#NSW WHS audit

[progressdisability]

What Can an NDIS Provider Do For You?

The National Disability Insurance Scheme (NDIS) is an initiative to help disabled people reach their goals. The goal of the NDIS is to provide participants with support and services that can improve their quality of life.

Platform providers that connect NDIS participants, nominees, or child representatives with NDIS providers and workers are considered PCBUs under WHS laws. This means they have duties, obligations and responsibilities.

Foster care

Foster care is an option for children who cannot live with their birth families. These children may have been removed from their homes because of abuse, neglect or other reasons that threaten their safety. They can be placed in a foster home, group care, treatment centre or a residential child care community. Foster care is provided by state-certified caregivers and is compensated for expenses. Foster parents work as a team with social services, biological families and other community partners to ensure the child’s well-being.

The National Disability Insurance Scheme (NDIS) provides support for people with disabilities to help them reach their goals and enjoy life. NSW NDIS providers are organisations that have been approved to deliver services to participants, and meet strict quality and safety standards.

To become a foster carer, you will need to be over 18, and have a current NSW Working with Children Check clearance. You will also need to undergo a thorough home study and medical assessment.

Supported living

Supported living is a combination of accommodation and personal care, which can be either shared or individual tenancies. It’s ideal for those who can’t live independently or need extra help at home, but don’t require residential care. It’s also suitable for those who need assistance with daily activities, such as cooking and washing.

NDIS participants can get SIL, or supported independent living, as part of their NDIS plan. This type of support is delivered by a registered provider and can be provided in your own home or a community setting. It can also include home modifications to improve accessibility and safety.

SIL housing options are located in desirable areas and are close to community facilities. They are a great choice for people with disabilities who want to live in a safe and secure environment. They can also provide access to services and opportunities that will enable participants to build independence. SIL housing is available for both NDIS participants and non-participants who are eligible to receive disability supports from the NDIA.

Residential care

A registered NDIS provider can help you to live in a place that is safe, secure and offers the care and support services that you need. They will also provide you with a range of lifestyle activities and social participation opportunities. They will be available to you 24 hours a day. They can also help you with daily living skills, such as bathing and dressing.

NDIS participants can also choose to live in sheltered housing, where they will have their own apartment block and will be cared for by wardens or supervisors. This is a good option for people who prefer domiciliary care to residential care.

If you’re thinking of becoming an NDIS service provider, it’s important to do your research carefully. You can find more information by visiting the NDIS website or speaking to a specialist NDIS planner. You can also ask for advice from NDIS provider registration specialists, like Provider+. They offer consulting, audit assistance and policy creation to help you become a registered NDIS service provider.

Community living

Community living is a type of disability support that focuses on helping adults with disabilities to live in the place of their choosing. It also helps them to stay connected with friends and family, work and earn a living, and take part in social activities based on their interests. This type of living is often more affordable than other options.

There are several different models of community living, including residential care homes and supported apartments. Some people choose to live in a shared house with other people with disabilities, while others may prefer to live in an apartment that is more private. Both types of community living offer benefits, including a sense of security and convenience.

The first step to receiving community living services is applying for an NDIS plan. You can apply online or by contacting the NDIS directly. Once your NDIS plan is approved, you can start selecting registered providers to deliver the services you need.

[gccertification-blog]

If you are looking for ISO 45001 Certification for your firm then contact ‘Global Compliance Certification’. They are one of the trusted consultancies delivering best solutions among other firms in Australia. ISO 45001 has become the most widely used occupational health and safety management system in the world.

[cooldavidkentposts]

Coveted certification for Sekisui House

Residential property builder and developer Sekisui House has attained ISO 14001:2015 Environmental Management System (EMS) certification across its business operations in Australia. The company is reported to be the only manufacturer in the residential construction industry to hold the coveted international accreditation.

Based in Osaka, Japan, Sekisui House has over 24,000 employees globally, with a corporate philosophy focused on creating homes and communities that improve with time and last for generations. Sekisui House is claimed to be the global leader in the construction of net-zero-energy homes with more than 44,000 built since the product was launched in 2013.

Sekisui House Australia WHS&E Manager Darren Butt said, “Sekisui House and our SHAWOOD products continue to be industry leaders for innovation and compliance. This latest certification positions Sekisui House as the only company with active JAS-ANZ ISO 14001:2015 certification for manufacturing in the residential construction industry.

