System (OHSMS) has been fully developed and rolled out
across the I&S Group from 01 Apr 2011. Communication and consultation has been extensive
with briefings on the OHSMS including the WHS Act being delivered to the Senior Leadership
Groups. In addition, in-house developed training packages have been presented to Agency Safety
Coordinators, Health and Safety Representatives, Agency OHS Committees as well as all new-
The first round of workplace inspections was conducted across the I&S Group in June 2011
resulting in 203 corrective actions being identified. The Group is busy undertaking corrective
actions prior to the next workplace inspections, scheduled for Aug 2011. Hazard identification and
risk assessments have been undertaken by a number of areas across the Group with half of the
hazards being eliminated and the other half being identified on the Group Hazard Register.
Senior Leadership commitment coupled with a robust OHS structure and communication strategy
has been instrumental in developing a strong safety culture across the I&S Group.

People Strategies & Policy Group (PSPG)
Collaboration in May 2011 between Strategic Human Resource & People Communications, the
PSPG’s Group Safety Coordinator (GSC) and BSCF resulted in successful identification and
reporting of workplace hazards through conducting a number Workplace Inspections in PSPG work
localities. People Strategies and Policy Group (PSPG) are pleased to report that we are nearing
the final stages with all 17 Elements of the PSP Occupational Health and Safety Management
System (PSP OHSMS) ready for implementation and will be launched as part of Safety Day 2011.

F-111 Deseal/Reseal Board of Inquiry Recommendations
The 55 recommendations arising from the F-111 Deseal/Reseal Board of Inquiry have been
addressed either through their completion or through their integration into existing
activities or scheduled programs.

A formal closure process has been developed and endorsed by the Defence OHS Committee. 35
recommendations arising from the F-111 Deseal / Reseal Board of Inquiry have been fully closed
in accordance with this process. Reporting will continue through the OHS Working Group to track
the remaining 20 activities through to completion in accordance with the closure process. The

2010/11 Annual Report                                                                      Page 14
Defence OHS Strategy 2007 - 2012

closure report is available on the OHS Branch intranet1 and will be updated on a quarterly basis
following the Defence OHS Committee meetings.

OHS Branch has allocated dedicated resources to this task to ensure closure of the Deseal /
Reseal Board of Inquiry recommendations by the end of the 2007/2012 Strategy.
    F-111 BOI Implementation Management Program:

There are a number of risks that continue to impact on the achievement of the Strategy.

Human resource constraints continue to impact the timelines in which initiatives are being
delivered. This year several projects experienced delayed commencement and slow progression
resulting in initiatives slipping into FY11/12. This lag is likely to affect the ability to achieve the
forecast progress through FY11/12.

As part of the DOHSC’s consideration of the FY11/12 Pending Work Program in March 2011 it was
identified that the impending implementation of the WHS Act in January 2012 has required a
refocus of resources in the short term to ensure compliance with the changes in the Act. This
movement of resources has impacted the Services and Groups ability to achieve completion of
implementation and improvement projects designed to achieve the Strategic objectives across
Defence as a whole.

The ongoing delays to the acquisition of a corporate OHSMIS is still impacting on the organisations
ability to undertake detailed OHS trend and analysis, and report on OHS performance and
compliance. Whilst significant progress has been made in this project, the implementation date is
2014 and Defence remains at risk until this system is operational.

2010/11 Annual Report                                                                                      Page 15

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