MESSAGE FROM THE DOHSC CHAIRMANThe <strong>Defence</strong> OHS <strong>Strategy</strong> defi nes the strategicobjectives that are required to achieve our desiredOHS culture <strong>and</strong> deliver a high st<strong>and</strong>ard of OHSperformance. It articulates our OHS policy <strong>and</strong>expected outcomes.The <strong>Defence</strong> OHS Strategic Plan 2004-2006 identifi ed three phases to achieve OHSimprovement in <strong>Defence</strong>: Reposition, Reshape<strong>and</strong> Realise. The primary objective of this<strong>Defence</strong> OHS <strong>Strategy</strong> will be to reshape <strong>Defence</strong>OHS management <strong>and</strong> realise performanceimprovements. The foundation of this work isdeveloping <strong>and</strong> implementing the elements of the<strong>Defence</strong> OHS Management System (OHSMS), acritical element of which is the OHS ManagementInformation System (OHSMIS).The <strong>Defence</strong> OHSMS provides a planned,documented <strong>and</strong> quantifi able approach for thecomprehensive <strong>and</strong> systematic managementof OHS. Our OHSMS encompasses the areasof leadership, incident prevention, incidentmanagement, <strong>and</strong> supporting managementarrangements. It provides the architecture toembed a repeatable way of managing OHS thatincludes the integration of deliberate practices,processes <strong>and</strong> linkages, while remainingsuffi ciently fl exible <strong>and</strong> responsive to meetchanging dem<strong>and</strong>s.We seek to move beyond a simple focus onlegislative compliance <strong>and</strong> evolve into a valuesbased,learning organisation. Thus, proactivelymanaging all workplace hazards to protect ourpeople across the spectrum of activities we areengaged in including deployments, operations<strong>and</strong> working at <strong>Defence</strong> facilities. Our <strong>Defence</strong>values guide the behaviour of our people, atevery level of the organisation, <strong>and</strong> will underpinour desired OHS culture. We will have achievedour desired OHS culture when:>>>>>>OHS is recognised as a force multiplier byits inherent link to force preservation <strong>and</strong>sustainability of operations, <strong>and</strong> is embeddedin all capability development, acquisition,contracting, design, operational planning,operations <strong>and</strong> business activities.OHS roles <strong>and</strong> responsibilities at all levelsare clear <strong>and</strong> understood, supported bydemonstrated leadership commitment <strong>and</strong>integrated into people management systems.Accurate OHS information is captured <strong>and</strong>disseminated in an effective <strong>and</strong> timely mannerthrough integrated systems <strong>and</strong> is used indecision making.All personnel accept responsibility for theiroccupational health <strong>and</strong> safety, <strong>and</strong> that ofothers in the workplace, <strong>and</strong> regard it as anintegral part of the daily working routine.Innovative, healthy <strong>and</strong> safe work practicesare supported through appropriate reward<strong>and</strong> recognition.Emphasis is given to identifying root causesof incidents, taking preventive action, <strong>and</strong>ensuring lessons are learned.>All <strong>Defence</strong> personnel, Australian <strong>Defence</strong>Force Cadets <strong>and</strong> Contractors apply valuebased decisions that contribute to a <strong>Defence</strong>wide safe <strong>and</strong> healthy work environment.Implementation of the <strong>Defence</strong> OHS <strong>Strategy</strong>will take place at two levels: the corporate level<strong>and</strong> the individual Service <strong>and</strong> Group level. At thecorporate level, the objective will continue to be theachievement of Strategic Objectives that requirea coordinated approach across the Services <strong>and</strong>Groups. At Service <strong>and</strong> Group level, the objectivewill be on implementing arrangements to meet theindividual organisations’ needs while supportingcorporate OHS improvement initiatives.As Chair of the DOHSC, I will supportimplementation of this <strong>Strategy</strong> by:>>>>coordinating the development <strong>and</strong> maintenanceof