“Together with our AS/NZS 4801:2001 OH&S certification, achieving the latest EMS endorsement has strengthened our resolve to set the benchmark for safety and environmental sustainability.”

Sekisui House’s Manufacturing and Quality Control Centre in Ingleburn, NSW, engineers and manufactures SHAWOOD’s glulam (glued laminated timber) posts and beams, timber trusses and infill timber frames, and is used to warehouse SHAWOOD’s Japanese imported materials. The 7200 m2 centre uses highly technical computerised machinery, including an imported SHAWOOD combined processor and frame and truss timber cutting machine.

“Sekisui House’s global environmental value is about preserving natural ecosystems and reducing the development’s impact on the environment,” Butt said. “Our company and people are always working towards a balanced approach in this area.

“These certifications reinforce our holistic approach in construction and manufacturing. We lead the industry in our designs, products and manufacturing processes, which is achieved by ensuring safety and environmental compliance is applied throughout every stage,” he said.

ISO 14001:2015 certification involves presenting a documented and functioning EMS; providing evidence that the EMS processes are practically applied throughout business operations; reporting, recording and monitoring of the application’s effectiveness; and Kaizen applications (systems for continual improvement) for internal environmental controls.

Michael Boa, Conformity Assessment Manager at International Certifications Australia, said, “Sekisui House has demonstrated leadership and commitment to developing and implementing the Environmental Management System. This is reflected in the strong level of conformity against standard requirements to develop and maintain a management system for environmental improvement in sustainability and prevention of pollution.

“Audits of the Ingleburn Manufacturing and Quality Control Centre provided an insight into Sekisui House’s commitment to implementing this certification, through the presentation of a clean and functional factory for employees, high levels of alignment with waste recycling and many operational practices in environmental sustainability,” Boa said.

Image courtesy of Sekisui House.

source http://sustainabilitymatters.net.au/content/sustainability/news/coveted-certification-for-sekisui-house-688844663

from WordPress https://davidkent.home.blog/2019/09/09/coveted-certification-for-sekisui-house/

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The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor.

