DIPLOMA OF WORK HEALTH AND SAFETY - CBD … · © CBD COLLEGE PTY LTD 1300 616 218 CBD COLLEGE PTY LTD DIPLOMA OF WORK HEALTH AND SAFETY Course E-Book

© CBD COLLEGE PTY LTD www.cbdcollege.edu.au 1300 616 218

CBD COLLEGE PTY LTD

DIPLOMA OF WORK HEALTH AND SAFETY

Course E-Book

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V1.4 Reviewed: 10.04.15, BSB51315 Diploma WHS E-book © CBD COLLEGE PTY LTD

CONTENTS PAGE

(Press Control + Click to hyperlink to each chapter)

Chapter 1

Health and Safety Legislation Page 1

Chapter 2

Manage Consultation and Participation Processes Page 49

Chapter 3

Contribute To Developing, Implementing and Maintaining WHS Management

Page 114

Chapter 4

Contribute To Managing WHS Information Systems Page 142

Chapter 5

Manage WHS Hazards and Risks Page 204

Chapter 6

Work-Related Health and Safety Measures and Initiatives Page 245

Chapter 7

Facilitate the development and use of hazard-management tools Page 262

Chapter 8

Investigating Incidents Page 279

Chapter 9

Develop workplace policy and procedures for sustainability Page 320

Index

Page 344

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Chapter 1 HEALTH AND SAFETY LEGISLATION

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Current WHS/OHS Legislation Legislation – A Short History

There are about 250 or more deaths in Australia every year due to workplace incidents. Workplace

incidents could be reduced and avoided if all people within the workplace take due care and diligence in

ensuring their own safety and that of others. With this in mind, laws have been established to protect

workers from death, disability and injury and a number of industry bodies have also been set up in each

State to assist with reducing the number of workplace incidents. But this hasn’t always been the case.

Workplace Health and Safety laws have been evolving, alongside labour laws, for many years and started at

the beginning of the Industrial Revolution in the 1800s when workers moved away from predominately field

work to urbanised factory and mines work.

Factory Acts were developed originally to protect child and women workers (where minimum age of

workers was raised to 12 years of age!). Under these Acts companies were expected to make sure that

rudimentary safety measures were put in place to protect workers such as limiting the amount of hours

worked in a week to 60, fencing around dangerous machinery such as ropes around moving cotton looms

and basic ventilation such as bellows in mines.

Workers usually invented their own safety measures such as stuffing hats with straw which created the first

basic safety hats for mine workers or rudimentary face masks made from off cuts of cotton for women

exposed to dangerous substances in match factories.

By the end of the 19th century and into the 20th century as workers became more organised through union

organisations, demands for greater work place conditions were negotiated for example the 8hr day/40 hour

week, greater safety features such as personal protective equipment, guarding, structured breaks and

compensation for injured workers.

In the 1960s there was a major shift from the laws being more generalist in approach to applying to all

workplaces equally. This shifted the safety Acts away from being primarily industry focused towards such

areas as mines, railways and factories and had broader implications for all workplaces.

In the U.K in 1970s the Lord Robben’s report was produced after an investigation into workplace health and

safety laws which had become cumbersome and antiquated. The report suggested a significant shift

towards workplaces self-regulating work place health and safety from an employer perspective with

employee obligations embedded into the new Acts. This had a dramatic effect on Australian workplace

safety laws as every State and Territory repelled all previous Factory Acts and replaced them with this new

streamlined approach.

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Harmonisation

In 2008 the Commonwealth, State and Territory governments approved new harmonised work health and

safety laws which aims to bring the whole country under one centralised Model Work Health and Safety

Act. This will ensure work health and safety laws provide regulators with functions including:

Providing advice and information to duty holders and the community

Monitoring and enforcing compliance with work health and safety laws

Fostering co-operative, consultative relationships between duty holders and the persons and

representatives they owe a duty to

Sharing information with other regulators; and

Conducting and defending proceedings under work health and safety laws.

These laws were implemented on 1st January 2012 (however they are not currently in force in Victoria &

WA). As we have seen, up until that date, the Commonwealth, State and Territory Governments were

responsible for making and enforcing their own health and safety laws. Even though, these jurisdictions are

similar, the variations had led to confusion. By developing the Model Work Health and Safety laws, Safe

Work Australia, working with the Commonwealth, State and Territories “harmonised” the Act, regulations

and codes of practice.

At the time this e-book was written, only Western Australia and Victoria have not yet adopted these new

WHS laws and have decided to remain with their related OSH and OHS legislation respectively. Care should

be taken to update your knowledge on an ongoing basis to ensure that you are aware of any changes

towards the new legislation for both of these States.

The Regulator

WorkCover (in NSW) and WorkSafe (in Victoria & WA) is the Regulator & it provides advice & guidance, and

oversees: work, health & safety; licencing & registration of specific equipment and plant; workers’

compensation insurance & benefits; and the sustainable return to employment for injured workers. The

Regulator also carries out inspections that start the prosecution for non-compliance.

A list of the various States workplace safety regulators are listed below.

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The regulators for each state/territory, the contact details are:

Australian Capital Territory WorkSafe ACT

Website: www.worksafe.act.gov.au

Email: [email protected]

Telephone: (02) 6207 3000

New South Wales WorkCover NSW

Website: www.workcover.nsw.gov.au

Telephone: 13 10 50

Northern Territory NT WorkSafe

Website: www.worksafe.nt.gov.au


Telephone: 1800 019 115

Queensland WorkCover Queensland

Website: www.worksafe.qld.gov.au

Telephone: 1300 369 915 or (07) 3225 2000

WorkCover QLD

Website: www.workcoverqld.com.au


Telephone: 1300 362 128

South Australia SafeWork SA

Website: www.safework.sa.gov.au

Telephone: 1300 365 255

WorkCover SA

Website: www.workcover.com

Telephone: 13 18 55

Tasmania WorkCover Tasmania

Website: www.workcover.tas.gov.au


Telephone: 1300 366 322 (inside Tasmania) or

(03) 6233 7657 (outside Tasmania)

Workplace Standards Tasmania

Website: www.wst.tas.gov.au

Telephone: 1300 366 322

http://www.worksafe.act.gov.au/

http://www.worksafe.act.gov.au/

mailto:[email protected]


http://www.workcover.nsw.gov.au/

http://www.worksafe.nt.gov.au/


http://www.worksafe.qld.gov.au/

http://www.workcoverqld.com.au/


http://www.safework.sa.gov.au/

http://www.workcover.com/

http://www.workcover.tas.gov.au/


http://www.wst.tas.gov.au/

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Victoria WorkSafe Victoria

Website: http://www.vwa.vic.gov.au/


Telephone: 1800 136 or (03) 9641 1444

Western Australia WorkSafe WA

Website: www.worksafe.wa.gov.au

Telephone: 1300 307 877

Part of the WA Department of Commerce

WorkCover WA

Website: www.workcover.wa.gov.au

Telephone: 1300 794 744

Work Health and Safety/OHS Websites

Commonwealth contacts Australian Maritime Safety Authority

Website: www.amsa.gov.au

Telephone: (02) 6279 5000

Comcare

Website: www.comcare.gov.au

Telephone: 1300 366 979

Federal Safety Commissioner

Website: www.fsc.gov.au

Telephone: 1800 652 500

National Offshore Petroleum Safety Authority

Website: www.nopsa.gov.au

Telephone: (08) 6461 7000

Seacare

Website: www.seacare.gov.au


Telephone: (02) 6275 0070

Other contacts:

National Transport Commission

Website: www.ntc.gov.au


Telephone: (03) 9236 5000

http://www.vwa.vic.gov.au/


http://www.worksafe.wa.gov.au/

http://www.workcover.wa.gov.au/

http://www.amsa.gov.au/

http://www.comcare.gov.au/

http://fsc.gov.au/

http://www.nopsa.gov.au/

http://www.seacare.gov.au/


http://www.ntc.gov.au/


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Useful National Contacts Australian Chamber of Commerce and Industry (ACCI)

Website: www.acci.asn.au

Telephone: (02) 6273 2311 (Canberra) or (03) 9668 9950 (Melbourne)

Australian Council of Trade Unions (ACTU)

Website: www.actu.asn.au/

Telephone: 1300 362 223

Australian Industry Group

Website: www.aigroup.com.au

Australian Manufacturing Workers Union (AMWU)

Website: www.amwu.org.au


Telephone: (02) 9897 9133

Australian Nursing Federation (ANF)

Website: www.anf.org.au


Telephone: (02) 6232 6533

Australian Institute of Occupational Hygienists

Website: www.aioh.org.au

Construction Forestry Mining and Energy Union

Website: www.cfmeu.net.au


Telephone: (02) 8524 5850

Construction Safety Managers & Officers Association

Website: www.constructionsafety.com.au


CraneSafe - Crane Industry Council of Australia

Website: www.cranesafe.com.au


FarmSafe Australia

Website: www.farmsafe.org.au

Email: [email protected] Telephone: (02) 6752 8218

Housing Industry Association

Website: http://hia.com.au

Email: [email protected] Telephone: (02) 6245 1300

http://www.acci.asn.au/


http://www.actu.asn.au/

http://www.actu.asn.au/

http://www.aigroup.com.au/

http://www.amwu.org.au/


http://www.anf.org.au/


http://www.aioh.org.au/

http://www.cfmeu.net.au/


http://www.constructionsafety.com.au/


http://www.cranesafe.com.au/


http://www.farmsafe.org.au/


http://hia.com.au/


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Human Factors and Ergonomics Society of Australia Inc. (HFESA)

Website: www.ergonomics.org.au


Telephone: (02) 9680 9026

Licensing Line News

Website: www.licensinglinenews.com.au

Telephone: (07) 3247 5505

Master Builders Association (MBA)

Website: www.masterbuilders.com.au

Telephone: (02) 6202 8888

Minerals Industry Risk Management Gateway (MIRMgate)

Website: www.mirmgate.com


Telephone: (07) 3346 4081

National Industrial Chemicals Notification and Assessment Scheme

(NICNAS)

Website: www.nicnas.gov.au


Telephone: 1800 638 528 or (02) 8577 8800

National Safety Council of Australia (NSCA)

Website: www.nsca.org.au

Telephone: 1800 655 510

Safety Institute of Australia (SIA)

Website: www.sia.org.au

Telephone: 1800 808 380 or (03) 8336 1993

Standards Australia

Website: www.standards.org.au


Telephone: 1800 035 822

The Royal Australian Chemical Institute Inc. (RACI)

Website: www.raci.org.au


Telephone: (03) 9328 2033

Working Women’s Centres (NT, SA, QLD)

Website: www.wwc.org.au

http://www.ergonomics.org.au/


http://www.licensinglinenews.com.au/

http://www.masterbuilders.com.au/index.asp

http://www.masterbuilders.com.au/index.asp

http://www.mirmgate.com/


http://www.nicnas.gov.au/


http://www.nsca.org.au/

http://www.sia.org.au/

http://www.standards.org.au/


http://www.raci.org.au/


http://www.wwc.org.au/

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URL Address: http://www.safeworkaustralia.gov.au/sites/SWA

As a worker within or endeavouring to enter the work health and safety field, it is essential that you are

familiar with workplace health and safety legislation. It is also important that you familiarise with the

legislation that impacts on the field in which you operate. For example, if you work in the mining industry,

you should also take the time to ensure that you are familiar with the work health and safety legislation

within your State/territory that will assist you in solving problems as per your position and duty of care.

It is also important that you are aware of legislation that can impact on the decisions that you make within

the workplace.

Statutory Law

State and Territory Health and Safety laws are created by the individual State and Territory parliaments.

These health and safety laws are enforceable and breaches may result in a number of penalties from verbal

direction, prohibition notices, notices to stop work and even fines and imprisonment in the worst breaches.

Individual State regulatory bodies such as WorkSafe/WorkCover monitor compliance with these laws.

Below is a table of other applicable laws in Australia that capture health and safety within the working

environment.

“Reasonably practicable” & “So far as is practicable”

It must be pointed out that with regard to the WHS/OHS legislation in NSW & Victoria, ‘Reasonably

Practicable’ is used to ensure that health and safety duties are complied with. In the Western Australian

OSH legislation, the term ‘so far as is practicable’ is applied instead.

In this context, ‘reasonably practicable’ & ‘so far as is practicable’ basically means that at a particular time,

under normal circumstances, what is reasonably able to be done to ensure health and safety, taking into

account and weighing up all relevant matters including:

(a) the likelihood of the hazard or the risk concerned occurring

(b) the degree of harm that might result from the hazard or the risk

(c) what the person concerned knows, or ought reasonably to know, about the hazard or risk, and ways of

eliminating or minimising the risk

(d) the availability and suitability of ways to eliminate or minimise the risk.

Accordingly, the WHS Act also includes the following:

“After assessing the extent of the risk and the available ways of eliminating or minimising the risk, the cost

associated with available ways of eliminating or minimising the risk, including whether the cost is grossly

disproportionate to the risk”.

With regard to item (c) above, in Western Australia, the terminology used is: how much is known about the

hazard and the ways of reducing, eliminating or controlling it.

http://www.safeworkaustralia.gov.au/sites/SWA


Legislation may include:

Type of legislation Brief description URL Addresses

Common law

The state and federal laws of Australia makes up the common law of Australia. Judges play an important role in common law and covers areas that parliament has never considered and has not passed legislation from.

Courts make determinations in two ways which include:

Through statutes and

Through decisions

These decisions are part of the body that makes common law.

http://h2g2.com/dna/h2g2/A2498402

Access Date: 28.01.14

Common Law in Australia

Contract law

A promise or a set of a promise between one or more parties is a contract. In Australia, for a contract to be binding, there must be:

1) Offer and acceptance (a promise for a promise)

2) Intention to create legal relations

3) Legal Capacity, such as parties must be of legal age, capable to make a legal contract and not incapacitated by anything such as alcohol, that impedes their ability to make a legally binding decision)

4) Consideration (the exchange of one thing for another)

5) Formalities (There are no rules in place for formalities. There just has to be an agreement, except in areas such as complying with legislative requirements)

To learn more about Contract Law, refer to the URL Address provided.

http://www.australiancontractlaw.com/law.

html


Australian Contract Law

http://h2g2.com/dna/h2g2/A2498402

http://www.australiancontractlaw.com/law.html

http://www.australiancontractlaw.com/law.html

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Criminal law

A crime is a breach of the law and may vary according to the level of the offense. For example, a driver chooses not to wear a seat belt and they are fined and lose points on their licence if they are driving. However, when the failure to wear seat belts is denied, then third parties are harmed, yet failure to wear a seat belt could hardly be categorised to cause injury, as there is no guarantee that the injury will occur.

To read more about criminal law, refer to the URL Address and right click on the PDFs.

https://www.irwinlaw.com/store/product/4

25/criminal-laws-in-australia


Criminal Law in Australia

Dangerous goods

Dangerous goods relates to substances that have the potential to harm people, property and the environment. They may include:

Corrosives

Explosives

Flammables

Oxidising (feeds fires so they burn more fiercely)

Spontaneously combustible (bursts into flames when lit)

Toxic (poisonous); and

Water reactive (produce flammable or toxic gases if mixed in water). Dangerous goods can include petroleum, chemicals and fertiliser. The current documents that form the national consistent regulatory approach to dangerous goods includes the National Standards and State/Territory codes of practice including their guidance material for hazardous substances ad dangerous goods.

Guidance on the classification of hazardous chemical under WHS/OHS Regulations

Implementation of the Globally Harmonised System of Classification and Labelling of Chemicals (GHS) April 2012

NSW Model Codes of practice:

Labelling of Workplace Hazardous Chemicals

Managing Risks of Hazardous Chemicals

How to Manage Work Health and Safety

Risks

Preparation of Safety Data Sheets for Hazardous Chemicals

https://www.irwinlaw.com/store/product/425/criminal-laws-in-australia

https://www.irwinlaw.com/store/product/425/criminal-laws-in-australia

http://www.safeworkaustralia.gov.au/sites/swa/about/publications/pages/safety-data-sheets-hazardous-chemicals-cop

http://www.safeworkaustralia.gov.au/sites/swa/about/publications/pages/safety-data-sheets-hazardous-chemicals-cop

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Environmental

protection

The Commonwealth body for Environmental Protection in Australia is the Department of Sustainability, Environment, water, population and communities which covers the compliance and enforcement of breaches of environmental legislation.

The aim of the department is to implement Australian Government policies aimed at protecting Australian heritage and the environment.

