Chief of Research, Knowledge and Consulting,
The Protecht Group
Director, Mentor, Coach and Safety Champion
C-Suite Safety Solutions
Join David Tattam and Micheal Martin (key guest speaker for five sessions), as they take you through a comprehensive journey leading to a vision for the future of WHS as it fits within an Enterprise Risk Management Framework.
Read more details about each session below the page.
Just fill up the form to access the recording and slides.
Work injuries and illnesses can affect every aspect of life for workers and their families.
Anyone who is passionate about Workplace Health and Safety including, but not limited to:
You will come away with a deeper knowledge of contemporary WHS thinking and the enhanced skills to become part of the overall enterprise risk management capability of your organisation. You will learn how to raise the profile and visibility of WHS within your organisation to improve engagement and ownership.
Remember: "Safety doesn't happen by accident."
Click on each session below to for more details:
Date: 6th of August 2020
Risk treatments and the hierarchy of controls – these are our front line in managing WHS risk, yet do we know them intimately and are we confident that they are effective and efficient?
Understanding the different types of treatment methods and controls and how they map between WHS and ERM is key in ensuring our frameworks are aligned. It is also crucial that we understand how controls modify our WHS risks and what the total cost of our controls are.
Date: 20th of August 2020
A Risk Management Framework (RMF) provides the skeleton on which great WHS risk management is built. The RMF provides the jigsaw puzzle of how an enterprise approach to WHS is achieved. The development of an enterprise approach to risk "ERM" requires WHS as a critical organisational risk to be fully integrated into the ERM framework.
Date: 3rd of September 2020
The hazard / risk assessment is the core of managing WHS risk. It is the periodic health check of our environment and our people to identify and assess the critical and key WHS hazards and risks and their related controls. The assessment provides the essential link between risk, our operating model and ultimately our strategy and objectives.
Date: 17th of September 2020
WHS risks produce many red flags, symptoms, and evidence as they develop. These are our key risk indicators. Also, the performance of many WHS controls can be tracked using key control indicators. The development of a robust set of key risk and control metrics is crucial in making our risk management more dynamic and real time and in providing the basis for quality risk reporting to executive management and board. Metrics also provide a basis for which adherence to, and monitoring of, WHS risk appetite can be performed. Identifying and operationalising a strong suite of indicators unlocks this powerful tool for proactive WHS risk management.
Date: 1st of October 2020
Theory is OK, but practice is better! Making great WHS management happen requires the collection, processing and reporting of a substantial quantity of data on an ongoing basis. Spreadsheets go so far but in order to build first class WHS capability, automation is required. How does the theory look in practice?
Date: 15th of October 2020
Unfortunately, even with great WHS management, incidents will still happen. When they do, our focus needs to be on effective and efficient management of the WHS incident from initial response and management, through effective communication and reporting to using the incident to learn and feed that learning back into stronger WHS management.
Date: 29th of October 2020
Controls are our first line of defence against WHS risks. They are the main source of protection and the main techniques we have to reduce our risks to As Low As Reasonably Practicable. However, controls are often misunderstood and poorly monitored. The effectiveness of the controls in managing the WHS risks are not always known. In addition, very few executive management teams and boards have appropriate visibility over the nature and effectiveness of the WHS control framework. Ensuring optimal control design and ensuring we are regularly testing the effectiveness of our critical controls is key in being able to provide the required assurance to executive management and board as to the strength of our internal control framework over our WHS risks.
Date: 12th of November 2020
The proliferation of WHS legislation at every government level makes WHS compliance seem overwhelming. Yet, WHS legislation is fundamentally a codification of minimum control standards we must have in place to meet society's risk appetite expectations for WHS risks. The efficient and effective management of our WHS obligations as well as the management of our WHS compliance risks need to be integrated to ensure we are not only achieving compliance but also managing our WHS risks effectively.
Date: 26th of November 2020
Risk management and risk reporting has traditionally been “point in time”, infrequent and backward looking. WHS risk is dynamic, it is always changing. We must move to a more real time, dynamic view of WHS risk that provides a complete picture of each critical risk based on all available information available at the time of reporting. This should include the latest risk metrics, the latest controls testing, up to date summary of WHS incidents and so on. This can only be achieved through integrated dynamic risk reporting.
Date: 10th of December 2020
Making it work in practice. The operationalisation of the concepts requires efficient and effective automation. Visualisation of the concepts in practice is key to making a link between theory and practice. The use of technology to effortlessly capture data, communicate to whoever needs to know, transform, aggregate and amalgamate data and report at all levels of the organisation is key. One source of data truth and multiple uses of the data is the answer.