the <strong>Defence</strong> OHSMS to achieve effectiveimplementation within individual Services <strong>and</strong>Groups;ensuring the OHSMS supports joint <strong>and</strong>interagency operations;aiding the Services <strong>and</strong> Groups to translatecorporate improvement initiatives into actionsthat effectively meet their individual OHSmanagement requirements;assisting the Services to develop approachesfor managing OHS in joint operationalenvironments;>>>>working collaboratively with the Services<strong>and</strong> Groups to identify <strong>and</strong> address commonOHS management issues;guiding development of policy <strong>and</strong> practicesfor OHS hazard <strong>and</strong> risk management that areunderst<strong>and</strong>able <strong>and</strong> effective;ensuring, as chair of the DOHSC, thatproposals for improved OHS managementare appropriately considered <strong>and</strong> funded; <strong>and</strong>coordinating corporate level OHS initiatives,concentrating on the highest priorityimprovements that can be achievedwithin available resources.Allocation of resources to meet the priorities of this<strong>Strategy</strong> will be addressed through Service <strong>and</strong>Group budget estimates processes, the <strong>Defence</strong>Management <strong>and</strong> Finance Plan, the <strong>Defence</strong>Workforce Plan <strong>and</strong>, in respect of corporateinitiatives, funding from DOHSC. In developing ourOHS capability we also need to recruit <strong>and</strong> developOHS professionals, specialists <strong>and</strong> representativesto play key roles in OHS management.Major General Mick Slater, DSC, AM, CSCChairman,<strong>Defence</strong> <strong>Occupational</strong> <strong>Health</strong><strong>and</strong> <strong>Safety</strong> Committee4
GOVERNANCEThe <strong>Defence</strong> OHS <strong>Strategy</strong> is consistent with<strong>Defence</strong>’s existing governance arrangements.These arrangements are refl ected in the MinisterialDirective to the Secretary <strong>and</strong> CDF <strong>and</strong> cascadedown to the Service Chiefs <strong>and</strong> Group Headsthrough Charter Letters <strong>and</strong> OrganisationalPerformance Agreements. Customer ServiceAgreements provide the mechanism fordocumenting inter-Service/Group arrangements,<strong>and</strong> provide the accountability framework fordirecting <strong>and</strong> controlling performance in <strong>Defence</strong>.OHS is integral to delivering capability <strong>and</strong> isimplicit within these governance arrangements.The <strong>Defence</strong> Committee’s (DC) role is to makedecisions aimed at achieving the outcomesspecifi ed in the Ministerial Directive to the CDF <strong>and</strong>Secretary. The DC focuses on the longer term,giving direction <strong>and</strong> assessing performance indelivering results.The <strong>Defence</strong> <strong>Occupational</strong> <strong>Health</strong> <strong>and</strong> <strong>Safety</strong>Committee (DOHSC) is a DC sub-committeeresponsible for oversighting the <strong>Defence</strong> OHS<strong>Strategy</strong> <strong>and</strong> supporting activities. The Chair ofthe DOHSC is responsible <strong>and</strong> accountable tothe Secretary <strong>and</strong> CDF, the designated employersunder the <strong>Occupational</strong> <strong>Health</strong> <strong>and</strong> <strong>Safety</strong>Act 1991. The DOHSC reports to the DC onsignifi cant OHS issues <strong>and</strong> annual progress withimplementing the <strong>Defence</strong> OHS <strong>Strategy</strong>.The Chair of the DOHSC is also the principal OHSpolicy adviser to the DC <strong>and</strong> is responsible forproviding a corporate OHS policy <strong>and</strong> governanceframework.Service Chiefs <strong>and</strong> Group Heads are responsiblefor the OHS performance of their respectiveorganisations <strong>and</strong> reporting to the DOHSC.OHS performance to meet statutory reportingrequirements, including the <strong>Defence</strong> AnnualReport, is coordinated through the <strong>Occupational</strong><strong>Health</strong>, <strong>Safety</strong> <strong>and</strong> Compensation Branch.5
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