9.00 Opening Remarks from the Chairman

9.10 Managing the Legislative Changes in WA

• Persons Conducting a Business or Undertaking (PCBU)
• Principal Hazard Management Plans (PHMP’s )
• Moving away from Instruments of Declaration
• Safety Culture components of RADARS

Craig Cullen
OSH Focus Group Coordinator
DEPARTMENT OF MINES AND PETROLEUM

9.50 Assessing your Organisational Culture to Determine Future Safety Strategies

• Outlining the key characteristics of a successful safety leadership and behavioural based safety programs
• Analysing and documenting findings to determine how it could work and avoid the shortfalls
• Investigating the psychological, cultural and business principles
• Enhancing culture through effective communication and feedback strategies
• Developing the right program to suit your business needs

11.10 Introduction to Behavioural Based Safety in Construction

• Understanding the background of behavioural based safety programs
• Describing the purpose, the need and principles behind the process
• Tips for successfully implementing a behavioural based safety program
• Key components of ensuring the strategy remains consistent and successful

Matthew Little
National Safety, Security & Crisis Manager
ABB AUSTRALIA

11.50 Developing a Greater Knowledge of How to Instil a Behavioural Safety Culture

• Creating ownership of safety practices amongst all employees to build a safety culture
• Understanding where culture comes from and analysing the influences
• Prioritising safety for the individual and ensuring the safety procedures are part of employee KPI’s
• Sustaining improvements gained in advancing and continuously developing the practices adopted

Gavin Waugh
Director and Secretary
SAFETY INSTITUTE OF AUSTRALIA

1.30 Effective Safety Leadership Strategies

• Developing specific tools to ensure employees are observed and receive constant attention
• Providing adequate safety leadership support to senior, middle and front line management
• Recruiting, developing and tracking dedicated project coordinators
• Monitoring all BBS statistics to ensure the project stays on track
• Maintaining a consistent focus, purpose and execution

Trevor Gunning
Occupational Health & Safety Manager
THIESS

2.10 Effective Strategies to Manage Human Error Factors

• Understanding how human error factors associated with causing incidents
• Hints, tips and proven error prevention techniques
• Identifying and analysing human errors and various situations that can cause them
• Devising a strong training, management and communication strategy to manage potential errors
• Improving human performance and optimising procedures

Mark Andrew
Principal Risk
GHD

3.20 ROUNDTABLE DISCUSSION: Implementing and Enhancing Safety Culture through Effective Communication Strategies

• Understanding your business model, project teams and existing communication plans
• Determine the best lines of communication with all employees and managers and clearly define goals in writing
• Identifying and overcoming the barriers to effective communication including resistance to change
• Ensuring all questioning and speaking skills extract the best information
• Always ensuring feedback is given and taken on board

Bruce Vernon
General Manager – Health and Safety
CROSSLANDS RESOURCES

4.00 Setting Effective Change Management Processes to Ensure all Project Teams Commit to New Safety Procedures

• Identifying areas of development and ensuring all employees are educated to a high standard
• Encouraging employee buy‐in through demonstrating the success of safety strategies
• Changing the mind‐set of employees to ensure new initiatives are met
• Monitoring success and utilising evaluation techniques to encourage employees to provide new ideas
• Ensuring that continuous change is managed efficiently to enhance existing models

Invited:

Brian Long
Group Head of Environment Health & Safety
BOVIS LEND LEASE

4.40 Closing Remarks from the Conference Chair and Close of Day 1