• Section 1 - Purpose and Scope
• Section 2 - Definitions 
• Section 3 - General Principles 
• Section 4 - Roles and Responsibilities 
• Section 5 - Records of Documentation 
• Section 6 - Revision and approval history 
• Section 7 - References 
• Section 8 - Related Documents 

Section 1 - Purpose and Scope

(1) The purpose of this procedure is to establish a framework that promotes strong, effective leadership and a positive safety culture at Southern Cross University (SCU).  

(2) The purpose of this procedure is to guide Southern Cross University’s management, in their engagement, communication and fulfillment of due diligence and duty of care obligations. This is to ensure all employees are motivated, informed and aligned with the University’s values, strategic goals and WHS standards, creating a culture of safety, well-being and productivity.  

(3) All employees, students and others including both independent contractors and contractors under SCU control are to be made aware of and follow this procedure.  

(4) This Procedure applies to all SCU Work Units and sites. The procedure aligns with WHS legislation in the relevant jurisdictions SCU operates in. 

Section 2 - Definitions 

Section 3 - General Principles 

Leadership and Culture Framework 

(5) SCU recognises the crucial role that leadership plays in developing a safe culture and in demonstrating and role-modelling positive behaviours to achieve the SCU strategic WHS objectives. The SCU Leadership and Culture framework is as follows: 

1. The SCU WHS Policy, underscored by the SCU values, defines the intent of the SCU Council and sets the commitment of SCU senior leadership to WHS. It guides our leadership decisions and establishes the safety culture.  
2. The SCU WHS Strategy and corresponding objectives and targets outline what SCU will achieve in a set period to continue to mature the SCU leadership capability and culture. 

(6) The Vice Chancellor Group (VCG) will review WHS performance monthly, the People & Culture Committee and University council will review WHS performance quarterly and all officers will know and discharge their due diligence duties as described in the WHS legislation. 

1. All leaders will complete the ‘SCU Safety Essentials’ online training and <tier of leadership> will complete the ‘SCU Safety Leadership Foundations’ program. 
2. All leaders are expected to demonstrate WHS leadership when instructing, directing, supervising, or coaching their people as outlined in the ‘SCU Safety Essentials’ program. 
3. All leaders will conduct interactions (Leadership Walk and Talks) with employees invite open and transparent communication. 
4. Undertake assurance activities such as monitoring workplace inspections and verifying critical hazard control to validate that appropriate assessment and hazard controls are in place and effective to manage risk. 

WHS Policy 

(7) The SCU WHS Policy establishes the Council and Vice Chancellors' commitment to ensuring the health, safety and well-being of employees, contractors, subcontractors, students and others who may be involved or impacted by its operations. It sets the expectations for standards and behaviours of all parties, as well as setting expectations for leadership.  

(8) The WHS Policy provides a base for decisions that affect WHS, ensuring that decisions align with the University’s WHS objectives. This supports continuous improvement through the regular review of objectives and targets; and a positive safety culture where WHS is integral to all activities and decisions. 

(9) The WHS Policy shall be reviewed every three years. 

WHS Strategy, Objectives and Targets 

(10) The SCU WHS Strategy and corresponding objectives and targets, as outlined in WHSMP04: WHS Planning, Objectives and Targets, should be overseen and driven by leaders, managers and supervisors. Leaders play a pivotal role in ensuring that these strategic elements are not only clearly communicated but also effectively implemented within their Work Unit.  

(11) Regularly reviewing progress against these objectives and targets allows leaders to identify areas for improvement, celebrate successes, and make informed decisions to adapt strategies as needed.  

(12) This commitment to strategic oversight ensures that SCU’s WHS initiatives are aligned with the University's broader strategy and vision. 

Review of WHS Performance 

(13) Monitoring of WHS performance is a critical component of the University’s legal and ethical responsibilities. At SCU, Officers and the Executive must systematically gather and analyse data on workplace incidents, near misses, and compliance with safety procedures as well as leadership engagement activities. Such data-driven approaches allow for the identification of trends and the implementation of preventive measures to mitigate risks.  

(14) As outlined in WHSMP14: WHS Monitoring, Measurement and Reporting Procedure leaders must ensure that all monitoring activities are recorded and that findings are communicated across the University. This transparency not only helps in maintaining regulatory compliance but also reinforces a culture of continuous improvement in safety performance. 