Each State and Territory in Australia has its own Environmental Protection Agency (EPA). To find the State and Territory heritage organisations refer to the URL Address provided in the next column.

NSW Model codes of practice for this department include:

Managing noise and preventing hearing loss at work

How to manage and control asbestos in the workplace

How to safely remove asbestos.

Managing the work environment and facilities

http://www.environment.gov.au/index.html

Department of Sustainability, Environment,

Water, Population and Communities

http://www.environment.gov.au/heritage/o

rganisations/state/index.html

State and Territory Heritage Organisations

Equal opportunity and

anti-discrimination law

All personnel must be treated equally, no matter their race, colour, national or ethnic origins, sex, pregnancy or marital status; age; disability; religion; sexual preference; trade union activities.

Anti-discrimination law aims to ensure that personnel and organisations act to ensure that all staff members are given an equal opportunity in the workplace.

The Commonwealth and State and Territory laws generally cover the same areas of discrimination.

http://www.hreoc.gov.au/info_for_employe

rs/law/index.html

The Australian Human Rights Commission.

Right click the appropriate online

information for your State or Territory


http://www.environment.gov.au/heritage/organisations/state/index.html

http://www.environment.gov.au/heritage/organisations/state/index.html

http://www.hreoc.gov.au/info_for_employers/law/index.html

http://www.hreoc.gov.au/info_for_employers/law/index.html

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Industrial relations law

The Australian Industrial Relations Office, is now called Fair Work Australia is the national body that has the power to carry out a range of functions relating to:

Enterprise bargaining

Industrial action

Dispute resolution

Termination of employment

From 1 January, 2010 the National Employment Standards came under the umbrella of Fair Work Australia as part of the modernisation of national awards and the application of a national minimum wage order. Refer to the Fair Work Australian website to find out more about the changes to industrial relations in Australia.

http://www.dfat.gov.au/facts/workplace_rel

ations.html

Department of Foreign Affairs (Australia).

For Industrial Relations laws in each

State/Territory move to the bottom of this

page.

http://www.fwa.gov.au/

Fair Work Australia

Privacy

The Privacy Act 1988 relates to the regulation of information privacy. Privacy laws relate to a set of principles including:

How private information should be collected

Storage and security of personal information

Storage of information kept by a record-keeper

How information can be accessed; and

How information can be altered.

How personal information can be used

Limits on the disclosure of personal information.

For more information on the Information Privacy Principles refer to

http://www.privacy.gov.au/materials/types/

infosheets/view/6541#c

Privacy Laws

http://www.dfat.gov.au/facts/workplace_relations.html

http://www.dfat.gov.au/facts/workplace_relations.html

http://www.fwa.gov.au/

http://www.privacy.gov.au/materials/types/infosheets/view/6541#c

http://www.privacy.gov.au/materials/types/infosheets/view/6541#c

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the URL address in the next column.

Workers’ compensation

As a worker and if you are injured, you have a right to make a claim for workers’ compensation. As a representative for your employer, you have a legal obligation to report an injury in the workplace to the WorkCover/WorkSafe Authority in your State or Territory. Workers Compensation is an insurance paid by your employer to ensure that you are covered in the case of an injury in the workplace.

Safe Work Australia is working to include worker’s compensation as

part of the harmonisation arrangements between Australian States

and Territories.

http://safeworkaustralia.gov.au/WorkersCo

mpensation/Authorities/Pages/Authorities.a

spx

See Commonwealth, State and Territory

WorkSafe/WorkCover Bodies

Trade Practices

From 1 January, 2011, the Trade Practices Act was renamed the Competition and Consumer Protection Act 2010. The Act is administered for by the Australian Competition and Consumer Commission.

http://www.accc.gov.au/content/index.pht

ml/itemId/656442

Access Date: 28 January, 2014

http://safeworkaustralia.gov.au/WorkersCompensation/Authorities/Pages/Authorities.aspx



http://www.accc.gov.au/content/index.phtml/itemId/656442

http://www.accc.gov.au/content/index.phtml/itemId/656442


Sharing Information

As part of the Consultation process your employer is required to share information with its employees. Part

of this means that work health and safety information needs to be available to work group members

including:

Policies and Procedure updates

Changes to WHS legislation and how it will impact on their job role

Training needs and training being offered

Issues relevant to the workplace

Some information is not readily accessible. At times you may need to research information.

Obtaining permission to access personal information from another worker

You must obtain permission (preferably in writing) to access their information. If you are able to obtain

permission to use their information, make sure that any information used is not identifiable and cannot

lead back to the work group member.

Completing appropriate paperwork for access to computer files

It is important to make sure that you find out whether you are required to complete a form to obtain access

to specific files. As part of the security of the workplace, authorisation is required to access files in another

department through the intranet or the extranet. The department supervisor may be required to email

technical support or they may be required to send a form to them.

The experiences learnt at one work site or in one area can be transferred to another worksite by drawing on

the records from the department to reflect on their ideas. These ideas may assist your work group in

identifying other ways in which to resolve an issue.

Determining legal requirements in the workplace

The WHS/OHS Act and Regulations are passed by parliament and therefore is the law. The WHS/OHS Act

sets out the health and safety responsibilities at the workplace. The WHS/OHS Regulations expand on the

requirements of the Act, with details of how certain sections of the Act are implemented and specific

direction on how to meet those obligations.

A Code of Practice, is not a legal tool, but is a guideline & can be used to demonstrate that an organisation

followed their legal requirements. The Codes of Practice in turn are used by employers to develop policies

and procedures to ensure that they follow their legal obligation of maintaining a safe workplace.

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Regulators need to work together to monitor the motivators, compliance and any actions that would

impede the implementation of the law, regulations, codes of practice and standards. When you consider an

Act, it is important to ensure that you understand that what is in the Act is legislative and you can be fined,

sued or imprisoned for not meeting your legal obligations under the WHS/OHS Act.

Regulatory compliance aims to ensure that organisations and public bodies are aware of the law and take

steps to follow them. Regulations are considered to be subordinate legislation that is made by an act of

parliament. Organisations make policies based on these regulations. Codes of practice, guidance notes and

Standards are some of the tools that your organisation can use to develop policy and procedure within the

organisation. In short, they assist organisations in developing the tools to meet their requirements under

the law.

In the following section, we will discuss the WHS/OHS legislation, regulation, COPs and Standards that will

impact on your workplace. This does not preclude you from following your roles and responsibilities as a

workgroup member working in a specific environment.

WHS/OHS Act

The Objective of the WHS/OHS Acts is to ensure that the health and safety of workers is maintained at all

times by:

Protecting others against harm by eliminating or minimising risks arising from work or

substances or plant;

Ensuring that workers are provided with effective and fair workplace representation through

consultation, cooperation and issue resolution

Encouraging, everyone including unions and employer organisations to take a constructive

roles in promoting improvements and assisting workers and persons conducting businesses

or undertakings to obtain a healthier workplace

Promoting the provision for training, advice, education and information in work health and

safety

That appropriate monitoring and corrective action is taken by personnel exercising their

powers and performing functions under the Act

Provide a framework of continuous improvement; and

The aim of the WHS/OHS Acts is to ensure that the highest level of protection is given to workers in the

work place.

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WHS/OHS Regulations

The regulators (WorkCover/WorkSafe) are responsible for ensuring the development of their States

regulations.

WHS/OHS Regulations expand on the overall objectives of the Act. It dictates under certain workplace

situations (working at heights, handling hazardous substances, handling asbestos, working in confined

spaces etc.) the legal requirements expected to be followed and provides employers with the steps to

develop their work health and safety policies and procedures under the Act. The WHS/OHS Regulations are

a legislative requirement and organisations can be prosecuted for non-compliance with Regulations.

Code of Practice (COP)

Under the WHS/OHS Act & Regulations, an approved code of practice is a practical guide to achieving the

required level of compliance. A COP applies to anyone who has a duty of care as in relation to the

circumstances related in the code.

The aim of a code of practice is to ensure that industry both commercial and public is compliant. Even

though a code of practice does not cover all hazards and risks in your workplace, you are still expected to

consider all workplace risks.

So why comply with a COP?

A COP aims to demonstrate to the Courts that your organisation is compliant with WHS/OHS Act and

Regulations. The evidence gathered by the organisation can be used to show what is known about a

hazard, risk or control and could rely on the code in determining what is reasonably practicable in the

circumstances to which the code relates.

Your organisation may also demonstrate their compliance with the WHS/OHS Act and Regulations through

the use of industry or technical standards, as long as the organisation demonstrates that the technical or

industry standard is equal to or better than the code of practice.

There are many standards that you can measure your compliance against the WHS/OHS legislation. The

aim of standards is to ensure that products, services and systems are safely guided by procedures and

specifications. Tasks need to be performed reliably and safely, while aiming to ensure that safety and

quality standards are maintained.

To have a legal effect in your jurisdiction, consult with the regulator in your State/Territory. Codes of

practice and industry information can downloaded from the Safe Work Safe Australia website:

www.safeworkaustralia.gov.au

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STANDARDS

WHS/OHS standards aim to guide organisations and may include:

Australian standards

To be able to compete in a globalised market, organisations need to develop and maintain the safety of

their products, while addressing environmental, social and technological issues. Standards Australia writes

that there are seven benefits to having standards and they are that they:

Protect Australia in ensuring that expected standards are met consistently

Support Australian innovation by acting as a platform for new ideas.

Boost Australian production and productivity by saving money for business by helping to

ensure that production costs are cut.

Stimulate business competition by giving business a competitive edge over those that do not

meet expected standards

Link Australia to the world through ensuring that Australian standards are equivalent to

International Standards

Complement Australian regulation and make markets work better by being formed based on

the laws of the land. They protect Australia against terrorism and help to ensure that

Australian laws are consistent throughout Australia.

Reward participants that work on the Australian Standards by increasing their knowledge,

networks, professional development and competitive advantages.

At the same time, Australian Standards assist in making Australia a safer place.

Mandatory/Advisory standards

If an Australian standard is mentioned as a requirement in a State’s Regulations, then it becomes a

mandatory standard and legally enforceable. All other standards are advisory in nature.

Exposure standards

Exposure standards aim to ensure that individual exposure to chemicals in the workplace are kept at a

minimum so that workers at not impaired or in any discomfort on the job.

Standards Australia

Standards Australia is the peak body that sets standards with relevant working parties. The standards they

set are requirements that indicate the minimum level of acceptable performance or quality relating to a

specific hazard, process, product or industry standard. Their website is: www.standards.org.au

http://www.standards.org.au/

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According to their website:

"Standards Australia is the nation’s peak non-government Standards organisation. It is charged by the

Commonwealth Government to meet Australia’s need for contemporary, internationally aligned Standards

and related services.

The work of Standards Australia enhances the nation’s economic efficiency, international competitiveness

and contributes to community demand for a safe and sustainable environment.

It leads and promotes a respected and unbiased Standards development process ensuring all competing

interests are heard, their points of view considered and consensus reached.

Standards Australia also recognises rewards and promotes excellence in design and innovation through the

Australian International Design Awards program and other design promotion initiatives.

Our four key areas:

1. National and International Standards Information and Coordination

Standards Australia is the central point for government, industry and the community to find information

about non-government consensus Standards in Australia and around the world, and how to participate in

their development.

2. Accreditation of Standards Development Organisations

Standards Australia supports the accreditation of other Standards Development Organisations through the

Accreditation Board for Standards Development Organisations (ABSDO). This highly autonomous body

independently assesses and approves other organisations such as industry associations to develop

Australian Standards.

3. Standards Development

A range of development pathways is offered to stakeholders looking to develop new or update existing

Standards.

4. Design Assessment and Promotion

Standards Australia operates one of the world’s leading design assessment programs through its Australian

International Design Awards (AIDA). With more than 50 years of benchmarking excellence in design and

innovation, the AIDA is charged with fostering a culture of design and innovation in Australia."

Guidance notes

If you require any help with legislation, regulations, standards and codes of practice, you should read the

guidance notes relating to the topic. For a list of guidance notes, refer to your State or Territory Regulator

(WorkCover/WorkSafe)

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Industry standards

Industry standards provide your industry with information pertaining to their conduct, performance and

actions to ensure that industry is consistent. Industry standards are usually performance based and in

alignment with internationally adopted standards

International standards

The International Standard Organisation (ISO) is a global organisation that develops standards upon which

processes and procedures are developed so that industry has a chance to ensure consensus arises from not

only industry, but all of its stakeholders. ISO is also a bridge between the public and private sectors and

takes into consideration the needs of society.

Standards ensure that product and service characteristics such as safety, quality and reliability aimed at

meeting the expectations of the buyer. To read more about ISO standards, refer to URL Address:

http://www.iso.org/iso/home.htm

Identifying and confirming the duties, rights and obligations of individuals and parties as specified in legislation

Your job description and your employers associated health and safety policies and procedures may provide

you with a firm grasp of your responsibilities and actions under the WHS/OHS Act. If you are not sure of

where to find this information, ask a member of your workgroup or your supervisor.

When you are not sure about the changes to the Legislation and Regulations, refer to your State/Territory

Regulator. To obtain a clear idea of the responsibilities and actions of your employer, refer to the

appropriate sections of the WHS/OHS Act.

Personnel that have duties, rights and obligations that they have a legal obligation to perform under

WHS/OHS legislation relate to the following personnel, including:

Workers

The WHS/OHS Act requires that workers, while at work must:

- take reasonable care for his or her own health and safety

- take reasonable care that his or her acts or omissions do not adversely affect the health and

safety of other persons, and

- comply, so far as the worker is reasonably able, with any reasonable instruction that is

given by the employer/person conducting the business or undertaking to allow the person

to comply with this Act, and

- co-operate with any reasonable policy or procedure of the employer/person conducting the

business or undertaking relating to health or safety at the workplace that has been notified

to workers.

http://www.iso.org/iso/home.htm

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Employers/PCBUs

As far as reasonably practicable, employers must ensure that their workers and the activities that they

perform are influenced and directed by the person conducting a business or undertaking/employer while

the workers are working. This means that the health and safety of others:

Are not put at risk from work carried out

Are protected by a work environment without risks to others health and safety by

ensuring:

That plant and structures are maintained;

That a safe system of work is maintained;

That plant, structures and substances are handled, stored and transported

safely;

That adequate facilities for the welfare of others is easily accessible and

appropriate for the workplace;

That provisions for conducting business are made by providing information,

training, instruction or supervision to protect others from risk; and

That workers health and safety is monitored in the workplace.

By maintaining premises that workers are required to occupy as part of their job and

ensuring that others are not exposed to risk.

Officers (WHS Legislation only)

What must an officer do? Described below as per “Interpretive Guideline—SafeWork Australia©”

“The health and safety duty of an officer requires them to exercise due diligence to ensure compliance by the

PCBU with its health and safety obligations.

An officer must ensure that the PCBU has in place appropriate systems of work and must actively monitor

and evaluate health and safety management. An officer’s duty is aimed at achieving and sustaining

compliance by the PCBU, which may not occur without the active involvement of its officers.

Section 27(5) provides that due diligence requires an officer to take reasonable steps:

1. To acquire and keep up-to-date knowledge of work health and safety matters

(For example, what the WHS Act requires and the strategies and processes for elimination or minimisation of

hazards and risks as far as is reasonably practicable);

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2. To gain an understanding of the nature of the operations of the business or undertaking of the person

conducting the business or undertaking and generally of the hazards and risks associated with those

operations

(Advice from a suitably qualified person may be required to gain a general understanding of the hazards and

risks associated with the operations of the business or undertaking)

3. To ensure that the person conducting the business or undertaking has available for use, and uses,

appropriate resources and processes to eliminate or minimise risks to health and safety from work carried

out as part of the conduct of the business or undertaking

(This requires an understanding of what is needed for health and safety, making decisions about procedures

and resources and ensuring that they are used);

4. to ensure that the person conducting the business or undertaking has appropriate processes for receiving

and considering information regarding incidents, hazards and risks and responding in a timely way to that

information;

(this should include the reporting of incidents and emerging hazards and risks, identifying if any further

action is required to eliminate or minimise the hazards or risks so far as is reasonably practicable and

ensuring steps are taken by the PCBU to take reasonably practicable steps);

5. to ensure that the person conducting the business or undertaking has, and implements, processes for

complying with any duty or obligation of the person conducting the business or undertaking under this Act;

(The section provides examples which are noted below – other examples include that the PCBU complies

with licensing and registration obligations, union right of entry requirements and the duty to consult, co-

operate and co-ordinate activities with other duty-holders);

6. To verify the provision and use of the resources and processes referred to in paragraphs 3 to 5

(This makes it clear that ‘ensure’ means active verification, for example through inspection or auditing

processes that the resources and processes are in place and are being used).