  Report on risks Submission details Candidate’s name Phone no. Assessor’s name Phone no. Assessment site Assessment date/s Time/s The assessment task is due on the date specified by your assessor. Any variations to this arrangement must be approved in writing by your assessor. Submit this document with any required evidence attached. See specifications below for details. Performance objective For this task you are required to determine the risk context associated with establishing a new business outlet within the existing business structure. You will be required to review internal and external environment factors, obtain support for activities and liaise with relevant stakeholders to identify risks. Assessment description For the MacVille Pty Ltd simulated business scenario provided, you are required to assume the role of Brisbane store Assistant Manager, Ash, who has just been promoted to be Manager of a new store. Ash has been tasked with conducting a risk management analysis of this new venture. There are three stages to this project: (1) review, (2) analyse and plan, and (3) monitor. This project is divided into three assessment tasks as follows: For this assessment task, you will need to review the simulated business’s risk management processes and determine the scope and objectives, taking into account stakeholders and both internal and external environmental factors affecting the organisation. Once you have gathered this information, you are to identify risks and write a draft report to the CEO. You will meet with the CEO to discuss your report, seek support for your findings, and approval to communicate risk management processes to relevant stakeholders for their feedback and participation. Procedure You will assume the role of Ash, Assistant Manager of the Brisbane MacVille café, who has just been promoted to Manager of the new Toowoomba store. In preparation for the new venture, Ash has been tasked with conducting a risk management analysis of this project: Excerpt of email from CEO Paula Kinski From: CEO – P. Kinski To: Assistant Manager – Queen Street store Re: New Toowoomba store Congratulations on your new appointment. Prior to taking up your position as Manager of our new Toowoomba store, located in Ruthven Street, the Board of Directors has asked that the risks in this project be appropriately managed. I want you to undertake this task as it will give you significant insight into the store’s operations, it will ensure a smooth transition for Hurley’s Café staff into the MacVille family and will encourage you to give ongoing support for our risk management initiatives. I would like you to approach this task in three stages and meet with me at the end of each phase to review your work and discuss your plans for the subsequent phases. The three stages in this risk management task will include: 1. Review. 2. Analyse and plan. 3. Monitor. … Once I have received your risk review report, we will need to discuss the steps that you will take in the risk management process. Regards P. Kinski CEO MacVille Cafés (Qld) 1. Review the provided MacVille simulated business scenario information and documentation provided in the Appendices of this task. 2. Write a report for the CEO (your assessor) that addresses the following: a. The effectiveness of the MacVille Risk Management Framework in supporting the principles and processes of risk management, set out in the risk management standard AS/NZS ISO 31000:2009. Outline the purpose and key elements of the standard in your discussion. b. Identify and describe the scope of risk management required in your role. c. Identify and describe the critical success factors, goals or objectives for areas included in the scope. d. Identify relevant internal and external stakeholders, their role in the risk management process, and any issues or concerns they have raised. Complete the Table of Stakeholders Template (provided in Appendix 3 of this task) and attach to your report. e. Complete a PEST analysis and a SWOT analysis to identify risks associated with the scenario. Outline the relevant legislation, regulations and standards (including those at a local level, i.e. Toowoomba Council). f. Describe the methods of research that you used to complete your PEST and SWOT analysis. For example, how you approached the simulated business information; legislation, regulations, etc.; and any other information or research on risk that applies to the scope of your report. g. Complete the analysis of risk for the scenario by summarising the scenario and identifying a list of risks to the project. Note: Ensure your report is written in a style appropriate to your stakeholder audience, for example, using appropriate language and including appropriate illustrative material (such as checklists, diagrams or flow charts) and attachments to support your summary. 3. Submit your report as per the specifications on the next page. Be sure to keep a copy for your records. 4. After you have developed your report, write an email that is intended for relevant stakeholders (identified in Step 2). Your email should clearly ask stakeholders for input, include a list of risks you have identified and invite them to assist in identifying any additional risks. 5. Send the email to the CEO (your assessor) for review and request a meeting to discuss identified risks and further risk management processes. 6. Meet with the CEO to: a. discuss your findings, particularly your understanding of the critical success factors and goals b. explain the MacVille risk management process c. discuss how you can communicate with stakeholders about the risk management processes in this scenario and invite them to participate in discussions to further identify risks associated with the scenario d. obtain the CEO’s support for ongoing risk management activities e. ask the CEO for input on additional risks. 7. In dot-point form, summarise your discussion with the CEO. This should include any recommendations they made to you. 8. Submit the required documents for assessment as per the specifications below. Be sure to keep a copy for your records. Specifications You must provide: ? a risk review report, including a completed table of stakeholders ? email communication to stakeholders ? summary notes from your meeting with the CEO. Your assessor will be looking for evidence of: ? reading skills to gather, review, interpret and analyse text-based business information from a range of sources ? written and oral communication skills to organise and deliver information to effectively communicate risk management processes to a range of stakeholders ? numeracy skills to interpret mathematical data when reviewing and analysing scenario business information ? ability to work independently as well as collaboratively to make decisions about risk management ? ability to interact with others using appropriate conventions when communicating to, and consulting with, stakeholders ? ability to sequence and schedule activities and manage communication ? ability to analyse relevant information to identify scope, goals and objectives and to evaluate options ? ability to use familiar digital technology to access information, document findings and communicate them to stakeholders. Adjustment for distance-based learners ? No variation of the task is required. ? A follow-up interview may be required (at the discretion of the assessor). ? Documentation can be submitted electronically or posted in the mail. ? The role-plays can be adjusted for distance learning. The role-plays for this task can be varied to take place using Skype conferencing (or any other video conferencing tool available to both you and the assessor).