Training 

(15) As per WHSMP06: WHS Training and Competency Procedure all leaders, managers and supervisors will complete the mandatory online ‘SCU Safety Essentials’ training program which outlines core responsibilities, the SCU Workplace Health and Safety Management System (WHSMS), leadership expectations, and the SCU Critical Risk Management Framework. 

(16) All new leaders, managers and supervisors must complete the SCU Safety Essentials training program within three months of commencing in their role. 

Leadership Walk and Talks 

(17) Leadership Walk and Talks are an important part of the SCU approach to demonstrating visible support to employees and others for WHS and fulfilling legislative requirements to consult and communicate.  

(18) Leaders are expected to complete leadership engagement activities regularly as a way of demonstrating a commitment to WHS. 

(19) To do this, leaders are encouraged to have open and honest conversations with our employees who do the work to gain a sound understanding of the WHS issues and challenges faced. It needs to be recognised that employees deal with workplace issues daily and often have ideas on where efforts and resources could be placed to improve the safety of how work is done.   

(20) This engagement activities are not to replace workplace inspections but rather focus on engagement and interaction with employees and others.  

(21) When undertaking Leadership Walk and Talks, the aim is to build a rapport with employees through showing genuine care and interest rather than trying to talk to multiple people. 

(22) For guidance on what could be discussed as part of leadership engagement activities see WHSMP01-FOR-1: Leadership Walk and Talk Guidance Note.  

(23) University Executives will set targets concerning the completion of walk and talk engagements. 

(24) A high-level summary of the discussions held are to be recorded along with any actions on the WHSMP01-FOR-01: Leadership Walk and Talk template. 

(25) Corrective actions are to be assigned individually to a person with a due date. All corrective actions are to be entered into the corrective actions register for monitoring.  

(26) Leadership Walk and Talks are considered a positive performance indicator for SCU and shall be included in WHS performance reporting.  

(27) Leadership Walk and Talks are to be monitored by the WHS Manager and reported on monthly and quarterly. 

Assurance Activities 

(28) As per WHSMP15: WHS Audit and Assurance, leaders are required to oversee the completion of, and complete assurance activities to validate the critical controls in their Work Unit. 

Section 4 - Roles and Responsibilities 

(29) Refer to WHS Responsibility and Accountability Statements.   

University Council  

(30) The SCU Council has the following WHS responsibilities: 

1. Demonstrate commitment to WHS and set examples for employees. 
2. Ensure regulatory compliance with standards and procedures. 
3. Maintain WHS management systems meeting policy, legal, and regulatory requirements. 
4. Review WHS risks periodically and consider implications in decisions. 
5. Oversight of the development and alignment WHS strategy with university objectives. 
6. Agree on and monitor WHS objectives, targets, and performance. 
7. Provide adequate WHS training and resources for roles. 
8. Review and learn from WHS incidents and trends and ensure corrective actions. 
9. Ensure  crisis management processes for incidents are implemented. 
10. Cooperate with regulators and WHS Manager on legislative requirements. 
11. Monitor and report WHS performance, maintain relevant records, and track progress against objectives. 

Operational Responsibilities 

(31) The SCU Vice Chancellor has the following WHS responsibilities: 

1. Foster a positive WHS culture with continuous improvement and leading by example. 
2. Appoint competent resources for WHS roles based on risk profile, including an advisor for WHS duties. 
3. Allocate resources for WHS systems and training for direct reports. 
4. Manage key stakeholder and regulatory relationships. 
5. Comply with WHS legislative requirements and collaborate with authorities. 
6. Ensure compliance with WHS policy and legal requirements is monitored through plans and reviews. 
7. Take actions to achieve WHS objectives and address deficiencies. 
8. Implement disciplinary measures for WHS breaches as needed. 

Vice Presidents/Pro/Deputy Vice-Chancellor 

(32) Vice Presidents/Pro/Deputy Vice Chancellors have the following WHS responsibilities: 

1. Be aware of, monitor and control critical hazards and controls applicable to their work unit 
2. Ensure compliance with WHS policies, procedures by persons involved in their work unit’s undertaking. 
3. Incorporate WHS risks in the Enterprise risk register and apply controls. 
4. Provide oversight of Work Unit WHS performance, reporting, and sharing lessons from incidents. 
5. Appoint and allocate appropriate WHS resources for risk management and training. 
6. Foster a positive WHS culture, promote continuous improvement, and lead by example. 
7. Cooperate with Regulators/Authorities and WHS to meet legislative requirements. 
8. Review safety performance, discuss with management, and take corrective actions as needed, including disciplinary measures for WHS breaches. 