Examples of a PCBU’s duties or obligations which are specified in section 27(5)(e) of the WHS Act for

paragraph 5 above are:

o reporting notifiable incidents;

o consulting with workers;

o ensuring compliance with notices issued under the WHS Act;

o ensuring the provision of training and instruction to workers about work health and safety; and

o Ensuring that health and safety representatives receive their entitlements to training.”

Self-employed persons

A self-employed person is a person conducting a business or undertaking/employer must also ensure that

they attend to their own health and safety as reasonably practicable.

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Persons in control of workplaces

Persons conducting a business or undertaking are required

o to maintain control of the workplace, except in the case of a prescribed person or the occupier of a residence for conduct of business,

o to provide the ability to enter and leave a workplace as far as reasonably practicable for the purpose of ensuring the health and safety of others.

In a similar nature, fixtures, fittings and plant so far as practicable must ensure that they

are without risks to the health and safety of any person.

Designers, manufacturers, importers, suppliers of plant and substances

The designers, manufacturers, importers & suppliers of plant must ensure:

o That plant, substance and structure are used or could reasonably be expected to be used, in the workplace; and

o That as far as practicable:

o Handle, store and construct the plant or substances at a workplace; or

o Assemble or use such for which it was designed or proper storage, decommissioning, dismantling or disposal of; or

o For which the use of the substance and assembly or use of the structure; it was designed or manufactured, demolition or disposal of (in case of the plant) and proper handling, storage or disposal (in case of the substance); or

o Those in the vicinity or who are exposed to the plant, substance or structure at the workplace and whose health and safety may be exposed.

The substance or plant must be:

o Tested, analysed, calculated or examined as for the performance of the above

o Supplied with sufficient information for its purpose and the results of testing, analysing, calculating it or examining any hazardous properties of the substance identified by testing; and

o The conditions ensured that it is without risks to health and safety when used for the purpose for which it was designed; and

o This information must remain current.

Erectors and installers of certain plant

The person who conducts a business or undertaking/employer that installs, constructs or commissions plant

or a structure:

o For the purpose it is to be used;

o That the plant or structure is without risk to the installer, the constructor or the person/s using the plant or structure;

o That those who use it; use it properly, decommissioning or dismantling of the plant or disposal or demolition of the structure; and

o To ensure that anyone in the vicinity is not put at risk or exposed to the risk

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Contractors must:

o Take care of their own health and safety,

o Ensure that they do not make errors that place others at risk; and

o Comply to reasonable instruction allowing them to comply with the Act; and

o Must cooperate to reasonable policy and procedures to ensure health and safety in the workplace

Health and Safety representatives and committee members should:

o Become familiar with the WHS/OHS Act & Regulations

o Consider whether a WHS/OHS Committee is the most appropriate consultation arrangement for health and safety matters in your workplace

o Determine the composition of the WHS/OHS Committee, & ensure that different workgroups are adequately represented

o Consult and educate managers and workers to let them know the WHS/OHS Committee’s purpose, start date and their role in supporting the Committee

o It is beneficial to consider inviting sub-contractors and their workers to observe Safety Committee meetings, particularly when common WHS/OHS issues arise.

o Committee members should be allowed to invite a delegate from a trade union or employer association to a Committee meeting

There are no formal qualifications required of Committee members, however the following

characteristics would be beneficial in Committee representatives:

o Ability to effectively represent members of the workgroup

o Ability to see other viewpoints

o Commitment to improving the management of WHS/OHS

o Good communication skills

o Explain to workers what is involved in being on a Safety Committee and what training will be provided if they are elected or appointed

Constitution of Committee

o Half the committee members must be workers not nominated by a person by a person conducting the business or undertaking.

o If agreement is not made about the Constitution within a reasonable time, the regulator shall appoint an inspector to decide the matter.

o An inspector can decide the constitution of the HS Committee or that committee will not be established.

Functions of Safety Committee

o To co-operate between the person conducting a business or undertaking/employer and workers in instigating, developing and actioning measures to ensure worker safety in the workplace

o To develop rules, standards and procedures relating to health and safety that are to be complied with; and

o Any functions prescribed by the WHS/OHS regulations or agreed between person conducting the business or undertaking/employer

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Meetings of committee

Must meet at least once every three months

Employer’s duties to committee members

o To allow committee members; a reasonable time to attend meetings

o To allow committee members access to information relating to persons on hazards and other risk information pertaining to the health and safety of workers at the work place, except in the case of personal information without the worker’s consent.

o Where consent is not given, the information may be provided in a form where:

o The workers identity is not clear; and

When managing health and safety risks, managers need to be aware of and understand the importance of

communicating with all staff any applicable processes and procedures that are required, that are going to

ensure everyone is safe in the workplace, and that require follow up.

There should be an appointment of Health and Safety Representatives within an organisation that can also

monitor and report back any findings and act as the point of liaison between management, staff, HS

Committee members and themselves.

HS representatives

A WHS/OHS representative is elected when they are a member of the workgroup. When performing their

duties, health and safety representatives are not personally liable for anything done or left out when

performing their task and acted in the belief that they performed their tasks as per the Act.

The responsibility of the health and safety representatives includes:

o Represent workers in the work group in matters relating to work health and safety;

o Monitor the process in place to ensure that compliance occurs in relation to the workers of the group;

o To investigate the complaints of the members of their workgroup; and

o To ask if there are any risks to the health and safety of workers arising from the conduct and actions of the business

To perform these tasks, HS representatives may need to:

o Inspect the workplace at any time after giving reasonable notice and without notice in the event of any incident or situation that places members of the workgroup at risk

o Accompany a WorkCover/WorkSafe inspector during an inspection at which they work; including be:

o Present during an interview between a worker and an inspector; or

o The person conducting the business or undertaking/employer

The health and safety representative cannot however, access any personal or medical information without

identifying the worker and could not be reasonable expected to lead to the identification of the worker.

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Designated Person Role / Responsibility

Health and safety officers

Health and Safety officers are appointed by: An employer for the employers workplace or A principal contractor

Workplace Health and Safety Officers provide expert advice about the WHS/OHS Act in the appropriate State.

Health and safety representatives

Health and safety representatives and their deputies represent staff within a designated work group. They should be consulted on:

Proposed changes in the workplace or to materials, equipment or procedures

Risk assessment of materials, equipment or procedures Development of WHS/OHS policy and procedures Investigation of WHS/OHS hazards and ris Training, instruction and information on WHS/OHS

Supervisors

Supervisors are positioned within the organisation for employees to respond to needs, problems and safety.

Supervisors are the direct link between management and the work force and can be most effective in developing job training, safety policies, safe working methods and identifying unsafe acts and conditions.

Managers Managers must take the responsibility for the safety of their employees under the terms of the WHS/OHS Act.

Additional duties for Health and Safety managers would include the continual review and updating of policies as necessary, carrying out risk assessments and site audits.

Health and Safety managers are responsible for reviewing and updating training, carrying out incident investigations, ensuring that the organisation is continually kept updated on any changes within legislation.

Company Directors/Officers Ensure that compliance is met, of whatever is reasonably practicable regarding the WHS/OHS Act

Team leaders Team leaders work to ensure the work systems are safe and do not risk the health of employees within their TEAM or GROUP.

Team leaders monitor procedures for the health and safety of employees for whom they are responsible and encourage their teams to discuss any occupational health and safety problems.

Other authorised persons

Work undertaken for an organisation by a contractor is usually covered by a legal contract.

Health and safety responsibilities are defined by the law and cannot be passed on from one party to another by a contract.

In any client/contractor relationship, both parties will have duties under the relevant health and safety Act.

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Legal Advice

Organisations, depending on their industry, size and the technical requirements may resort to employing or contracting internal or external practitioners. It is always important to make sure that you interpret your legal responsibilities under the law. For instance, at the time that this e-book was written, it was current. However, it is important to note that legislation and codes of practice can be updated. Victoria & WA have not met the 1 January, 2012 timeline for the implementation of the new model work

health and safety system.

Your Regulator (WorkCover/WorkSafe) can provide you with updates of changes as they occur and the

impact the changes will have to work health and safety/OHS.

Legal practitioners, either internal or external

It is often preferable that you consult internal professionals about health and safety issues. External bodies

or personnel may charge high fees that you may not have the level of authority to consult with. These legal

advisors may include:

Safety and Health professional bodies can give you industry advice regarding a specific

industry. When your workplace does not have staff with the correct skills and knowledge,

WHS professional bodies will be able to provide you with names of external consultants

who can provide you with:

Safe systems of work and their improvement

Identifying, eliminating and controlling hazards

Taking samples or measurements of workplace environments such as whether the

workplace has a high level of air borne contaminants.

The type and source of advice will be determined by your needs and the need to ensure that you met your

legal obligations under the WHS/OHS Act.

Safety and Health specialists may found from specific Societies within a specific industry.

Some of these Societies include:

Human Factors and Ergonomics Society of Australia for Ergonomist Specialists

http://www.ergonomics.org.au/membership/cpe/cpes-ohs-specialists.aspx

Toxicology in Australia for Toxicologist Specialists

http://healthengine.com.au/search_interest.php?q=Toxicology

Audiological Society of Australia for Audiologists

http://www.audiology.asn.au/

Regulatory authorities (for codes of practice, legislation)




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Regulatory bodies in Australia include:

Australian Bureau of Statistics

http://www.abs.gov.au

Australian Competition and Consumer Commission

http://www.accc.gov.au/

Australian Industrial Relations Commission

http://www.airc.gov.au/

Australia New Zealand Food Authority

http://www.foodstandards.gov.au/

Australian Pesticides & Veterinary Medicines Authority

http://www.apvma.gov.au/

Australian Securities & Investment Commission

http://www.asic.gov.au

Australian Taxation Office

http://www.ato.gov.au/

Competitions & Markets Advisory Committee

http://www.camac.gov.au/

National Industrial Chemicals Notification and Assessment Scheme

http://www.nicnas.gov.au

Commonwealth Ombudsman

http://www.comb.gov.au

Productivity Commission

http://www.pc.gov.au

Superannuation Complaints Tribunal

http://www.sct.gov.au

o Safe Work Australia

www.safeworkaustralia.gov.au/

o Workplace Health & Safety, Queensland Government

http://www.whs.qld.gov.au

o Workplace Standards Tasmania

http://www.wst.tas.gov.au

http://www.abs.gov.au/

http://www.accc.gov.au/

http://www.airc.gov.au/

http://www.foodstandards.gov.au/

http://www.apvma.gov.au/

http://www.asic.gov.au/

http://www.ato.gov.au/

http://www.camac.gov.au/

http://www.nicnas.gov.au/

http://www.comb.gov.au/

http://www.pc.gov.au/

http://www.sct.gov.au/

http://www.safeworkaustralia.gov.au/

http://www.whs.qld.gov.au/

http://www.wst.tas.gov.au/

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Each State/Territory has a regulatory body that has a large impact on people, organisations and the

environment.

Unions such as the Australian Council of Trade Unions

(http://www.actu.org.au/Campaigns/HealthSafety/default.aspx)

Trade unions assist in ensuring that standards are maintained. A list of unions that may be able

to assist you can be found at the Unions Australia website address: www.actu.org.au/

Employer groups represent a specific industry or type of business. The members of the

employer group usually work with other businesses to build competition to stimulate

growth in Australia. Employer groups will ensure that their members are up to date with

industry trends and will assist members in operating their business (industry) more

effectively. Employer groups make sure that all employers have an opportunity to

represent and promote their interests in the current and future markets.

Industry bodies - work with the government – in the interests of people that they represent

The five main industry bodies in Australia include:

Australian Chamber of Commerce and Industry (ACCI)


Australian Council of Trade Unions (ACTU)

http://actu.asn.au/

Australian Industry Group

http://www.aigroup.asn.au/

Australian Institute of Training and Development

http://www.aitd.com.au/

Business Council of Australia

http://www.bca.com.au/

http://www.actu.org.au/Campaigns/HealthSafety/default.aspx


http://actu.asn.au/

http://www.aigroup.asn.au/

http://www.aitd.com.au/

http://www.bca.com.au/

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Government HS inspectors

Regulators have the power to appoint an inspector. Some of the ways in which an inspector may be

appointed is through:

Referral of issue to regulator for resolution by inspector

When an issue is not resolved in regards to the effective resolution of an issue within an organisation, a

worker or HSR may request that the regulator appoint an inspector to inspect the work area. Or, if a

worker feels that they are at risk in the workplace and believe that they are exposed to a hazard in their

work area or close to the area in which they work

The health and safety representative may direct a worker or work group to cease work if they are at risk

only after consulting with the employer or their representative when an issue is not resolved as part of

issue resolution issues including:

When an issue is not resolved in a timely manner that is effective and

No agreed resolution can be found in either procedure or via WHS/OHS

Regulations

Request to regulator to appoint inspector to assist

An inspector can be appointed upon the request of the person conducting the business or

undertaking/employer to resolve issues relating to the cessation of work. When no resolution can be found

in either workplace procedure or the regulations, then an inspector can be requested.

The Regulator may resolve the dispute in any way it sees fit including:

Mediation - is when a third person mediates and guides a discussion between two

parties in conflict so that a WHS/OHS problem can be resolved.

Conciliation – is another form of problem solving for disputes where a conciliator meets

separately with both parties to resolve their differences when mediation does not

work.

Arbitration is a technique for resolution of disputes outside the courts, where parties to

the dispute that is resolved through the participation of an arbitrator such as an

Inspector delegated by the State/Territory Regulator. Arbitrators and inspectors

can impose legally binding decisions for both sides that is enforceable.

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The Regulator may use its own initiative to resolve the dispute; or they may deal with the party upon whom

the dispute relates including:

A WHS entry permit-holder

The relevant union

The relevant person conducting the business or undertaking/employer

Any person to whom the WHS/OHS entry-holder has exercised rights of entry; or

Anyone affected by the WHS/OHS entry permit holders right of entry.

Providing Advice on WHS/OHS Compliance

Organisations are encouraged to go through the process of collection and arrangement of duties, rights and

obligations described in the Acts and Regulations and relay these obligations back to the workplace. Codes

are usually arranged for the appropriate legislation into a plan or system that appropriate personnel can

follow when they perform their duties rights and obligations.

Codification allows personnel to easily access information such as their duty of care such as under the

WHS/OHS Act, which is accessible. Work health/OHS and safety legislation is the codification of the

common law duty of care. This means that all duty holders must do everything that is “reasonably

practicable” to protect the work health and safety of everyone at the workplace. This duty of care falls on

all:

Employers/PCBUs

Company directors/officers

Managers

Supervisors

Employees

WHS representatives and committees

Contractors

The aim of legislation is to minimise risk of injury or illness at the workplace. The management and control

of risk in the control of hazards and risks in the workplace and provide them with opportunities to

contribute and participate in the process. The Model Work Health and Safety Consultation, Co-operation

and Co-ordination Code of Practice for example provides for workers to take a more proactive action in the

decision making process through consultation. The more that workers and others participate and

contribute to work health and safety, the more informed their decisions shall be.

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Duty holders under the Common Law duty of care need to prove to the satisfaction of the court that the

actions that they have taken to protect others from risk are reasonable and practicable. Duty holders need

to clearly know what their duty is, what the implications are for each group and what happens if they do

not comply.

Codification ensures that:

Employees know the information held by the employer about hazards in the workplace and

how to control them. If the employee has any information about improving the hazard

control, then they have an obligation to do so.

The forms of consultation and participation are up to the employees in the workplace, and may

include the election of a health and safety representative to act for them.

All legislative contingencies are identified. Confidentiality of information and its connection to

the WHS/OHS Act and Privacy Act 1988

The contribution of the community in the work health and safety/OHS process

To support the legislation, there are the codes of practice which will provide organisations and their

representatives with the way to promote best practice and can be adjusted to suit the needs of each

workplace.

Where an organisation does not choose to conform to a work health and safety/OHS code of practice or an

industry code of practice, they are required to demonstrate their duty of care. This duty of care requires

that they develop a safety management system that reflects the practices and demonstrates their duty of

care.


