2007 Annual report (PDF 8.1 Mb) - University of Melbourne

STATUTORY
REPORTIng
NeuroSciences Victoria Ltd
To organise and focus neuroscience research so that the social and economic
potential offered by Australian neuroscience is realised.
Low
Medium
To promote and mediate large-scale collaborative research programs that will result
in discoveries and technologies for the management of neurological and psychiatric
disorders.
UIIT Pty Ltd
To provide seed funding to further develop promising research outcomes.
Low
Low
To assist with the commercialisation of such research outcomes.
UniSeed Management Pty Ltd To provide management services to UIIT Pty Limited. Low Low
5. Statement On Occupational Health and Safety (OHS) Matters
The University has a broad OHS risk profile, including specific risks associated with laboratory operations, workshop operations, chemical
storage, handling and use, and manual handling.
The University’s OHS Policy requires the University to take all reasonable precautions to provide and maintain, so far as is practicable,
an environment that is safe and without risks to health for employees, students and visitors. A new OHS Strategic Plan for 2007–2010
developed in 2006 was endorsed during 2007. The University OHS Strategic Plan 2007–2010 sets OHS goals by detailing four strategic
objectives. Table 1 provides a summary of significant achievements during 2007 towards meeting these objectives.
Table 1. Occupational Health and Safety Strategic Plan Summary of Achievements – 2007
Objective
Reduce the occurrence or re-occurrence
of workplace injuries and illnesses.
Achievements Towards Objective
Developed and/or implemented improved procedure for high consequence operations including:
> Working in confined spaces
> Interaction between vehicles and pedestrians
> High risk plant (pressure vessels)
> High risk plant (lifts)
Continued implementation of new risk management procedures.
Continued implementation of incident reporting and investigation procedures that identify root causes of incidents and
monitor corrective actions.
Continually improve compliance with
health and safety legislation and
conformance to SafetyMAP.
Improved health and safety related maintenance, and upgrading of University-maintained building infrastructure – the
Asset Protection Program.
Undertook program of retrofitting guarding to plant in building plant rooms, and plant controlled by the Faculties of
Engineering and VCA.
Improved contractor health and safety management systems monitoring in Property and Campus Services through
implementation of a new contractor database.
Developed and implemented new EHS purchasing procedures.
Internal SafetyMAP auditing program began to include monitoring of corrective action plans and review of all adverse
audit findings.
Significant reduction in number of non-conformance findings from internal SafetyMAP audits.
Internal SafetyMAP audit results reported to and monitored by both the Risk Management Committee and the Audit
and Risk Committee.
Regulatory activity reports provided to and monitored by both the Occupational Heath and Safety Committee and the
Risk Management Committee
Significant reduction in the number of Improvement Notices and/or Prohibition Notices issued by WorkSafe.
Introduction of multi-building emergency exercises.
Improve health and safety leadership and
culture throughout the University.
Provide high quality consistent and
practical health and safety information
and advice to the University community.
Financial incentive scheme implemented based upon SafetyMAP internal audit findings.
Executive EHS Roles and Responsibilities Training program commenced.
Continued review of the Environment Health and Safety (EHS) Manual resulting in the publication of 17 new/revised
EHS procedures.
New templates and examples of critical health and safety documents developed and published, including Health and
Safety Management Plans, Safety Bulletins and Safety Alerts.
University-wide network of health and safety professionals in high risk faculties/budget divisions established.
The University of Melbourne Annual Report 2007 85