Head of Work Unit 

(33) The Head of the Work Unit has the following WHS responsibilities: 

1. Ensure compliance with WHS policies, procedures, and controls. 
2. Ensure WHS compliance, communication, and risk management. 
3. Provide oversight for Work Unit WHS performance. 
4. Promote a positive WHS culture and competency. 
5. Manage WHS incidents and reporting. 
6. Obtain and follow WHS professional advice. 
7. Coordinate with regulators and WHS teams. 
8. Conduct audit and assurance activities and ensure action on findings. 
9. Engage with stakeholders on WHS matters. 
10. Report accidents and incidents promptly. 
11. Enforce disciplinary measures for WHS breaches. 

Managers and Supervisors 

(34) Managers and Supervisors have the following WHS responsibilities: 

1. Ensure compliance with WHS policies, procedures, and controls. 
2. Ensure access to competent WHS advice and training. 
3. Provide resources and approval for safe activities. 
4. Cooperate with regulators, WHS Manager, and Partners. 
5. Monitor and act on regulatory visits and incidents. 
6. Conduct assurance activities. 
7. Engage stakeholders on safety matters as needed. 
8. Report and record all WHS incidents promptly. 
9. Review Work Unit WHS performance regularly. 
10. Enforce disciplinary measures for WHS breaches. 

Employees 

(35) All employees have the following WHS responsibilities: 

1. Complete required WHS training and stay updated. 
2. Prioritise health and safety for oneself and others. 
3. Ensure compliance with WHS policies, procedures, and control  
4. Report WHS concerns promptly to relevant personnel. 
5. Cooperate with SCU on WHS matters. 
6. Understand and adhere to WHS procedures and risk assessments. 
7. Notify relevant management of unsafe conditions or practices. 
8. Work within established safety controls and systems. 
9. Support WHS objectives and targets. 
10. Use equipment only with proper training. 
11. Wear issued PPE correctly. 
12. Request additional WHS training if needed. 
13. Follow instructions from authorities and supervisors. 
14. Report accidents, defects, or hazards promptly. 
15. Participate in audits and reviews as required. 
16. To cease work if there is a reasonable concern of a serious risk or an immediate or imminent hazard poses serious risk to health and safety 
17. To inform supervisor if work is ceased. 

WHS Team 

WHS Manager 

(36) The WHS Manager has the following responsibilities: 

1. Develop and lead the University's health and safety strategy. 
2. Implement and maintain WHS policies, procedures, and controls. 
3. Provide oversight and reporting on WHS performance. 
4. Develop and maintain WHS management systems. 
5. Ensure compliance with legal and regulatory WHS requirements. 
6. Assess and manage WHS risks effectively. 
7. Promote visible leadership in WHS. 
8. Communicate progress against WHS plans and objectives. 
9. Ensure adequate WHS resources and training. 
10. Provide WHS advice to management and maintain relationships with regulators. 
11. Investigate and report accidents/incidents, sharing lessons learned. 
12. Develop and monitor a WHS compliance assurance program. 
13. Support SCU in new research, sites, and acquisitions. 
14. Maintain accurate WHS data and reporting. 
15. Regularly review and address WHS incidents and performance. 

WHS Business Partners  

1. WHS Business Partners have the following responsibilities: 
2. Assist work units with the application of procedures.  
3. Support understanding and compliance with SCU standards and regulations. 
4. Assist in WHS risk assessments and controls implementation. 
5. Actively promote WHS culture and plans. 
6. Maintain skills and stay updated on legal requirements. 
7. Advise on WHS training needs. 
8. Cooperate with regulators and WHS Manager on legal requirements. 
9. Report incidents and support investigations. 
10. Support WHS inspections, audits, and corrective actions. 
11. Ensure accurate WHS data in RiskWare and meet reporting requirements. 

Section 5 - Records of Documentation 

(37) All relevant documentation will be recorded and kept in accordance with WHS Legislation and other legislative obligations including:  

1. Training records relating to this procedure. 
2. Assurance reviews including inspections and critical control verification. 
3. Records of consultation with employees and representatives  

Section 6 - Revision and approval history 

(38) This procedure will be reviewed as per nominated review dates or because of other events, such as: 

1. Internal and external audit outcomes. 
2. Legislative changes. 
3. Outcomes from management reviews. 
4. Incidents. 

Section 7 - References 

Section 8 - Related Documents