Appendix 1: MacVille Pty Ltd simulated business Background As part of their overall strategy in the Australian beverage market, MacVille Pty Ltd have developed a chain of cafés in the Central Business District (CBD) of Brisbane, Queensland and the CBD of Sydney, NSW. The Board of Directors has made the decision to expand their operations in Queensland with the purchase and re-branding of the existing Hurley’s Café in Toowoomba, 130 km west of Brisbane. Ash is currently the Assistant Manager of MacVille’s flagship café in Queen Street, Brisbane, and has been given the opportunity to manage the new store in Toowoomba. Ash is also a member of the Finance, Audit and Risk Management (FARM) Committee described in the MacVille Risk Management Policy. The CEO for MacVille’s cafés in Queensland, Paula Kinski, has assigned Ash the task of managing the risks involved with the operational aspects of this takeover. A copy of her email is provided below. Email from CEO Paula Kinski From: CEO – P. Kinski To: Assistant Manager – Queen Street Re: New Toowoomba store Congratulations on your new appointment. Prior to taking up your position as Manager of our new Toowoomba store, located in Ruthven Street, the Board of Directors has asked that the risks in this project be appropriately managed. I want you to undertake this task as it will give you significant insight into the store’s operations, it will ensure a smooth transition for Hurley’s Café staff into the MacVille family and will encourage you to give ongoing support for our risk management initiatives. I would like you to approach this task in three stages. After the first stage, we will meet to review your work and discuss your plans for the subsequent phases. The three stages in this risk management task will include: 1. Review. 2. Analyse and plan. 3. Monitor. Your primary risk management focus is directed to the ongoing operations of the Toowoomba café. The strategic and investment risks of this project are being managed by the Board. To this end, you are to consider any risks that could impact on human resources management, financial operations, WHS, our supply chain and the local governance and overall compliance issues. MacVille has agreed to employ all existing staff at Hurley’s Café on three months’ probation. The current supervisor of Hurley’s, James Mansfield, has been offered the position of 2nd In Charge and he has accepted. While settlement on the purchase of the business is not for another few weeks, the seller has agreed to grant us full access to the store’s operational processes and store information. You should liaise weekly with the Finance, Audit and Risk Management (FARM) Committee here at head office concerning the marketing, finance and store management functions that you are investigating. I will set up a regular meeting for you. Head office has a report on a similar expansion conducted by the NSW team that may help you in your research. You may need to review other statistical information and engage specialists to help you with your investigation. The legal firm Goldsmith Partners are advising MacVille on the Hurley’s Café acquisition and would be available to help you with legal or any compliance issues. The landlord of the shop in Toowoomba, Ron Langford, is also a local councillor and has offered his assistance in getting established in Toowoomba. He has offered his availability for email address for correspondence. When you have finished your report, please name it according to our document naming conventions and send it through. Once I have received and discussed your risk review report, we can move onto the next stage of the risk management process. Regards P. Kinski CEO MacVille Cafés (Qld) MacVille document naming convention Files should be saved using the document name, the date and the document version. For example, a meeting agenda for a meeting on 1 March 2014 would be saved as ‘Meeting Agenda 01032014 v1’. Site visit – New Toowoomba store (the existing Hurley’s Café) You received permission from Paula to travel to the Toowoomba store to start your research. Paula had cleared it with James Mansfield, the current senior supervisor, who will spend most of the day with you helping answer your queries. She also arranged for you to spend time with Ron Langford, the store’s landlord. Meeting with James Mansfield You arrived at the café and noted the two hours of drive time that it took to get there from the CBD of Brisbane. You met with James, who took you through a complete overview of the store and the surrounding area. He was OK with the idea that you needed to take notes in preparation for a report. After lunch, you went over your notes to revise and edit key concerns and significant events that you had written down earlier: Notes from meeting with James Mansfield ? The location of the store on the corner of the two main streets of the city makes for easy access for local customers and high visibility for tourists. ? The long drive from Toowoomba to Brisbane would make attending the weekly managers meeting difficult considering many meetings did not finish until into the evening after refreshments. There are also manager training sessions that need to be completed over the next six months in with a few other assistant managers. Navigating the steep narrow climb up the range with trucks blocking the way is quite difficult even in daylight hours. Being a competent driver you feel that it would be unlikely that you would be involved in an accident, but it still concerns you considerably. ? The two-hour delivery time would make fresh pastry deliveries from the company’s central bakery plant impractical. The pastries would arrive after the morning rush. These are a key part of the MacVille product assortment. ? There is also a concern about getting the company-branded supplies through as quickly as a CBD Brisbane store could. ? Hurley’s Café was a family-run store and some family members were employed on the staff. James was engaged by the family to supervise the operations of the store and