Codification of Work Health and Safety

Work Health and Safety/OHS Act

Codes of Practice

Work Health and Safety/OHS

Regulations

Industry Codes of Practice

Either Either

Organisations to demonstrate

Duty of Care

O

R

Industry

Act/Regulations


To support the codification of duty of care, employers are required to provide support for the work

health and safety/OHS legislation and codes of practice by:

Ensuring that they provide a health and safety work environment for workers and others

Provide risk management system

Providing training, information and education so workers and others such as health and

safety representatives can contribute and participate in the decision making process

Providing a systematic approach to managing work health and safety

Functions and Powers of the WHS/OHS Regulator

WorkCover/Worksafe inspectors are given the right to issue these notices:

Prohibition notices

The inspector can give a prohibition notice to the person who controls the activity instructions either

verbally or in writing that prohibits:

The activity; or

The execution of that activity

This will continue until the inspector is satisfied that the risk is remedied. The prohibition notice should

state:

The reason for or the belief that the prohibition notice should exist;

A brief outline of the activity and the risks involved; and

The provision of the Act that the inspector believes is being contravened.

Or may state the directions to be followed to remedy the risk

The prohibition notice must include the prohibition of the activity or exposure across a workplace or

part of that workplace, anything not to be used in connection to the activity; and any procedure that

should be followed in relation to the activity.

For example, the introduction of a new chemical to a worksite caused a noxious odour that caused

workers to complain of nausea and illness by the end of the workday. The MSDS (safety data sheet)

stated that the chemical is environmentally friendly. However, when in contact with the raw material in

the workplace, it would emit the noxious odour.

In this case, the worker received a prohibition notice that stated that the worker could not apply the

chemical to the surface as it placed workers at risk. The worker had to comply with this prohibition

order or notice.

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Improvement notices

For example, when the employer knew that the chemical on the raw materials caused a noxious odour

in the example above, they should have taken steps to resolve the problem instead of putting the

worker/s in the area or performing the task at risk. In this case the improvement notice may include

directions on:

Whether to replacing or use the chemicals that do not place workers at risk;(which is a

remedy or prevents the likely contravention); and

The compliance must be reasonable in all the circumstances

The person who is issued the notice must comply within the time specified or they can be fined.

Failure to comply with the improvement notice may lead to a fine.

Provisional improvement notices

This notice should not be issued until the health and safety representative has spoken to the person,

received the appropriate training, previously completed training for another workgroup or completed

training equal to the training corresponding with WHS/OHS law. This notice also cannot be issued if an

inspector has already issued a provisional notice or an improvement notice relating to the same issue.

Provisional improvement notices can be

issued by health and safety representatives

to personnel in regards to:

Remedying the contravention

Preventing a contravention from

happening or

Remedying the operations or thing

causing the contravention.

Prohibition notices can be issued when a serious risk to the health and

safety of a person who is exposed to immediate or imminent exposure to a

hazard or an activity that a person performs that will involve a serious risk

to their immediate or imminent exposure to a hazard

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Notice of the contravention must be in writing and the provisional improvement notice must state:

What the person is contravening; or

What has been contravened or

Is likely to be contravened

The provisional improvement notice may give directions on how a contravention may be remedied or

prevented. Minor changes may be made to the provisional improvement notices for clarification, to

make corrections and to reflect changes of address. The notice may be cancelled by the health and

safety representative at any time. This notice must be displayed in a prominent place at or near the

workplace where the work is being carried out. This notice must not be removed or damaged.

Failure to display a provisional improvement notice and deface said notice during the enforcement of

that notice, and to contravene the provisional improvement notice may include a fine.

Contravention of the provisional improvement notice may lead to a regulator to delegate an inspector

to enter the workplace as soon as possible to review the notice and inquire about the situation, even if

the period of compliance with the notice has expired.

In the instance, where the provisional improvement notice is reviewed, it may be confirmed, changed or

cancelled. A copy of this notice should be given to the applicant and the health and safety

representative who issued the notice.

When a provisional improvement notice is confirmed (with or without changes) by an inspector is seen

as an improvement by an inspector under the Act.

All notices including improvement and prohibition notices:

Must be in writing

Must have a direction for an improvement referring to the code of practice or offer a

choice of remedies

Make recommendations and failure to comply to an improvement notice or prohibition

notice is an offence

The regulator may vary or cancel the notices

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These notices may be issued or given:

Through delivering, via post, fax or electronic transmission to the person’s last known or

usual place of residence or business

By leaving the notice at the workplace with someone who is management or in control of

the workplace; or

In a prescribed manner which may be a regulation or the steps to whom a notice is issued

must take to bring it to the attention of other persons.

The regulator may – in the case of a prohibition notice take reasonable steps to ensure that

a person complies and the owner or person responsible for liability costs of the action.

The regulator can apply for an injunction compelling a person to comply or restraining them from

contravening the notice.

How negligence is determined at statutory and common law

Statute Law

Legislation can be single law called (a statue) or a collection of laws. Legislators are members of

parliament that make the laws. All personnel must comply with the laws that apply to them.

Statute law creates:

Frameworks such as the WHS/OHS Act which organisations and members of society can

operate

Provides prohibitions and rules that guide the framework; and

Adjusts to change

Common Law

Judges play a large role in the shaping of common law. It covers:

Areas that parliament did not consider or passed as legislation

Areas that parliament has not considered.

Negligence and Statute Law

Negligence is the:

Failure to do a thing that a reasonable person would

do; or

Doing something that a reasonable or prudent

person would not do

Where a person still fails

to comply, they may be

faced with an injunction

for non-compliance

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The law requires that a person has a duty to act with care towards others. If there is a failure to act

carefully and an injury arises or someone suffers, then the tort of negligence has been committed.

Modern tort law arose from the case of Donoghue v Stevenson (1932) AC 562

Where a manufacturer produces a product that he sells to a consumer who has no reasonable

possibility of intermediate examination and with the knowledge that the absence of reasonable care in

the products preparation, the consumer is placed at risk, the manufacturer owes a duty of reasonable

care.

The manufacturer must take reasonable care to avoid acts or omissions which one can reasonably

foresee would likely injure another.

The answer seems to be – persons who are so closely and directly affected by my act that I ought

reasonably to have them in contemplation as being so affected when I am directing my mind to the acts

or omissions which are called in question.

Negligence and harm

Negligence does not arise out of careless acts. A person is only liable for harm if there is a foreseeable

consequence of their actions, which is a failure to demonstrate reasonable care and skill.

In order to succeed in negligence, the plaintiff must demonstrate:

That the defendant owed the plaintiff a duty of care

That the defendant breached that duty of care

That the plaintiff suffered damage that arose:

From the defendants breach of duty; and

Not too remote. Case: Levi v Colgate Palmolive (1941) – A manufacturer does not owe a duty of care to every consumer,

but may give rise to precautions to protect abnormal persons known to be likely to be affected.

Duty of Care

Duty of care is the term used to describe an ability to anticipate possible causes of injury. It concerns

the obligation that a person should exercise reasonable care with respect to others, including protecting

them from harm. In the WHS/OHS Act, there is a primary duty of care that an employer offers to their

workers. Directors of companies, workers and other persons must ensure that they take care to keep

the workplace safe and to comply with the employer’s instructions.

Duty of care in situations applies including:

Negligent misstatements – in relation to people being advised

Suppliers of goods and services to consumers or others being supplied

Managers to staff

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Negligence and Common Law

Under negligence at common law, there will not be a breach of duty where injury arises as a result of a

person’s failure to act, except in:

Doctor and patient

School authority and student

Local councils

Statutory authorities

Foreseeability and vulnerability test between the defendant and the plaintiff

Three factors will determine whether the plaintiff was considered vulnerable:

1) Was the defendant in control?

2) Did the plaintiff rely on the defendant?

3) Was the defendant in a position to be protective of the plaintiff?

If yes, then you may be considered liable under the law.

In this case, the courts may rule on economic loss.

Economic loss is the financial loss unaccompanied by physical injury to person or property. There are

two situations where you may recover for economic loss including:

Relational interests- where the plaintiff is not directly affected but is impacted/affected

because of their relationship with the primary victim (CASE: Perre v. Apand (1999))

Negligent misrepresentation – The existence of a duty of care is whether the information or

advice was prepared for the purpose of inducing the plaintiff in acting in a certain way.

(CASE: Esanda Finance Corporation Ltd v. Peat Marwick Hungerfords (1997))

Please note that since 2002, salient care has been used to determine whether a duty of care should be

imposed on the defendant. Laws are continuously changing. It is important to make sure that you

monitor these changes and how they will impact on you.

Professional liability in relation to giving advice

Another part of negligence is professional liability. Professional liability arises when professionals give

advice that is negligent or that fail to perform their duties under the law. If professional advice is given

that arises out of advice obtained from technical or HS professionals, they could be found liable of

negligence under the law.

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Assist with WHS/OHS legislation compliance measures

An organisational culture built around the support and reinforcement of health and safety is one of the

best ways in which to reinforce a consistent framework. A culture built on health and safety can assist

in making sure that the organisation is compliant.

For any culture to succeed, management must demonstrate support for health and safety. Research

demonstrates that when management takes a role in the operations of the organisation, then there is

an increase in worker support. This means that management should be committed to health and safety.

To demonstrate this commitment, they should:

Provide ongoing feedback to workers on their performance

Keep up to date with changes in legislation; and

Actively participate in the work health and safety process.

The representatives of the organisation must ensure that they maintain a system and work organisation

that meets the requirements of relevant legislation. This means that all organisational policy and

procedures need to be reviewed on a regular basis to ensure that they are compliant with WHS/OHS Act

and Regulations.

If you happen to work in an industry that has its own set of standards, Acts and Regulations, it is also

important that you take the time to ensure that these Acts and Regulations are met, while maintaining a

safe work environment for employees and other stakeholders that may work on the work site.

A systematic approach to WHS/OHS is required to ensure that compliance is maintained. Your framework should include:

Policies that set the WHS/OHS Standards that will apply in the workplace

Procedures that aim at meeting the policies

Safe work procedures developed to ensure that workers and duty holders have clear

instruction of how to perform their tasks safely.

Procedures to reinforce each party’s duty of care including incident notification to both

employer and State/Territory Regulators

Processes in place to report and record hazards and risks and the processes followed to

ensure that compliance is achieved. For this to happen, an organisation can follow the

Model codes of practice as set out by Work Safe Australia.

Election of health and safety representatives and committees and procedures developed to

support their power and functions.

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Processes and procedures also need to be monitored to ensure that continuous

improvement is occurring and that organisations are meeting their objectives in

regards to work health and safety.

Maintain updates on procedures in regards to changes in legislation and industry practice.

That review processes are in place to ensure that the organisation has improved when

changes are implemented.

It is essential that you use your knowledge of work health and safety to make sure all personnel are

aware of the changes and how each change will impact on them and any fines that they may face for

non-compliance with the WHS/OHS Act and/or Regulations.

To assist you in this endeavour, refer to the Consultation Code of Practice. This is not a job for only one

person. No one can ensure that a safe system of work and work organisation exists. This requires the

complete coordination and cooperation of everyone within the organisation.

At the same time other parties that are adversely affected by changes should also be invited to

participate with the consultation process especially if the process is going to have a direct impact on

them. Management must participate in this process. The more that they are committed to work health

and safety and demonstrate that support by acknowledging the contributions of workgroup members

and other stakeholders, the more that workers will be prepared to take responsibility for their own

work environment.

The need to be systematic will provide workers and others with the greatest level of protection from

risk because workers will have their roles and responsibilities clearly explained to them. In turn they will

know what they should do and who they should do it with.

Management training and knowledgeable personnel in positions of influence need to be able to

understand and demonstrate their understanding of work health and safety in relation to their work

responsibilities. When a lack of commitment is identified; it is important that you action it by providing

training for personnel.

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Legislation

Legislation must be complied with.

It is important to note that personnel are not authorised to

use plant or substance or its design to be used until they

receive the license, permit, registration or other authority as

required by regulation.

If a worker does not have the

prerequisite requirements: The

individual can be fined and a corporate

body if they direct or allow a worker to

work with plant or substances or its

design.

A person must not use plant and

substances or its design when it is not

authorised in accordance with

regulation and must not direct or allow

a person using plant or substance or its

design when it is not authorised to do

so.

A person should not carry out work where regulation requires the work or class of

work to be carried out by someone who is authorised to do so.

Requirements for prescribed

qualifications or experience

Requirements to comply with

conditions of authorisation

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What this means is that a worker should not use or be allowed or directed to use by the organisations

plant, equipment, substances and its design where they do not have authorisation under WHS/OHS

Regulations. To become authorised, personnel must complete a prescribed qualification and associated

experience or the work is not carried out under the supervisor of a person who has the prescribed

qualifications - in short, an unauthorised worker must work with a qualified supervisor who has the

applied qualifications.

The person must comply with the conditions set out in the regulation to obtain the authorisation. Persons who fail to comply may be fined.

Refer to your State/Territory Regulator to determine the licences, qualifications, registrations, permits

and other requirements that you need for your industry.

Develop and maintain changes to workplace policies, procedures, processes and systems that will achieve compliance

To assist with the development of changes to workplace policies, procedures, processes and systems

you will need to understand whether the minimum WHS legislation standards are being met,

monitoring will assist you in determining that the minimum standards are maintained and what areas of

improvement are required. It should be an objective of the organisation to improve the quality of the

health and safety within the workplace.

Evidence suggests that complacency breeds contempt.

What does this mean?

Reflect on your own work experience. You perform tasks every day. As you become familiar with the

tasks that you perform, you start to run on automatic when you perform them. If you do not manage

your performance, your level of performance may not decline, however your awareness of performing

the task may decrease. In turn, the level of risk in performing these tasks may increase, leading to more

risk to yourself and others in the workplace.

Many organisations will have different procedures to monitor the level of performance and in turn

compliance of staff in the workplace. For example, the number of incidents in a work area has

increased over the last three months. What is the cause of this increase? Monitoring will assist you in

determining the cause of the increase of risk and then determine through the consultation process how

to minimise the risk.

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You may ask yourself: Information you may need to gather as part of the monitoring process

What should you do?

What level of training, information and instruction has the team received during this period?

Have the staff received training? If so, what training have they receive? Was the training appropriate to minimise the risks? What information did the staff receive? Was that information appropriate for them to make an informed decision as part of the consultation process?

If the answer in any instance is no, then you need consult with staff and determine the most appropriate method in which to minimise the risk.

What changes to procedures, processes and systems may have caused this increase of risk?

Were any changes made to processes, systems or procedures in the department?

If yes, you should review the process in consultation with your team. When a new procedure is implemented, unforeseen problems may arise that were not identified when the process was reviewed and the decision was made. For example you may not have consulted with a member of the team who could have identified the risk.

A tool that you may use to assist you in identifying gaps in procedures and processes is a gap analysis.

Monitoring should be performed in a planned manner. Evaluation of the information monitored should

include an assessment of the quality and impact of the health and safety issue that you are monitoring.

A gap analysis is a tool that will assist your organisation in evaluating actual performance and expected

performance.

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In the instance where there is an increase in incidents in the workplace, you are identifying the actual

performance (increase of incidents) is not meeting the expected performance (Nil incidents).

Knowledge gap Strategic gap

The strategic goal is for there to be no incidents in the workplace. Our monitoring through

incident/incident reports shows that there are six incidents arising in the area. This means that actual

performance is not aligned with expected performance. The aim of expected performance is to ensure

that the organisation does not have:

Increases in insurance premiums; and

Staff morale is maintained through a health and safe workplace.

The increase in incidents means that insurance premiums for the workplace are increased and the more

incidents that arise not only highlights a problem with the communication and consultation process. It

also highlights a further increase in organisational spending to not only replace workers who have been

injured, but a decrease in productivity. In most instances when there is an increase in incidents in the

workplace, the staff members are given the impression that their employer does not care for their

safety.

Six incidents

Expected

performance

Actual

performance

No incidents

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So what should you do?

The Codes of Practice aims to ensure that your legal obligations under the WHS/OHS Act and

Regulations are maintained. Procedures are developed to provide you with the steps to perform work

duties. Those procedures will include how to monitor worker’s health and work conditions. It is

important that these procedures are clear and at a level that the parties have information

communicated to them in a manner that they understand.

Non-compliance is an obstacle in ensuring that an organisation is not performing its legal obligations under the law, and policies and procedures. As a worker, some of these areas will include making sure that your work group or other personnel within the organisation contribute to achieving compliance.