Mr Hurley as manager would authorise wages but anyone can authorise deliveries. ? When asked about written policy and procedures manual, James said that Mr Hurley set the policy and procedures verbally and on the few days each week he was in the store he would show the staff how to do things the way he wanted them done. ? Water use – Water wastage present; the dishwasher is often run when only half full; fruit and vegetables are washed under a fast-running tap; toilets all use the single flush system; James explained that Mr Hurley instructed the staff to keep the nonnative flowering plants in the courtyard fully watered. ? The dishwasher was always set to the full wash setting and has a Water Efficiency Labelling and Standards Scheme (WELS) rating of 3. The more water efficient 5–6 star dishwashers cost about $6,000 and above. ? Dual-flush system would cost about $7,500 to upgrade. The store currently uses 41,500 litres a week. ? James spoke about the café attracting a large percentage of retirees because of the easy access to buses and the store’s central location. ? The same staff member that completed the cash register balancing also completed the bank deposit form and did the banking as well. The banking was not done every day and often $4,000 was kept on the premises overnight in the cash register. There was no safe. There is a bank two shops away but the Hurley family bank is a couple of blocks away and there was not always time to do the banking. ? James replied to your question about the possibility of break-ins, saying that there was a 50% chance of it happening in a year and the consequence was moderate. ? Not all takings from the cash register by family staff members were recorded. ? The fit-out looked old and unattractive in parts, with some chairs unstable and broken and some parts of the worn carpet were simply taped over with gaffer tape. ? One of the staff was a qualified chef who had developed an innovative and popular range of rice wraps that were tasty, gourmet and healthy. None of the other cafés in the area offered these. ? No established process for dealing with injuries that happened at work. ? James gave a brochure about an innovative frozen par-bake cooking system that was under the limit set by council for an exhaust system, yet it cooked fresh bakery items in 30 minutes from frozen par-baked pastries. ? The computer with all the store’s employee details, and financial records was not password protected and anyone could access the information. ? James’s response to your question about the lack of sales promotion techniques was that he could not get the staff interested in the activity so he stopped trying to make it happen. ? The employee detail form requested information about the employee’s entire past health issues. ? The wage and superannuation records seemed to be incomplete, with many calculations being worked out by the number of hours worked multiplied by a set ‘in the hand’ amount. ? James also provided a brochure about a company that could come and set up WiFi in the café so that customers could use their computer notebooks and connect to the internet while they were dining in the café. Meeting with Ron Langford You met with Ron Langford in his office to discuss the café, council by-laws and aspects concerning the surrounding district. You took notes that included the following significant information. Notes from meeting with Ron Langford ? Ron explained that there were opportunities for opening more cafés in the surrounding shopping centres like Wilsonton, Clifford Gardens and K-Mart Plaza. ? Ron handed you an extract from a government report, ‘Economic Brief’. ? Ron explained that the federal government was now introducing legislation that backs up the local by-law concerning efficient water usage, particularly by industries. The current by-law has fines of up to $50,000 for excessive water breaches. Ron did explain that the council was allowing some time to ‘make good’ under certain circumstances on a case-by-case basis. Ron also agreed with the idea of installing a water tank in the courtyard for the café to use and would help get it built. ? Ron explained that Toowoomba was obviously a place for retirees and the population was growing. ? Ron spoke about the federal government’s National Broadband Network being rolled out in Toowoomba, which would allow efficient and effective video streaming and teleconferencing. ? Ron spoke about a current by-law that is due for implementation on the first of next month, which will allow cafés to expand their footpath dining and so put more tables and chairs outside their premises. ? Ron also spoke of the fact that representatives of a large international chain of coffee shops had been making enquiries around town about opening a store in the Toowoomba CBD. Meetings with Senior Management Team and Finance, Audit and Risk Management (FARM) Committee Soon after you returned from your research trip to the Toowoomba store, you attended two teleconferences. First teleconference First, you met with the senior management team. At this teleconference, you discussed issues raised by James Mansfield and Ron Langford and the report on previous NSW expansion, which head office had given you: Report into the acquisition and re-branding of the NSW expansion store. Paula said that there may be some things to learn from the NSW experience. Key problems identified in the report were as follows: 1. Lack of internal controls, particularly over cash handling, monitoring and recording. 2. Failure to meet compliance standards in WHS, privacy and industrial relations law. 3. Lack of written policy and procedures to guide staff in carrying out their duties. 4. Lack of a professional business culture in the family run business. 5. Failure of the business to monitor the external environment and find opportunities and threats to the business. The team agreed that similar issues would pose a risk to the Toowoomba expansion. Second teleconference You then held a teleconference with the FARM Committee. At the teleconference, you relayed the concerns of the senior management team. The FARM Committee decided to allow you time to complete your review and then would include discussion of your review in the monthly Board of Directors meeting. Appendix 2: MacVille Pty Ltd – Business plan (excerpt) MacVille Pty Ltd: Risk management policy Introduction MacVille recognises that risk management is an essential component of good management practice and is committed to ensuring the implementation of risk management processes that focus on the proactive management of risks across the organisation. This risk management policy forms part of MacVille’s internal controls and corporate governance arrangements. The risk management policy is designed to: ? identify, evaluate, control and manage risks ? ensure potential threats and opportunities are identified and managed ? inform directors, senior management and staff members about their roles, responsibilities and reporting procedures with regards to risk management ? ensure risk management is an integral part of planning at all levels of the organisation. Policy MacVille is committed to achieving its vision, business objectives and quality objectives by the proactive management of risk at all levels of the organisation. MacVille will identify, evaluate, control and manage risk throughout the organisation in accordance with the ‘MacVille Risk Management Framework’. See risk management strategy for framework details. Responsibility and Authority Directors, management and employees of MacVille have responsibility for implementing aspects of this policy. Role of the Directors The Directors have a governance responsibility in the management of risk. This includes: ? determining which types of risk are acceptable and which are not ? setting the standards and expectations of staff with respect to conduct ? approving major decisions affecting MacVille’s risk profile or exposure ? monitoring the management of significant risks to reduce the likelihood of potential organisational risks and threats or failure ? being satisfied that risks are being actively managed, with the appropriate controls in place and working effectively ? annual review of MacVille’s approach to risk management and approval of changes or improvements to key elements of its processes and procedures. Role of the Senior Management Team and Store Managers Key roles of the senior management team are to: ? implement policies on risk management and internal control where this is deemed appropriate ? identify and evaluate areas of significant risks potentially faced by MacVille for consideration by the Directors ? identify areas where risk management is not adequately addressed and advise the Directors accordingly ? review and update the Risk Management Strategy ? undertake an annual review of the effectiveness of systems of internal control and provide an annual report to the Directors, including a summary review and respective recommendations. Role of Café Employees Key roles of employees are to: ? familiarise themselves with the content of the Risk Management Policy and clarify any aspects necessary with a senior team member ? consider any risks they feel could impact on them meeting their objectives and either manage the risk if it is in their control to do so, or inform a management team member of their concerns ? advise senior management, in the first instance, or the Board of Directors, if concerned about any fraud or unethical behaviour. MacVille Risk Management Framework This framework encompasses a number of elements that together facilitate an effective and efficient operation, enabling MacVille to respond to a variety of operational, financial, commercial and strategic risks. These elements include: ? policies and procedures ? monthly reporting ? business planning and budgeting ? risk management review ? external audit. Policies and procedures A series of policies underpin the internal control process. These policies are endorsed by the directors and are implemented and communicated by the senior management team to all staff. These policies include: ? Human Resources Policies: ? Staff Travel Policy ? Harassment Policy ? WHS Policy ? Return to Work Policy ? Work–Life Balance Policy ? Equity/Discrimination/Diversity Policy ? Parental Leave Policy ? Organisational Culture Policy ? Financial Policies: ? Bad Debt Policy ? Cash Reserving Policy ? Revenue/Expenditure Recognition Policy ? Finance, Audit and Risk Management (FARM) Committee Terms of Reference, including delegations ? Corporate Governance Policies: ? Board Protocol ? Sitting Fees Policy ? Directors Remuneration Policy. Monthly reporting Decisions to rectify problems are made at regular meetings of the senior management team. Comprehensive reporting at Board and Sub-committee meetings is designed to monitor key risks and their controls. Business planning and budgeting The business planning and budgeting process is used to set objectives, agree on action plans, and allocate resources. Progress towards meeting business plan objectives is monitored regularly by the senior management team and by Directors at Board meetings. Risk management review The Finance, Audit and Risk Management (FARM) Committee is required to report at Board meetings on internal controls. The FARM Committee pays particular attention to risk management. It is the CEO’s responsibility to brief the Directors periodically and as appropriate on the development of policies and procedures to ensure effective and efficient operations, risk management strategies and implementation. In addition, the FARM Committee oversees internal audit, external audit and management as required in its review of internal controls. The committee is therefore well placed to provide advice to the Board on the effectiveness of the internal control system, including MacVille’s strategy for the management of risk. External audit The final audit of financial statements is controlled by an external chartered accountant who provides feedback to the Board through the FARM Committee.