The areas that you may find that non-compliance is in:

Contributing to an Health and safety audit

Contributing to an Health and Safety inspection

Engaging external specialists and consultants

Identification of non-compliance with WHS legislation in the workplace

Contributing to the implementation, monitoring and evaluation of actions to ensure health

and safety compliance

Making recommendations about how compliance with Work Health and Safety legislation

could be achieved

Reporting breaches of compliance to responsible persons or authorities

Where required, carrying out notes or functions specified in legislation or workplace

policies and procedures

As we have established your workers and other personnel within the organisation have specific duties

upon finding out that non-compliance is occurring in the workplace, you need to consider why this non-

compliance has occurred. Non-compliance arises when workers and other personnel are not complying

with the law. Organisations must have policies and procedures in place & if there is no compliance, then

it is essential that you identify why workers and other personnel are not complying with these policies

and procedures.

Failure to comply with the law may lead to penalties being administered. To ensure that you are not

faced with litigation for failure to comply with the law, you need to investigate why non-compliance is

not occurring.

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Consultation with the appropriate personnel and workers will assist you in identifying why compliance does not occur. The questions you may ask include:

What do you understand about the WHS/OHS laws?

Did you understand your training? If you did not understand part of the training, what part

did you not understand? Why?

You should also review your own performance. Are you providing the appropriate support to

personnel? Are your consultation processes appropriate? If not, how can you improve?

Once the cause of the failure for non-compliance is identified and understood, appropriate action

should be taken.

Appropriate action

If you identify a lack of sufficient knowledge or skills and ability to understand the organisations policies

and procedures, you should consider reinforcing their knowledge or developing their skills and

knowledge. You can do this through mentoring, training & facilitation (see mentoring & training in this

book):

Facilitation

When you need to communicate with more than one person to meet an outcome, you should use both

the skills you learnt during the consultation process. Facilitation is a group solving technique that you

may use in consultation with workgroup members.

In the role as a facilitator, you should use your skills to follow organisational procedures in regards to

the consultation process to assist your workgroup during a meeting for the sharing of information,

consultation of ideas or part of the workers contribution to the decision making process.

At the start of any meeting, the work group needs to agree about what the group is trying to achieve. By

allowing the group to arrive at a consensus as to the aims of a meeting, you are moving towards

empowering them. Empowerment is the process of giving workers control of their work area by

demonstrating that you trust them to complete their job outcomes.

The basic features of facilitation include:

Making sure that you keep the workgroup focused on the issue;

That the discussion is focused on the task, without controlling the issue

Participation in the discussion from all work group members; and

To act to ensure that consensus or agreement on issues is determined.

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It is important to encourage all group members to participate in the discussion. This can be done by

asking for their opinion. This means that you have to ensure that workgroup members are prepared for

the meeting’s topic before the meeting begins. This task should be performed when you communicate

the meeting to group members and share information about the topic.

Ensure that all workgroup members are treated with respect and that all views are listened to. If a

workgroup member is disrespected, then they will not be empowered because they will lose the

confidence required to be empowered.

Facilitation needs to make sure that group members are committed to their decisions and/or

recommendations. It is important that the workgroup members and people who are impacted by the

hazard or risk are participants in the meeting. Their experience and knowledge will contribute to the

continuous improvement process which is one of the aims of the work health and safety legislation.

As a facilitator, you should:

Lead and guide the meeting in an informal manner to ensure that you demonstrate a

positive attitude and remain uncritical of the group discussions.

Ensure that minutes are taken as part of the meeting for not only your historical records

but to use as potential evidence in a law of court that your organisation has been

following the law.

Be neutral

Not express a personal opinion; and

Consider the costs, especially if an expert is invited to talk to the group.

As a facilitator, it is essential that you do not show any preferences as that will lead the group into

forming answers based on your opinion. Remain impartial and provide them with consistent support.

For information on external training providers, refer to: deewr.gov.au/. WHS training may be

expensive. Care should be taken to ensure that you provide internal support to workers to reinforce

their learning. Coaching or mentoring can assist you in providing the support your workers require.

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Chapter 2 MANAGE CONSULTATION AND PARTICIPATION PROCESSES

Chapter 2 MANAGE CONSULTATION AND PARTICIPATION PROCESSES

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Identify the requirements for WHS/OHS consultation and participation

Harmonisation of the WHS/OHS process ensures that a participative approach to is achieved through

the consultation process. Participative approaches require workers actively participating in improving

their workplace so that injuries are decreased and the level of productivity increases. By providing

workers with information as a two way communication process, they are able to use their knowledge of

the workplace and the problem to assist management in the risk assessment and control process.

The benefits of participative arrangements are that there is:

An improved flow of information within the organisation; and

That this improvement must be meaningful in a time of fast technological and organisational change, enhanced performance and reductions in work related problems.

A participative approach to WHS/OHS requires a culture that aims for zero incidents related to health

and safety issues. No matter how good a system is, there is always room for improvement. A

systematic approach to managing WHS/OHS is where procedures are methodical through a step by step

process.

In order to fulfil your duty of care you must participate in the management of work health and safety in

your workplace by ensuring that a consultative approach is made in regards to:

Identifying hazards, controlling and eliminating risks

Process to review and update WHS/OHS policies and procedures

Ensuring that workers are provided with and given opportunities to share information on

WHS/OHS issues

Manage and develop processes appropriate to the culture of the organisation

A work health and safety management system needs to represent a systematic management approach

in assisting managers to meet their legal requirements and lead to a sustained improvement in

WHS/OHS performance. For a WHS/OHS management system to be effective, managers at all levels

need to be aware and knowledgeable of their legal obligations and the risks and hazards specific to their

organisation. Managers also need to make sure that employees are competent in performing their

assigned tasks especially in light of the level of risk and hazard identified within that task.

A WHS/OHS Management system

A WHS/OHS Management system walks hand in hand with a systematic approach to WHS/OHS. The

only way in which a systematic approach to WHS/OHS can be maintained is through management taking

control of WHS/OHS.

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Management - Take Control

System - A systematic approach

As part of the WHS/OHS Consultation process, managers have a legal obligation to consult with

stakeholders and key personnel. Stakeholders will be able to draw from their experience and skills to

assist you in making an informed decision.

Your goal as a manager is to facilitate the participation of stakeholder in ensuring that WHS/OHS

consultation in your work environment is a success. Facilitation is about motivating personnel and

working with them to solve problems. In any consultation process, it is essential that management

demonstrate support for WHS/OHS. Each state and territory has a dedicated “Code of Practice” or

“Guidance Notes” that emphasises the need for management’s commitment in ensuring the success of

WHS/OHS in the workplace.

Be aware that as a manager, if you fail to ensure to facilitate personnel you will find that they will not be

empowered to participate in WHS/OHS. Records kept will reflect your inability to support WHS/OHS

and you may be found liable of not performing your duty of care.

Management and Responsibilities under WHS/OHS Legislation

As a Manager, your duty of care under the WHS/OHS Act is to ensure that workers are not placed at risk.

Failing to perform your roles and responsibilities under the WHS/OHS Act by ensuring that the

workplace is safe and that you do not perform your duty to consult workers which end with uninformed

decisions, you can be held personally liable to fines and prosecution.

Know what needs to be achieved

•Set a goal

Plan how it will be achieved

•Have a plan

Follow procedures

•Document what will be done or what you have done

Take control or it will control you

•Make sure that the system is working

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In order to set a duty of care, you must be able to assist in the design and development of work health

and safety participative arrangements as set up by your organisation. This means you must know how to

perform these tasks within your scope of authority, your responsibilities and knowledge.

Workers and Responsibilities under WHS/OHS Legislation

WHS/OHS Legislation provides workers with the duty to follow the instructions of their employer. This

means that workers have a legal obligation to follow your instructions as long as they do not feel that

they are being put at risk.

A safety culture

The culture within your organisation is made up of all the attitudes, actions, beliefs and expectations of

everyone involved in safety. To develop a culture of safety in the workplace is a positive step towards

workplace health and safety management.

As a manager, it is important to support and encourage teamwork, effective communication,

cooperation, flexibility and providing encouragement to workers to express their ideas. A culture of

safety should aim at:

Decreasing the level of costs associated with injuries

Decreased absenteeism due to injury or work related stress

Decreased risk of injury to stakeholders

Strengthening safety processes in the workplace

To develop a strong culture of safety, management should encourage and support:

Commitment and consultation processes

A systematic approach to improving documentation processes such as policies and procedures

Evaluation and continuous improvement processes of the risk management system

Open communication at all levels of the organisation; and

Identify training when it is required

As a manager it is your responsibility to support and motivate workers in our work settings, as their

participation is important and essential to the success of workplace health and safety management.

Participative arrangements are designed so that stakeholders are able to be involved in decision making

that affects their health and safety. When talking about stakeholders, it is important that you do not

only consider personnel employed by the organisation. WHS/OHS Legislation not only requires

participation by immediate employees, it also requires the participation of contractors, volunteers and

subcontractors and their employees.

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Participatory processes may include:

Employee and supervisor involvement in WHS/OHS activities, such as inspections and audits

Workplace inspections and audits of organisational policy and procedures should involve both

employees and supervisors. As a manager, it is your role to make sure that your work group members

perform their tasks as part of their involvement in the WHS/OHS process.

By drawing on the skills and knowledge of workers and supervisors, you will be able to make a more

informed decision to ensure that work is carried out safely. A good manager must be able to

demonstrate with other managers the importance of sharing responsibility for health and safety with

other managers. This means that managers must consult, cooperate and coordinate activities with each

other to demonstrate how to address gaps in managing health and safety risks that occur in the

workplace.

When managers demonstrate support and commitment to health and safety, research demonstrates

that workers will aspire to meet the standards set by their managers. As such, managers should take

steps to ensure that their workgroup members:

Understand their roles and responsibilities in regards to WHS/OHS and the impact their failure to perform these roles and responsibilities will have on the safety of others in the workplace

Never assume that others are taking care of a work health and safety matter. Workers should be confident enough to consult with management to find out whether someone is working to minimise risk in regards to specific hazards

Are consulted to determine who the best person is to perform a specific task in minimising risk in the workplace. Workgroup members are usually aware of the strengths and weaknesses of the team and should support management in ensuring that the workplace is safe.

Part of a worker’s or a supervisor’s responsibility could include the completion of workplace inspections

and audits. As a manager it is important to make sure that you acknowledge worker participation in this

process.

Health and safety, and other representatives and consultative/planning committees

Consultation is also not restricted to workers. Workers may make a request for a health and safety

representative to represent them in the consultation process. The processes put in place of consultation

needs to reflect the needs of the workers and their workplace situation, including consultation

procedures.

Workers or a health and safety representative may put forward a request for the election of the health

and safety committee. Some organisations also form health and safety committees. If a request is made

for a health and safety committee, management must establish a health and safety committee.

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The function of a work health and safety committee is to:

Facilitate cooperation between the organisation and workers in instigating, developing and carrying out measures designed to ensure that workers health and safety at work and

To assist in developing standards, rules and procedures relating to health and safety that are to be followed or complied with at the workplace; and

Any other functions prescribed by regulation or agreed upon between the organisation and the committee.

As a manager your responsibility, is to ensure that all workers or their health and safety representatives

participate in the consultation process.

Management also has a legal responsibility to ensure that members of the health and safety committee

are allocated sufficient time to attend meetings and carry out functions of the committee. Any time

spent by the committee performing these tasks should be paid what they are entitled to is outside the

normal course of business.

It is also important to make sure that the health and safety committee has access to information in regards to:

Hazards (including associated risks) at the workplace; and

The health and safety of workers at the workplace

Information such as personal records or medical information about a worker cannot be released without

the consent of the worker. If any information is provided, it is essential that the information does not

identify the worker; and could not reasonably be expected to lead to the identification of the worker.

Health and safety included in management, staff and employee meetings

When you assist the organisation in promoting health and safety in the workplace is in line with

corporate policy and the law, you may be required to:

Report to the senior management team on WHS/OHS matters

Participate and conduct safety inspections as well as support workers and supervisors in completing their own safety inspections. This includes, providing workers with sufficient training to perform Their Own Legal Obligations under the Act.

Provide administrative support for consultative arrangements; and

Reporting and assisting in the investigation of incidents including providing support and sharing information regarding WHS/OHS to workers and their representatives.

Developing risk management strategies and monitoring their progress

To be able to perform all these functions, it is essential that you plan and come prepared for all staff and

employee meetings. Preparations for meetings may include:

1. Sharing information – make sure that workgroup members are supplied with information in a timely manner to ensure that they have time to review the information received. The quality of their feedback will be reflected when they express their views and address their concerns with you.

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2. Be prepared to provide support when it is needed. This may include:

Providing extra resources

Providing training

Providing workers with opportunities to address their concerns when they cannot attend meetings

Providing ongoing support and constructive feedback to build the confidence that they are empowered to participate in the consultation process.

3. Providing feedback in regards to decisions made. Workers may request or look for constructive feedback or feedback may be a part of the decision making process as required by the consultation process. When you provide feedback to workers it is important to make sure they understand why you have made a decision in a specific manner.

4. You will even find it beneficial to acknowledge all of the contributions that work group members

make, even if you do not use the suggestions.

Planning and preparation is essential in the decision making process as you need to have the ability to

provide workers with consistent answers. If you keep replying to the same questions in an inconsistent

manner, you may lose all credibility with your workers.

Procedures for reporting hazards, and raising and addressing WHS/OHS issues

A systematic approach to work health and safety in the workplace requires standardised policies and

procedures that reflect not only WHS/OHS legislating and regulative requirements, but must also reflect

corporate policy. Corporate policy can be found in your organisations mission and vision statements.

Vision statement

A vision statement should reflect the high level goals of the organisation and reflects the goals of the

founder of the organisation. This means the vision should state what the founder of the organisation

envisages for the business in terms of growth, contributions to society, employees and values.

Mission statement

A mission statement should be a concise statement of the business strategy and should be developed

from the perspective of the customer and fit into the vision of the organisation. The mission statement

should answer three questions:

What do we do? – What needs to we have to fill for the customer? For example environmentally aware customers will veer away from products that damage the market.

Have we reached our customers? – This covers the technical elements of your business or organisation and includes how the product is sold and delivered to the customer.

Who do we advertise to? – This question helps you identify your marketing strategies. For example, advertising that your organisation is environmentally aware can attract customers and give you a competitive edge. If you emphasise safety to the environment then environmentally aware customers will consider your product when making purchases.

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Your organisation’s vision and mission statements will set the goals for your organisation and guide

corporate strategy in regards to meeting these goals. As such, every action that you participate in will

reflect the mission, the vision and legislative requirements that the organisation must meet to remain

competitive in today's global economy. This should also include a commitment to providing a healthy

and safer working environment while attempting to achieve these aims.

Legislation that will impact on participative arrangements will include:

Privacy and confidentiality of personal records

There are potentially two different forms of confidentiality that will impact on your actions. They are:

Section 271 of the WHS Act has strict instructions regarding the control of private information.

(Relevant to those jurisdictions that have harmonised WHS legislation).

Privacy Act, 1988 regulates how your personal information is handled, including:

How your personal information is collected

How it is used and disclosed

Its accuracy

Its security; and

General rights to access the information

Personal information is information that is used to identify workers. Personal information can include:

Your address

Your medical records

Bank account records

Photos; and

Information about what you like, your opinions, your work and your full name

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Privacy is legislated by the following offices for each state, including:

ACT - Office of the Australian Information Commission

URL Address: www.oaic.gov.au

Northern Territory – Office of the Information Commissioner URL Address:

http://www.privacy.nt.gov.au/

New South Wales – Office of the Privacy Commissioner – Privacy NSW URL Address:

www.privacy.nsw.gov.au/

Queensland – Office of the Information Commissioner’s website URL Address:

http://www.oic.qld.gov.au/

South Australia – State Records of South Australia URL Address:

http://www.archives.sa.gov.au/privacy/principles.html

Tasmania – Department of Justice and complaints where Act is hosted by the Department

of Premier and Cabinet website URL Address:

http://www.egovernment.tas.gov.au/information_security_and_sharing

Victoria - Victoria Privacy Commissioner URL Address:

http://www.privacy.vic.gov.au/privacy/web2.nsf/pages/home

Western Australia – Office of the Western Australian Ombudsman URL Address:

http://www.ombudsman.wa.gov.au/

Australian Privacy Principles

The 13 Australian Privacy Principles are contained in schedule 1 of the Privacy Act 1988.