Procedure: Development of a Risk Management Profile The following outlines the process for developing a risk management profile. 1. Establish the context: ? Define and identify the environment, characteristics and stakeholders, their goals and objectives, and the scope of the specific risk management process. ? Develop criteria against which risks are evaluated and identify the structure for risk management. 2. Identify and describe risks: ? Risks are best identified through a collaborative approach involving a cross-section of stakeholders. ? All conceivable risks must be considered. Ensure any certainties are identified as problems and addressed in the risk management profile. 3. Conduct current risk analysis: ? An analysis of the risks is conducted to determine their causes, and estimate their probability and consequences. This analysis provides the basis for working on the ‘right’ risks. 4. Conduct risk evaluation: ? Risks are considered and prioritised according to their potential impact, and each risk is assessed to determine its level of acceptability. 5. Develop and implement proposed risk treatments: ? Risk treatments are developed to cost-effectively reduce, contain and control risk. ? Formal risk management reporting mechanisms are defined and documented. ? Categorise the risk likelihood. 6. Monitor, report, update and manage risks: ? As risks change constantly, the risk profile is continuously monitored, reviewed and updated by management. New risks may be identified as more information becomes available and existing risks may be eliminated through the effectiveness of the risk treatments/actions. ? Identified risks, and monitoring and management activities should be recorded and stored as follows: ? risks identified through regular audit should be recorded on the Risk Audit Log ? risk management activities should be recorded on the Risk Management Register. MacVille’s Risk Areas The following are four broad areas where potential for risk to MacVille has been identified. Under each area, examples of possible risks are detailed. Operational/organisational: ? legal and regulatory compliance ? technology ? insurance ? resources: human, physical ? logistics ? marketing ? product quality ? communications ? infrastructure, plant and equipment ? customer interaction ? market needs. Financial: ? accountability ? fraud or theft ? capital investment ? interest rates ? loss of income, funding/finance. Governance: ? conduct of Board of Directors ? conflict of interest. Project management: ? procedures and tools for project management ? stakeholders – strength of relationships/conflict of interest ? human resources ? financial resources. MacVille Pty Ltd: Risk management strategy Introduction MacVille recognises that risk management is an essential component of good management practice and is committed to the proactive management of risks across the organisation. The strategy is designed to: ? identify, evaluate, control and manage risks ? ensure potential threats and opportunities are identified and managed ? inform directors, senior management and staff members about their roles, responsibilities and reporting procedures with regards to risk management ? ensure risk management is an integral part of planning at all levels of the organisation. Guiding Principles ? MacVille is committed to achieving its vision, business objectives and quality objectives by the proactive management of risk at all levels of the organisation, acknowledging that embracing innovative ideas and practices carries with it risks, but that these are identifiable and measurable and therefore capable of being subject to realistic risk mitigation processes. Responsibility and Authority ? The Board of Directors have responsibility for ensuring that risk management is in place. ? The Finance, Audit and Risk Management (FARM) Committee has the responsibility of reviewing the Risk Management Action Plan on a six-monthly basis. ? The CEO and the senior management team have responsibility for managing risk and advising the Board on appropriate controls. ? The CEO and the senior management team support and implement policies approved by the directors. ? Key risk indicators will be identified, closely monitored and action taken where necessary, by the staff and directors. MacVille Risk Management Framework This framework encompasses a number of elements that together facilitate an effective and efficient operation, enabling MacVille to respond to a variety of operational, financial, commercial and strategic risks. These elements include: ? Policies and procedures: A series of policies underpin the internal control process. ? Reporting: Decisions to rectify problems are made at regular meetings of the senior management team. ? Business planning and budgeting: The business planning and budgeting process is used to set objectives, agree on action plans and allocate resources. Progress towards meeting business plan objectives is monitored regularly by the senior management team and by directors at Board meetings. Contingency planning is undertaken as required. ? Risk management review: The FARM Committee is required to report at Board meetings on internal controls. ? CEO: The CEO has responsibility to brief the Directors periodically and as appropriate on the development of policies and procedures to ensure effective and efficient operations, risk management strategies and implementation. ? External audit: The final audit of financial statements is controlled by an external chartered accountant who provides feedback to the Board through the FARM Committee. Definitions Risks are identified on a scale of likelihood of occurring in the next 12 months and assigning an impact or consequence to the risk as high, medium or low. High includes either a significant shortfall of around 40% in achieving budget or a significant reduction in ability to function. Medium includes either a shortfall of budget of between 10% and 20% or some reduction in function. Low indicates minor reductions in achieving budget or minimal reduction in performance. Appendix 3: Table of stakeholders template Stakeholder Internal/external Role in process Stake in process

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ISO/IEC 27001 is a universally recognized planned methodology dedicated to information safety and security. It describes the desires for an Information Security Management System (ISMS). ISO 27001 specifies the needs for beginning, executing, maintaining and frequently improving an information security management system within the framework of the business.

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Global Compliance Certification - Work Health and Safety Management System

The government agencies of NSW have initiated a work health and safety management system. It undertakes the construction and infrastructure projects and works with various industries understanding constructions. The main work is to ensure the compliance with the WHS act 2013 and NSW work health and safety policy.

Essentials of WHS management system

•          It helps in improving the outcomes of the construction industry participants in terms of safety

•          It provides a standard which is consistent for all the NSW government construction projects

•          It also facilitates system with the guidelines of construction contractors.

•          It also increases efficiency by improving the planning and reducing the  deviations.

Significance

Several audits are conducted to determine the effectiveness of the management systems to identify the strengths and opportunities for improvement in the framework of NSW WHS. WHS legislation requirements include a positive requirement for audits. This plan is developed to address the findings and recommendations of the WHS status. The outcome of these audits provide organizations with the information on which the actions are taken in order to comply with WHS legislation and improve WHS performances.

During NSW WHS audit, the auditor reviews the WHS policies of the company along with the effectiveness of its framework. It also involves inspections of the workplaces where the auditor identifies risks and threats to make a relevant report and suggestions in order to improve the overall management of WHS.

Conclusion

Thus, the WHS Act 2011, places a primary obligation on a person conducting a business or undertaking to ensure that the workers and other persons are not exposed to health and safety risks arising from the business. For this purpose, NSW WHS audit is the most relevant way through which the work safety can be promoted.

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Global Compliance Certification provide NSW/WHS certification to standardize work safety and health management system of employees in an organization. To know more about its process visit us at http://gccertification.com/certification/nsw-whs/

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Global Compliance Certification offers NSW WHS audit service and this WHS Management Systems and Auditing Guidelines apply to all NSW government construction projects, and provide the framework for applying a systematic approach to the management of WHS.

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WHS audit: A giant leap by NSW agencies

The New South Wales (NSW) government has, since 2012, been professing and applying the tool of Work Health and Safety management systems and Auditing guidelines rather fervently and for a good cause. All the government agencies that are engaged in the construction industry in any manner need to abide by the guidelines of the system which make it obligatory to provide quintessentially improved safety outcomes, to facilitate better coherence and productivity and to supply a consistent effort towards maintaining a minimum standard in terms of quality in all the construction projects. This ensures that all work health and safety laws are not compromised with under any circumstances, and this is why NSW WHS audit becomes user important.  

 What is the role of an audit?

Audits help in determining the effectiveness of a system; to comprehend its strength and weaknesses and the areas where improvement can be undertaken. In regards to WHS, the audit is used to find out how much in tandem is the system with Work Health and Safety Act 2011, Work Health and Safety Regulation 2011, Safe work Australia Codes of Practice and NSW Health work health and safety policies and procedures. The NSW WHS audit, therefore, works like a yardstick of sorts and provides a framework for the same by making the use of the Work Health and Safety Audit Tool.

 The way forward with audits

At the outset, the auditor ought to make sure that the facility/service has all the requisite resources for conducting an audit over the two-year audit cycle. All organizations have to adhere to the two-year audit cycle which the NSW Ministry of Health may request to be submitted a copy of from time to time, but regardless it is required to present it to them on a quarterly basis. It is the responsibility of the Chief Executives to report the outcomes of the audit to the Committee or Board as and when the audit is complete.

 The reportage

The NSW WHS audit reports have columns for criteria, compliance criteria and if it is not Compliant, it shows the risk level- red is high risk, brown is medium and yellow for low-risk levels. Next, there are columns for evidence, comments and recommendations and reference material. Assessing the report a document is prepared, which rates the risk and thus based on these reports the Health Organizations decide which services to prioritize in order to mitigate the evident risk.