From 12 March 2014, the Australian Privacy Principles (APPs) will replace the National Privacy

Principles and Information Privacy Principles and will apply to organisations, and Australian

Government (and Norfolk Island Government) agencies

The Privacy Act 1988 should therefore be read in conjunction with these changes that were introduced through the Privacy Amendment (Enhancing Privacy Protection) Act 2012.

http://www.oaic.gov.au/

http://www.privacy.nt.gov.au/

http://www.privacy.nsw.gov.au/

http://www.oic.qld.gov.au/

http://www.archives.sa.gov.au/privacy/principles.html

http://www.egovernment.tas.gov.au/information_security_and_sharing

http://www.privacy.vic.gov.au/privacy/web2.nsf/pages/home

http://www.ombudsman.wa.gov.au/

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Australian Privacy Principles:

Principle 1 – open and transparent management of personal information

Principle 2 – anonymity and pseudonymity

Principle 3 – collection of solicited personal information

Principle 4 – dealing with unsolicited personal information

Principle 5 – notification of the collection of personal information

Principle 6 – use or disclosure of personal information

Principle 7 – direct marketing

Principle 8 – cross-border disclosure of personal information

Principle 9 – adoption, use or disclosure of government related identifiers

Principle 10 – quality of personal information

Principle 11 - security of personal information

Principle 12 - access to personal information

Principle 13 - correction of personal information

Information Sheets for these principles can be found at URL Address:

http://www.oaic.gov.au/privacy/privacy-act/australian-privacy-principles

http://www.oaic.gov.au/privacy/privacy-act/australian-privacy-principles

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Review organisational policies, procedures, processes and systems to identify requirements and opportunities for WHS/OHS consultation and participation

The success of any WHS/OHS Management System requires a continuous improvement cycle.

Continuous improvement is about doing things right, reviewing them and then improving upon them.

Reviewing policies and procedures will allow you to determine what policies and procedures are in

place, the possible weaknesses in the WHS/OHS consultation and communication process.

The continual improvement model is embedded in a typical WHSMS/OHSMS and it is a requirement that

policies, procedures and other documentation relating to health and safety are included as part of the

auditing process. During management review opportunities to improve consultation policies and

procedures can be committed to and this can be expressed at the beginning of the cycle at the

WHS/OHS policy stage. Changes to consultation can then planned, implemented and checked again.

Thus, the continual improvement model works through another cycle.

OHSMS Management System Cycle

© ASNZS 48042001 Occupational health and safety management systems

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As a manager, as per the WHS/OHS Consultation legislative requirements:

It is only when a procedure has been implemented that problems with the procedure can it be traced.

Change is a normal part of any workplace. When one processes changed, there is also the chance that

another procedure is change. If a problem is not picked up during a review, then the end products may

only arise due to a case of luck. Luck is unreliable, uncontrollable and inconsistent. You are clearly better

off reviewing processes and procedures.

Reviews are performed to ensure that procedures are complete and accurate. Make sure everyone has a

clear understanding of the policy, process or procedure. This means that you must demonstrate

effective communication to lead to the desired outcome.

ISO (International standards Organisation) identifies that communication is a major problem in the

review process. If you don't review, you can risk missing hazards both stated an unstated, and risk is not

minimising the workplace. Another reason why you would review policies and procedures is to improve

on your WHS/OHS consultation and communication process.

You must continuously provide workers with information that keeps the work area safe

You give workers a chance to share ideas and raise their concerns

That you give your team a chance to participate and contribute to the decision making process

That you consider worker information as part of the decision making process

That once you make a decision that you provide workers with feedback.

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When reviewing WHS/OHS consultation and communication procedures, it is important to identify:

Whether the expected objectives and targets were achieved

Whether goals were achieved or exceeded. If goals and objectives were not met it is important that you identify the reason why they were not

That all objectives are being met

Be fair

Be consistent

Be thorough; and

Look for strengths and opportunities for improvements in the document and in the process.

Improvements, means change. Under WHS/OHS consultation requirements workers should be consulted about change that may impact or affect their health and safety in the workplace. This includes:

Changing work systems such as rosters and where procedures

Developing a new product or planning a new projects

Purchasing new or used equipment or using new substances

Restructuring the business

Reviewing is one of the three steps of evaluation. When reviewing information, you should:

Consider the goals of the policies and procedures

Check to make sure that the tool that you use to measure the goals performs a task it is designed to do

Identify the problems with the policies and procedures

Identify the strengths

Take the time to minimise the risk, and see if you can exceed expectations on the strengths.

The second part of the evaluation is reward. Praise all stakeholders who participate in the consultation

process. The feedback that you obtain from these stakeholders will allow you to see any issues from

different perspectives so you can have a better perception on how to minimise risk and at the same

time improve policies and procedures.

Providing reward to stakeholders, empowers them to take a more proactive role in the decision making

process. It is also important that you give workers the opportunity to address any concerns to propose

changes in their work area or in an area that impacts on their own work responsibilities. Stakeholders

are able to provide you with feedback.

Once you have made a decision, it is important that you take the time to let your stakeholders know

your decision. Once you have started this process, you should constantly update and review your

policies and procedures ensure there up to date.

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Legislation

Do not lose sight of any legislation that will impact on the decisions that you make. It is important to

take the time to ensure how changes in legislation will impact on your decision or the way that a task is

performed. The type of legislation you should consider is included in the Health and Safety Legislation

chapter.

Many professions in Australia develop codes of ethics and professional practice to guide workers in that

profession in acceptable practice. Codes of ethics and professional practice are usually designed to

ensure the credibility of workers within that profession. These codes in many instances are guided by

legislation relevant to that industry.

Some of the codes that may be available for your profession may include:

Code of Ethics

A code of ethics is a statement or set of statements about the appropriate and expected behaviour of

members of a professional group and can also reflect the values of that professional group.

Ethics of professional practice

Many professions maintain a code of professional practice within Australia. A code of professional

practice requires that personnel within that profession maintain a specific standard of conduct whilst

working in the industry. Ethics of professional practice are aimed as guidelines for acceptable methods

of practice within the specified industry.

Ethics of professional conduct can be relevant to the professional standards set out in a profession’s

legislation and may include professional negligence, professional liability and failure to meet the

standards set out by the code of professional practice.

Professional liability

Professional liability is another form of legislation that you need to be aware of. Professional liability at

law is where professionals by an act or omission that is in breach of their duty of care.

When you consult with a WHS/OHS Specialist, professionals or other members of management, there is

a legal duty to ensure that when you provide advice and support to management in regards to areas in

which management is not specialized. When you make a decision, it is essential that your decision is

based on your duty of care. If you lose your objectivity and make a decision that is not supported you

may be held professionally liable in not meeting your duty of care.


Participative approach

Impact Possible corrective action

Cultural diversity and changes to the labour market

Many new migrants are coming to Australia due to the skills shortage. New migrant workers try to mesh their culture so that they do not lose their own culture shows that they underestimated the cultural differences in their work. Organisations may cut themselves off from talent pools due to misunderstandings and misinterpretation of migrant behaviour.

Coach both employers and new migrant workers to both change their approaches so that they can connect successfully.

Rather than change the way things are done; instead, choose a position of understanding where everyone works together to find an approach that works towards everyone meeting their own professional objectives. This may require training and coaching to establish relationships where trust is established and understanding becomes the key to success.

Training may include:

Diversity training programs – including discrimination, stereotyping, prejudice and Ethnocentrism

Mentoring and networking

Empowerment by providing support

Language

Lack of understanding due to English being a second language

Provide support or training for language classes. Use more pictures, universal signs and posters to demonstrate procedures that are easy to follow. Use an interpreter and translator to communicate in their respective ways to ensure workers can participate in the process

Literacy and numeracy

There are literacy and numeracy problems in Australia

Provide support and training in regards to numeracy and literacy

Use more pictures, universal signs and posters to demonstrate procedures that are easy to follow

Have team meetings so that each intervention can be discussed and reviewed.

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Management approach

As part of any WHS/OHS management and systematic approach to change, management needs to identify problems with change and implement steps to ensure change occurs

The WHS/OHS Management approach to managing a systematic approach to WHS/OHS requires that management maintain and control of WHS/OHS procedures in the workplace. When the cause of any change issues are identified, it is important to take steps to ensure that the gap in knowledge, skills and experience are corrected so that workers are empowered to use their initiative and suggest improvements and address concerns within their level of authority.

Shift work and rostering arrangements

Needs to be re-scheduled to ensure that personnel can attend consultation process

Ensure all workers can participate in consultation including any shift workers or mobile workers by working sessions into the time schedule

Changing work systems such as shift work rosters, work procedures or the work outcomes to give the workers a chance to participate in the consultation process

Work arrangements, such as shift work and remote work environment are streamlined to ensure that workers can be involved in the consultation process

Nature of the workforce

Skills shortages

Target staff that have the skills and knowledge to meet the organisation’s requirements

Train staff the meet the information and data needs to manage the system

Specific needs of employees and Workers with specific needs

Disabilities Taking action to minimise their exposure to the risk

Introduce processes that take into account the disabilities and provide safe work processes that will minimise their exposure to the risk

Introduce designs to ensure work stations are appropriate to minimise the effects of MSD (musculoskeletal disorders). Improve their work environment to demonstrate that they care. This may mean considering ergonomic designs to minimise risk in the workplace

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Timing of information and data provision

Informed decisions can only be made with up to date information and as soon as possible

Provide workgroup with feedback that the information they have received is up to date

Identify why information is not up to date and work to find ways in which to ensure that information is up to date for the decision making process.

Improve the timeline so that information arrives before it is required and can be reviewed.

Workplace culture and approach to WHS/OHS by managers, supervisors and employees

The way in which the organisation operates, its mission and values

Related to WHS/OHS, including commitment by managers and supervisors, and compliance with procedures and training

With management commitment, awareness is created and more people are prepared to take ownership

Workplace organisational structures

Structure is the level of management

Use satellite linkup to allow personnel to attend meetings.

Hierarchical structures can be in conflict with the open consultation of WHS/OHS. Usually they do not consult with personnel, however must now or will be in breach of the law. Implement the consultation process, but all final decisions still rest with the upper management of the organisation.

Too many layers with too many political agendas that may impede the success of the consultation process. Flatten the organisation. The final decision should still fall on the upper hierarchy, but with consultation with personnel so that the organisations legal requirements are met.


As a manager it is important to be aware of the key characteristics of older workers so that in the future you will be aware of the challenges that you may face. The key characteristics of older workers may include:

The fact that they have more experience but less educated and trained

Unemployed persons may take longer to find work

They are more prone to stay in the job longer and are less willing or unable to relocate, have higher rates of disability and ill-health and general cognitive/physical decline

That they will have higher levels of productivity than younger workers and slightly less than middle-aged workers

These characteristics can present many challenges for organisations keen on utilising the benefit of older

and more experienced workers. As a manager, you will need to have the ability to motivate older workers by

addressing their labour requirements and utilising their experience and knowledge in regards to safety in

the workplace. By attracting, retaining and engaging the ageing workforce, organisations may be able to

sustain a competitive marketplace position.

Review existing WHS/OHS consultation and participation processes

Once you have reviewed workplace policies and procedures, you need to review the effectiveness of existing workplace arrangements. Management should take care to ensure:

All outcome indicators are being met

That is the KPIs are an effective measure of the outcome indicator

That the key performance indicators for each worker being maintained

That risks to the workplace is minimise or eliminated as per the organisations policies and procedures; and

The WHS/OHS consultation and communication process is effective.

Outcome indicators will show that an organisation is achieving the targets that are set as part of the

business plan. Key performance indicators (KPIs) are measures that the organisation takes to achieve to

meet organisational WHS/OHS targets.

Good performance against KPIs should lead to good outcome performance. Outcome indicators will provide

the results of past actions. It is important to make sure that any changes to WHS/OHS processes will take

time to demonstrate WHS/OHS improvements.

Consultation requires that management and their workers maintain a two way process. This means that management should:

Talk to workers and encourage workers to talk to you

Listen to workers concerns and raise your concerns and address both issues

Seek and share views and information

Consider what workers say before you make a decision.

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Encourage your workers to engage in the consultation by actively seeking their knowledge and skills to apply

to the decision making process. Open communication is one of the keys to a successful relationship with

stakeholders and key personnel. Consultation and decision making are the key factors that guide change

and should be considered when reviewing the effectiveness of the WHS/OHS Consultation and

Communication Process.

Stakeholders may include:

Employees

Managers and supervisors

Health and safety representative

Health and safety committee

Key personnel may include:

Managers from other areas

People involved in WHS/OHS decision making or who are likely to be impacted by decisions relating to WHS/OHS (Officers/Directors)

The success of a WHS/OHS management system will be based on the effectiveness of the implemented and

integration of Consultation and Communication processes into the workplace. Planning is essential at all

levels and people must understand exactly what they are supposed to do.

Formal and informal communication and consultation processes and key personnel related to communication

When communicating with key personnel it is important that you are aware of the appropriate

communication techniques to use.

Communication is either formal or informal. Informal communication usually refers to information that is

passed through the use of casual conversation. Formal is usually used in a more structured setting.

The differences between formal and informal communication includes:

Formal Informal

Scheduled in advanced

Arranged with participates

Participants are given a role

Has an agenda

Formal language

Unscheduled

Random participants

No set roles

No arranged agenda

Informal language that may use slang, jargon

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Consultation is an important part of any communication plan. If your established consultation processes are

still consistent and are aligned with the new WHS/OHS Act and the workers have been consulted and

approved, then you have met your requirements.

A practical example of occasions when you would use formal communication processes includes:

Reporting accidents and injuries in an accident/incident report

Escalation of incident to the appropriate regulator in your State or Territory and an inspector is allocated.

Rights of WHS/OHS Inspectors

WHS/OHS inspectors have specific powers of entry and inspect your workplace and issue notices under the WHS/OHS legislation. These notices include:

Remedial action if they believe a health and safety law is being breached (improvement notice)

Unsafe work is stopped immediately (prohibition notice) or

A site is not disturbed so inspectors can carry out their duties (non-disturbance notice)

When you gather information you need to consider the relevant sources of information and the processes in

place to communication the information as per your organisational procedures. There are also legislative

reporting procedures that your organisation has a legal responsibility to follow.

When communicating with regulators and other professional bodies, formal communication channels of

communication need to be maintained. When communicating with workers and other personnel impact by

the hazard or risk, informal channels of communication should be encouraged. As part of the consultation

process, you should document all interactions to provide evidence that you are working within the law.

Organisational policy and procedures should guide you in regards to whether communication with key

personnel should be formal or informal. In many instances, records of all the communication should be

recalled and maintained.

To review the effectiveness of a WHS/OHS Management system, organisations must have performance

indicators to benchmark expected performance levels. These performance indicators will vary from

organisation to organisation. When a measure:

Is less than the performance indicator then you will be required to review your WHS/OHS procedures

Is equal to the performance indicator then a benchmark has been made

Is greater than the performance indicator then you have exceeded expectations

Areas that may be assessed for effectiveness may include:

Management commitment versus worker participation

The aim of a successful implement of an effective WHS/OHS Management System is the effective allocation

of resources and a high level of worker participation. Management commitment to WHS/OHS is essential to

the level of participation in consultation and communication.

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Safety should be integrated into organisation’s operations and managed like any other function of the

organisation. Management commitment to WHS/OHS is to ensure that workers participate in the WHS/OHS

system. Worker participation in the consultation process will assist you in getting your workers to take

ownership and buy in to the WHS/OHS process.

Managers should promote worker participation by:

Actively involving them in the hazard identification, hazard control and the elimination and minimisation of the WHS/OHS process

Inspections

Preventative maintenance

Training

Emergency response

Incident reporting

Auditing process

To support this, management will need to provide workers with information so that they can:

Share their views, value them & take them into account; and

Address their concerns.

Weekly meetings and posting of problems ensures that problems are investigated and appropriate action is

taken to minimise the risk.

When communicating with personnel in a WHS/OHS Management System, it is important that you use open

communication. Strategies that you can use to maintain open communications include:

Avoiding jargon, legal language

Creating communication as the “norm”. The “norm” is accepted levels of behaviour and may include reporting hazards and incidents by completing the appropriate forms and documents

Use open body language and try to understand the message and be understood when providing feedback

Awareness of cultural diversity in areas such as maintaining eye contact and use of words

Asking questions

Actively listening

Not interrupting

Following legislative requirements in addressing conflict

Communication skills in a multicultural work environment

Communication is an important part of the participation process. The effectiveness of workplace

consultation arrangements can be impeded by a breakdown in communication. Management working in a

culturally diverse workplace needs to have a culturally sensitive approach to communication.

Communication skills can be either verbal non-verbal.

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Effective communication techniques in a cross-cultural setting include:

Active listening

Active listening may include:

Making sure that you understand the message that is communicated

Providing accurate feedback

Showing empathy and interest in what is being said

Not interrupting the other person

Maintaining eye contact

Using open body language

Effective questioning techniques

Use appropriate open ended, close ended and reflective questions to ensure that the message that you have

received or sent as being interpreted correctly. Open ended questions will assist you in obtaining more

information from the person that you are communicating to or with. Close ended questions usually require

a yes or no answer.

Reflective questions are questions used to clarify information and will allow you to ensure that you have

obtained all of the facts. Paraphrasing is an excellent example of reflective questioning.

Appropriate body language

Make sure that your body language reflects what you are trying to say. Most of your communication is

through body language. If your body language does not reflect what you are saying then the other party

may become confused. Confusion can lead to mistakes and this can increase risk in the workplace.

Appropriate speech

Formal and informal language is a requirement of any working environment. Make sure that your speech is

appropriate for the audience, especially if English is their second language. Make sure that you minimise

jargon and slang as this can lead to confusion and misunderstandings.

Barriers to effective communication in a socially diverse work environment

Effective communication in a cross-cultural work environment can lead to misunderstandings which can

impact is on the effectiveness in participation of the consultation process. To minimise the barriers of

effective communication it is important you are conscious of the way you speak and how you speak.

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As a manager it is important to avoid:

Bias and stereotyping

Stereotyping is making assumptions about a person's background due to their appearance or membership of

a particular cultural group. Avoid showing bias or prejudice either formal or against another group.

Ethnocentrism

Ethnocentrism is judging another culture solely by the values and standards of one's own culture. They need

to make sure that they are culturally aware and be prepared to engage with workers from all backgrounds,

irrespective of the person beliefs.

Lack of Empathy

Empathy is about being able to put yourself in another person shoes by understanding their feelings.

Without empathy you will not be able to relate to team members or key personnel who are struggling with

language and cultural barriers.

Negative subtext

Negative subtext is when your body language does not correspond with what you were trying to say.

Workgroups

Participation of individuals in regards the WHS/OHS, can be enhanced through the use of workgroups.

Workgroups are formed by negotiation and agreement. Workers will agree to form the work group and/or

work with their representative, including their WHS/OHS representatives.

Workgroups are formed through negotiation so that their interests can be effectively represented and that

each member of the workgroup has access to their HSR.

Negotiations must determine:

The number and composition of the workgroups to be represented by HSRs

The number of HSRs and duties for each group

The workplace or workplaces to which work groups will apply

Workgroups may be negotiated and agreed upon based on:

A single work site

One business or undertaking or several

Workers working for more than one business or work site

HSRs need to be readily accessible to workers so that they can express their concerns in regards to a health

and safety matter and so that they can consult with the HSR about health and safety in the workplace.

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When groups are formed, it is important to take into account:

The number of workers

The views of the workers

The nature of each type of work

The number and grouping of workers carrying out the same or similar roles

Part of reviewing the effectiveness of existing workplace agreements requires management to review

whether the consultation and communication process can be improved upon.

The continuous improvement cycle of the health and safety management system allows management to

review existing workplace arrangements with stakeholders to ensure that not only is policy or procedure

being followed but that the consultation process is reaching the appropriate stakeholders and also provide a

forum where:

Stakeholders can provide feedback; and

Stakeholders can address any concerns that they have.

Management should also review:

If the appropriate stakeholders are participating in the consultation and communication process

Whether the information that is being received is being received in a timely manner and is correct

Whether the communication techniques use is appropriate.

The consultation is still a two-way process between management and other stakeholders. This means that

all parties need to be able to talk to each other, listen to each other's concerns, share views and information

and consider the views of all stakeholders when making decisions. Stakeholders may also include health and

safety representatives and health and safety committees.

Management must be cognitive of the fact that change is an ongoing process and should be reviewed

continuously. By reviewing the effectiveness of existing workplace arrangements, in consultation with

stakeholders, management should be able to identify areas that had been impacted by change and take

appropriate steps to improve the effectiveness of the consultation and communication process.

If you change the consultation process due to change within the organisation including the composition of the workforce and its characteristics, then you should review with all stakeholders:

That the duty to and the purpose of the consultation process

The range of work and associated health and safety issues in the workplace

That the various ways of consultation are still appropriate for the workplace; and

Stakeholders’ ideas about a more effective way to consult due to the changes that may have occurred within the organisation

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Compare existing processes with identified requirements for WHS/OHS consultation and participation processes Now you should have an idea of what you need to review to determine the effectiveness of the WHS/OHS

consultation and communication process. You have also learnt how the consultation process can be

measured using KPIs and outcome indicators. What has not been considered is whether the information and

consultation requirements are being met.

As a manager and as part of the WHS/OHS Management system, it is important that you maintain control in

the management of a systematic approach to WHS/OHS. Part of this process means that you need to make

sure that workers and/or the representatives and stakeholders, including key personnel are receiving

sufficient information in an appropriate manner so that they can provide feedback according to the level of

responsibility.

It is essential that you have a clear identification of the hazard and associated risks. It is also important that

you know what information stakeholders are able to access. For example, you are not allowed to authorise

health and safety representatives and committee members to know the name of injured workers without

their express permission. However, these same people can access information as long as they are unable to

identify the name of the worker and sufficient steps have been taken to ensure that the information cannot

be traced back to the worker.

Management should know:

The worker’s level of authority which can be found in job descriptions and organisational policy

and procedures

Organisational policy and procedures in regards to:

The appropriate information that the stakeholders can have access to

The type of information that they receive and how that information is communicated

What records each stakeholder is provided with an whether the information is sufficient for

them to participate in the consultation process;

That sufficient workers and stakeholders are consulted to ensure that the best possible decision

is made.

The WHS Consultation, Cooperation and Coordination Code of Practice 2011 (P 13) states that agreed consultation procedures are likely to be the most effective if they include:

The matters that require consultation

Who will be consulted?

The ways consultation will occur

How information will be shared with workers and health and safety representatives

What opportunities will be provided for workers and health and safety representatives to give their views on proposed matters?

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How feedback will be given to workers and health and safety representatives

How consultation will occur with workers who have special language and interesting needs

Timeframes for reviewing the procedures

It may also be important for workers and health and safety representatives to get together as part of

facilitation of the consultation process to discuss information and formulate views. The aim of these

procedures is to assist in providing consistency and certainty to the consultation process.

It is one thing for workers and health and safety representatives to receive information, it is another thing to

ensure that the information that they receive is appropriate for them to provide an informed view of

workplace hazards. Consultation should also address the consultation process when consulting with health

and safety representatives and committees.

Health and safety representatives can be elected upon the request of the workers. Health and safety

committees bring together workers and management to assist in the development and review of health and

safety policies and procedures in the workplace. Committees can be developed upon the request of workers

or at the instigation of management.

Health and safety committees can assist management in the review of the consultation process to make

sure workers and stakeholders are receiving sufficient information to provide their views and address their

concerns. Further, the health and safety committee:

Can bring together workers and business representatives to collaboratively discuss and develop ways for improving the systems for managing health and safety at the workplace;

And encourage the development and retention of corporate knowledge on health and safety matters in the workplace.

Health and Safety Representatives and Health and Safety Committees

It is important that you are aware of the distinction between health and safety committees and health and safety representatives. They are

Health and safety representatives are elected by their designated workgroup and not appointed by management.

They can only represent their designated workgroup

Health and safety representatives are only involved with specific health and safety issues relevant to the work group that they represent; and

The health and safety committee is the forum for consultation on the management of health and safety across the whole workplace. This means that the committee should develop, implement and review organisational policies and procedures associated with the organisation's health and safety system.

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Even if a health and safety committee manages the consultation process, it is essential that management

demonstrate their commitment to the consultation process by participating in the process. Participation will

vary from their organisation to organisation and may include

Providing ongoing support to committee members

Participating in committee meetings

Demonstrating interest in hazard control in the workplace by discussing issues with workers

Even though information is controlled, at times workers and/or their representative and other stakeholders

may require information from other departments. This information may include information on policies and

procedures including:

What impact a change in one area will have on another. For example; the introduction of new

equipment may minimise or eliminate risk in one department but may increase the risk or impact on

the processes of another department. It is important to make sure that when control measures are

considered that all possible hazards arising from the change is considered.

Change in the workplace will be reflected in the change of information required. For example; a chemical

used in the workplace becomes too hazardous to use and suppliers are forced to change the ingredients in

the product. Changes in consumer demand require that the supplier replace the product with an

environmentally friendly replacement.

The information supplied to the workplace that would need to change to reflect the changing chemicals is a

new safety data sheet.

When changes occur across several departments, the consultation process will become more complex as

several workgroups and different stakeholders will be required to participate in the consultation process.

One way of controlling the consultation process is through the WHS/OHS committee.

Many organisations establish committees to ensure the organisation meet their duty to consult and assist

the workplace in participating in making Health and safety decisions. Consultation guidance notes and codes

claim “a Health and safety committee can be a good option if the business has a significant number of

workers who are reluctant to take the role of Health and safety representative, but some will be willing to

participate on a committee. A committee may be effective for a large business to consult on matters that

are the same across a number of groups or workplaces.”

WHS/OHS committees can assist in collaborating with other workers and discuss systems and ways to

develop the management of health and safety in the workplace. A committee can help in coordination of

information to ensure that each department obtain the information they need to assist in the decision-

making process. This does not automatically mean that each department needs to have the same

information.

The needs of each department will vary based on the changes and the impact the changes will have on their

operations. In some instances information may need to cross departments so that each department can

make a valuable and informed contribution to the decision-making process.

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Develop WHS/OHS consultation and participation processes

WHS/OHS tools, such as inspection reports and safety audits should be reviewed as part of the continuous

improvement process. Globalisation means that organisations have to be responsive to change. This

change will impact on WHS/OHS.

The ability of organisations to change can impact on the competitive edge that they will retain in the

workplace. As a manager, your responsiveness to change will impact not only on the organisation’s

competitiveness, but on the speed in which the need to change is identified in the form of a hazard.

Change is a normal part of operations. Even though your organisation will have many drivers such as

customer service for success, one of the most important drivers for an organisation is safety. Management

needs to have the capability to understand performance issues and understand how they will impact on the

short term or long term results of the organisation.

Management has the task of building trust by developing their relationship with their workers, clients and

those who are impacted by change. Management must not only say that they support the WHS/OHS

process, they must put those words into actions so that they can get results.

It is not merely sufficient to identify the factors that impact on the design of participative arrangements,

management needs to have the ability to communicate and reflect the image of the organisation. If

necessary, design a leadership agenda where you role model the behaviours that you would like the

leadership team to demonstrate to work groups.

Reinforce the WHS/OHS Consultation process to overcome difficulties. This means that you should share

information and ask workgroup members to assist in the problem solving process. The success for change

needs to be reflected in the organisations culture. The more insight that change agents, which is usually

management has in recognising a problem, and the sensitivity to handle the problem honestly will reflect

the credibility that you should be establishing in the WHS/OHS Consultation process.

Design new or modify existing processes in consultation with individuals and parties to achieve required improvements

Management need to make sure that they participate in the management of work health and safety in their workplace using a consultative approach in regards to:

Identifying hazards, controlling and eliminating risks

Having a process to review and update WHS/OHS policies and procedure

Ensuring that workers are provided with and given opportunities to share information on

WHS/OHS issues

Managing and developing processes appropriate to the culture of the organisation

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A work health and safety management system needs to represent a systematic management approach in

assisting managers to meet their legal requirements and lead to a sustained improvement in WHS/OHS

performance. For a WHS/OHS management system to be effective, managers at all levels need to be aware

and knowledgeable of their legal obligations and the risks and hazards specific to their organisation.

Managers also need to make sure that employees are competent in performing their assigned tasks

especially in light of the level of risk and hazard identified within that task.

Systematic approach to developing policies and procedures

Make sure that you never lose sight of your WHS/OHS legislative and regulative requirements when

developing policies and procedures. A systematic approach to developing policies and procedures should be

supported by a controlled WHS/OHS Management systematic approach to developing policies and

procedures.

As per the WHS/OHS Consultation process, workers should be consulted in regards to changing procedures

in a work area. Failure to consult with personnel can have a negative impact on the success of the

implementation of the policies and procedures. There are many ways in which a policy and procedure can

be developed. Before you update, design or review policies and procedures in consultation with your

workgroup and any stakeholders it is a good idea that you make sure that you have a draft of the guidelines

for developing or writing policy and procedures in your organisation.

Naming policies and procedures

Make sure that the policy and procedure is accurate and reflects the content of the policy and procedure.

Make sure that the name of the policy and/or procedure is succinct so that it is easy to identify.

Version Control

Version Control is part of the International Standards Organisations (ISO) processes to ensure that workers

are able to accurately identify that they are reading the latest version of the policy and procedure. ISO is

part of the quality assurance process to implement a systematic approach to the control of documents in

the workplace. Even if your organisation is not ISO registered, you may still use Version Control.

As a document is updated, the document may be Numbered Version 1.1, 1.2, 1.3 etc. For large changes in a

policy or procedure, a full number may be added to 2.1 2.2 2.3 so that workers are able to identify when

significant changes were made to the document. Version Control may also use alpha numeric figures to

ensure that there are more specific identifiers for the type of policy or procedure.

Refer to URL Address: http://www.iso.org/iso/about/discover-iso_isos-name.htm for more information about ISO

Writing policies and procedures

If you are updating a policy or procedure, check the organisation’s document register to ensure that you are

using the correct version of the document to update.

Be clear on the difference between policies and procedures.

http://www.iso.org/iso/about/discover-iso_isos-name.htm

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Policy Procedures

Describe the rules dictating what should and should not be done

Usually are expressed using standard paragraph and sentence format

Include what the rule is, who it covers and when it applies

Describe the steps undertaken to make sure that the policy is met

Are facts and to the point

Are written using steps or lists

Include how results will be achieved.

Be specific – say only what you mean and what to say. Provide instructions that are clear and succinct. Tell personnel what they must do, especially in relation to WHS/OHS policy and procedures. Make sure that the reader cannot misinterpret instructions.

Language

Make sure that the language used takes into consideration the audience to the document. As a multi-

cultural nation, make sure that your policy and procedures:

Avoid acronyms. Use them only if necessary (ISO is an acronym)

Avoid jargon and technical words that are not required

Use active rather than passive words. Active words encourage workers to perform takes such as: indicate the time in which the timeline is complete or evaluate your feedback

Use short and simple words

Write as you speak, but avoid informal words or phrases

Simple structure

Be consistent and avoid repetition of words

Keep sentences and paragraphs short. Say what needs to be said and avoid what you do not need to say. Paragraphs as a general rule should not be more than five sentences or five lines long

Keep your language neutral – avoid the use of the words he or she

Lists are easy to read and encourages the use of short sentences

Use numbers for easy referencing

Use your organisation’s template to ensure that the policy or procedure is readable.

Keep information specific

Information should be specific and policy and procedures should only be updated when a hazard is

identified, when a better way of performing is identified through the monitoring and review process or

when legislation is updated.

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Your procedures should:

Only provide the information needed

Use action verbs when you can

Use one action – one step

List who is responsible for each step

List the steps that you need to follow to be consistent with the policy

Consultation

Workers and/or their representatives and anyone impacted by the policy and procedure should be

consulted when you are developing policies and procedures as required by the WHS/OHS legislation.

To identify those impacted by the policy and procedure, you should check your organisation’s organisational

chart. The structure of an organisational chart will demonstrate who is head of each department and the

order of the level of authority of workgroup members. The organisational chart will usually consist of the

name of the person, their job title and their contact details. This information will assist you in identifying

the appropriate people to consult when developing your policy or procedure.

Key persons in the participative arrangements for a policy or procedure are personnel who will be consulted

in regards to the development of the policy or procedure. Key personnel can be identified using the

organisational chart.

Once key personnel are identified in regards to specific participative arrangements you need to make sure

that your team is aware of what they must participate in, to meet their duty of care under WHS/OHS

Legislation.

Make sure that their participative arrangements may include contributing to:

Development and review of policies and procedures

Consultation and issue resolution procedures

Taking part in the formal role of WHS/OHS arrangements such as consultation

Buddying with new staff and volunteers


Managers from other areas

People involved in WHS/OHS decision making or who are likely to be impacted by decisions relating to health and safety.

Workers may include volunteers and contractors or their employees. It is important to note that when you

change one process, the effect may be that other departments and personnel will be impacted by the

change. This means that before you implement a change, that you should consider who within the

organisation will be impacted by the change. These people also have a right to participate in the

introduction and maintenance of participative arrangements.

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Your organisational chart will assist you in identifying the internal key personnel who may be impacted by a

WHS/OHS hazard. Even though some key personnel such as volunteers and contractors are not employed

with the organisation, they should be considered when they are working in the work environment. Safety is

the concern of all personnel in the workplace so all personnel should be provided with the opportunity to

provide views and concerns when addressing health and safety issues.

Management should make sure that they make volunteers and contractors and other key personnel of their

responsibility to participate in participative arrangements in the workplace. They may be exposed to the

risks so they should be able to provide ideas in regards to participative arrangements. They can identify

hazards or processes that may be improved upon and their contributions can enhance the consultation

process.

Induction

Site inductions can be used to introduce the topic of key personnel’s site obligations to participate in

participative arrangements within the workplace. This will include the fact that they should be provided

with their legal duty to follow the organisational policies and procedures of your organisation as well as

ensuring the work health and safety arrangements of their employer.

The induction process may include:

Identifying and reporting a hazards and the associated risks in the workplace that they identify

Where workers can access work site policies and procedures; including the means of accessing

the policies and procedures such as access to work areas where the policies and procedures

are in their work area, and/or access to the intranet with the use of a user name and

password

What the current agreed consultation processes are

Their duty to provide feedback to ensure that their work area is safe

Meetings

For key personnel who are already established in the workplace, a formal or informal meeting should occur

between the appropriate personnel. Many organisations will usually have informal and formal meeting

processes in regards to the introduction and maintenance of participative arrangements. However, for the

sake of this section a more formal approach shall be discussed to ensure that you can demonstrate that

WHS/OHS issues have been addressed to ensure that all key personnel participate with participative

arrangements in the workplace.

Formal meeting processes

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Principles of effective meetings:

Meetings are meant to:

• motivate people • exchange information • bring about agreement to take action / divide tasks • reach agreement on views and strategies • facilitate a good follow-up of actions/tasks/agreements A meeting needs to be constructive and organised. The basic principles for effective meetings include:

setting the agenda, allowing for communication between all participants involved and establishing the roles

for the participants (chair, secretary, minute taker etc.). The effectiveness of health and safety committees

relies upon the commitment and skills of their members. Successful committee meetings also depend on

careful preparation. When problems arise, they should be dealt with quickly and openly.

Set an Agenda

Every participant needs to know exactly why they are at the meeting and what the meeting's goals are. The

agenda sets out the framework for the meeting and should include:

• Meeting time, venue and date • Introduction of visitors and other introductions where necessary • Apologies for those not attending • Approval of minutes from previous meeting • Business arising from the minutes (including progress reports on outstanding items) • Reports on inspections, incidents or other statistics • Correspondence • New or other business • Information session (when applicable) • Time, date and place of next meeting Chair and secretarial duties

The chairperson’s role is to:

• Schedule meetings and notify members • Prepare the agenda and include items submitted by other members • Invite specialists or resource people when required by the committee • Guide the meeting according to the agenda and time available • Ensure all discussion items end with a decision and definite outcomes • Review and approve the minutes for distribution • Ensure the committee carries out its function

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The secretary’s role is to:

• Keep the HSC records • Report on the status of recommendations • Prepare the draft minutes • After the chairperson’s approval, distribute the minutes • Assist the chairperson as required. Minutes

The minutes record what happened at the HSC meeting and should include:

• The time, venue and date of meeting • Details of who attended • Items discussed (reports, problems, and statistics) • Reasons for recommendations (and counter arguments voiced) • Recommendations – specifying action needed by when and by whom • Time and date of next meeting • Signature of chairperson. Action planning and action items

Finally, a meeting needs to end with a clear next step. People need to know precise actions that they need

to follow through with and when they need to do so. This gives the meeting purpose. It moves past just

brainstorming and sharing information and into actual problem solving. Action items at a meeting's

conclusion are the key principle of effective meetings.

An action plan can be set out much in the same manner as action plans are used to identify and correct

safety issues. Each action item will need to include an item number, description of item issue the action

required, responsibility, action date and due completion date.

Ensure improvements integrate with existing WHS/OHS and other systems and are

appropriate to the organisation

Information and data are required by individuals and groups so they can provide input into WHS/OHS

decision-making. We have already established that the information requirements in each department will be

different according to the changes that occur in a specific work area. The data and information required by

personnel will vary according to the type of stakeholder.

The type of information that is provided in each department will vary according to the resources used and

the processes required to perform the task is required. Planning is an essential part of the WHS/OHS

consultation process. A failure to plan is a plan for failure.

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The planning process

For an organisation to meet its objectives management must plan to ensure that work and stakeholders

have sufficient resources to carry out their task in a systematic manner. Management must plan before any

form of consultation can take place. Planning requires that management knows:

The objectives

In most instances the first step is planning will include how to minimise or eliminate hazards and the

associated risks through the optimisation of participation in the consultation process. Many organisations

develop plans that clearly state objectives, what is to be achieved, when action should take place, they

should perform it and when it can be accomplished. Many organisations will use action plans to address

these issues.

What information is required?

Part of the consultation process requires that management shares information with workers. This is the first

part of two way consultation. Management should provide workers and/or their representatives with

sufficient time to review the information, discuss them and provide feedback to you.

The information provided to workers and other stakeholders will vary and can include:

Data on incidents, illnesses or injuries

Hazard reports on risk assessments

Health and safety policies and procedures

Propose changes to the workplace, systems of work, plants or substances

Technical guidance about hazards, risks and risk control measures

When providing information, take care to ensure that the information you communicate takes into

consideration the cultural needs of workers from diverse backgrounds.

Once workers have had an opportunity to review the information the second part of the consultation

process begins. It is important to allow opinions about health and safety issues to be addressed and

conceded during meetings. Care should be taken to ensure that workers have different avenues of providing

you with feedback. For example if you work in a workplace or where there are several different shifts then

you should provide opportunities for workers to use feedback, suggestion boxes or the intranet to provide

you with feedback.

Management must make sure that they have sufficient information to make decisions. This means that a

critical assessment of the current status of a hazard should be considered together with our forward look at

how change may impact on the work area including any departments that may need to be consulted and

participate in minimising or eliminating the risk. Remember it is important that you also consider whether

the measure you are going to implement is going to cause more problems in other sections.

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It is also important to consider not only the internal environment but the external environment. For

example, the skills shortage arising from the ageing population put into question how much training workers

will need to implement the change. Training, especially provided from an external source usually requires a

larger outlay of resources. This forms part of the planning process.

Development & planning

Planning involves the assumptions and predictions about the future impact a specified change will have on

the organisation. When making decisions an important part of planning is taking into consideration any and

all contingencies that may arise from the change. This may require a further collection of data based on

present trends and future possibilities.

For example, if training needs to be provided to workers and other stakeholders, including other managers

then you should consider performing a skills audit to find out the skill level of those requiring training. You

may also consider performing a training needs analysis to identify the level of skills a worker has in a

particular area. For example the skills audit may identify that a worker has a particular skill. However to

implement a change, their skill level is not sufficient so you may need to provide them with further training

or support.

This may mean that:

Some staff may need to be provided with a full training session or series of training sessions; whereas

Other staff that has indicated that they have the required skills may still need to be provided with mentoring or coaching to bring them up to the expected standard to perform the task safely.

Determining new courses of action

When sharing information with workers and receiving feedback on the information, you may have been

provided with more than one option. Some of these options may be disregarded because they exceed your

budgetary allowance or they may be in conflict with the image that the organisation is trying to convey.

Management will always be provided with a framework upon which to make decisions. Some of these

decisions will be guided by a budget, distribution of resources, ethical standards of the organisation or any

other organisational requirement – such as carrying out what is reasonably practicable - as defined in the

WHS/OHS legislation.

Cause and Effect Diagram

A tool that can be used to assist you in determining the correct resolution for a problem is a “fishbone

diagram”. Cause and effect analysis can be used to solve a problem by considering all alternatives and the

impact actions will have on this analysis. It is called a fishbone because the graphical representation of the

tool ends up looking like the bones of a fish.

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Fishbone Diagram

The basic steps to cause and effect analysis include:

1. Identify the problem which is usually the hazard and its associated risks

2. Work out the factors involved which may include systems such as equipment, materials, external sources, people involved etc.

3. Identify possible causes. Each factor considered above it is important that managers consider the impact of each factor. Brainstorming can be used at this stage. Depending on the problem, management may consider brainstorming with other members of their workgroup and any party impacted by the propose changes.

4. Analyse the diagram and if necessary investigate possible solutions more thoroughly. This may mean

that you will need to provide investigations to determine the most appropriate course of action

based on the factors that will guide you to a solution.

Selection on the best cause of action

The solution found, or the group of solutions proposed should be prioritised and the best course of action

should be decided. Once a course of action has been decided it will need to be communicated to all workers

and persons impacted by the change.

Selection of the best alternatives

Action plans will need to be developed to support the new strategy. One of these actions may include the

identification and requirements for training on all levels of the organisation. This shall be considered after

we have considered the follow-up measures in the planning process.

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Other action plans may include:

The allocation of resources

The different levels of authority

Time lines

Budgetary allowances

Communicating the consultation process

Remember effective consultation arises from clear two way communication. Once a decision has been made

management needs to use the appropriate channels to communicate the decision. It is essential that you

ensure that all of the appropriate parties are provided with the appropriate information to implement all

and any changes.

The information that you may need to provide workers and appropriate stakeholders, including those

impacted by the hazard and the change will include:

Which consultation communication processes will be used

The reason for a specific decisions made

Training information if any is required

What the actual changes are and when the changes are going to be implemented.

When a new process is implemented, management must make sure that all workers are aware of the

change and when it should be implemented. Failure to communicate when the change is occurring may put

workers at risk.

Follow-up measures

Measuring performance can ensure and confirm that the strategy implemented is minimising or eliminating

risks in the workplace. Outcome and Key Performance Indicators can assist you in making sure that goals are

obtained and that you are performing your duty of care in making sure that the work environment is safe.

This is one area in which the continuous improvement cycle can be implemented. Even though you have

implemented a change to minimise the risk, there is no reason why this process cannot be improved upon.

As a manager it is important not only to monitor performance in regards to risk management, it is also

important to make sure that everyone is continuously participating in improving the safety requirements in

the workplace.

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Training Needs Analysis (TNA) and Skills Audit

Training needs analysis and skills audits are not designed only to minimise the gap in training but also as a

means of investing in the organisation. The advantages of training include;

1. Behavioural Improvements

When staff know what they are doing and have the skills and knowledge to perform the tasks safely and

professionally their level of confidence rises and they become empowered. This means that they have a

change in attitude, they are more motivated and their confidence and communication skills will build to a

level in which they will resolve conflict before it escalates beyond their control.

2. Cost Savings

When staff is empowered and feels supported by management, they have more confidence in their abilities

and this will be reflected in lower staff turnover and reductions in recruitment costs. Reductions in

recruitment costs and lower staff turnover are usually a consequence of the fact that workers feel that they

are being supported by the commitment of management to the WHS/OHS process.

3. Improved Profitability

Many staff perceive either consciously or subconsciously that management support them by providing them

with training. Some staff will see training as an opportunity to advance in their chosen career. Training can

be used to demonstrate that management are aware of a worker’s need and will provide training to support

that need and to demonstrate support and commitment to the WHS/OHS process.

4. Increased Staff Satisfaction Trends indicate that when staff is trained they are happier, stay longer with an organisation and are more

loyal. As a manager who controls the work environment it is essential to make sure that you are consistent

in the message that you give workers. Inconsistent behaviour can lead to ambiguity which leads to

confusion. When workers are confused they feel less secure in their position and may start looking in other

locations for employment.

5. Performance Improvement

When a worker actively participates in the consultation process and their views and concerns are addressed

in the decision-making process, they become empowered. A reflection on how empowered a worker

becomes is reflected in the quality, quantity and speed of their work. For example, if a worker understands

that they have a legal obligation to identify a hazard and report it, in most instances their response time will

improve when they are empowered, and trained in identifying hazards and the appropriate steps to take to

control the hazard.

6. Process Improvement

Process improvements, and appropriate identification of training will minimise the chance of repetition

occurring. Understanding and being able to access information will also be able to improve the response

time that workers have you resolving WHS/OHS issues. The more easily accessible information is in the

workplace the easier it is to access so that problems can be resolved faster.

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The steps to performing a TNA and the skills audit

Skills Audit

A skills audit is the process of identifying the skills gaps in an organisation. Skills audits will allow

management to determine:

What skills are needed for the organisation to meet its WHS/OHS goals

Identify the skills required to improve continuously

The target the organisation’s training and development needs more accurately

In the planning process above, we identified that when a new change is introduced to a worksite that it is

important for management to identify what skills are required to perform the task. At the same time,

management can also perform a skills audit to identify what workers have what skills or they can identify

the skills that workers already have in a skills audit that may be performed by the human resource

department.

The skills required to perform the tasks required to implement and perform the changes to minimise or

eliminate a hazard. The skills audit will provide you with the actual skills that a work group has. A skills audit

can be represented in a spread sheet of skills matrix. The list of workers in a workgroup or work area is listed

in column of the spread sheet or table. The skills are listed on the top row in the spread sheet or table.

Workers are provided with a questionnaire that will ask them for their skills and what they perceive their

level of skills is. Once the questionnaire is returned to management or their representative, staff feedback is

transferred to the skills audit.

Once the skills audit is performed then a training needs analysis is performed using the skills audit. The aim

of a training needs analysis is to identify the skills required for the change against the actual skills that

workers have. Once the level of a worker skill is identified, a training needs analysis can be performed.

Actual skills

Training needs

Skills requirement

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Training Needs Analysis

A training needs analysis is one way addressing problems or issues in the workplace. A training needs

analysis will usually be used to address three issues including:

Performance issues

An anticipated introduction of a new system, task or technology in response to the need to minimise all eliminate a hazard and its associated risks in the workplace

The opportunity for the organisation to benefit from a perceived opportunity

Each of these issues arises from a need to change. Once a member of staff or work group has become

empowered and has become used to change, in most instances, you will overcome any and all barriers to

change. Research has demonstrated that management must be committed to change and should use the

consultation process to develop a working relationship with staff. Management must be consistent and

treat all staff equally to support the change process.

As a manager it is your responsibility to make sure that staff understands that change is a necessary part of

the organisation's ability to remain competitive in the workforce. Management can achieve this by

demonstrating their support for change processes. They must ensure that workers are always provided with

up to date information so that they can provide feedback that will be used as part of the decision making

process.

Managers should aim to develop credibility with workers. This means that if workers identify a lack of skills,

that workers are provided with opportunities to minimise the gap to ensure that they can perform their

duty of care in regards to work health and safety in the workplace. This also acknowledges the fact that even

though workers completed skills audits, there may be times when there is a deficiency in the level of skills

that they perceive to have against the level of skill that they actually have.

A needs analysis should be performed to identify and target areas in which training is required. To identify

the training needs of different personnel, you should use a job description. A job description sets out the

purpose of the job, where the job fits within an organisation, the person's main accountabilities and key

tasks that they perform.

Training needs in the analysis can be performed on job descriptions and can identify the training needs

defined for

Managers

Supervisors


WHS/OHS committees

Other key personnel

Employees generally.

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However, when new skills are needed your skills audit will need to be refined to ensure that the needs of

workers are reviewed. The introduction of plant and equipment and changes to processes and procedures

may give rise to a need for training.

Training options

An organisation will usually have set policies and procedures in regards to implementing training. If an

organisation does not have someone internally who is qualified to deliver training, then an external trainer

must be engaged. Organisations must ensure that workers have the skills, knowledge and experience to

work professionally in their work environment.

At times, the gaps in training will be minimal and may include a buddy system or the delegation of a mentor

or coach to close the gaps in skills and knowledge in the workplace. It is important that management

ensures that they regularly review workers’ progress to ensure that they are getting the opportunities to

practice the skills required to ensure that health and safety is maintained in the workplace.

Coaching

A coach is a peer or manager who works with an employee to motivate him or her, help in skills

development and provide reinforcement and feedback. There are three roles that a coach can play.

The roles that a coach can play may be:

1. One-on-one session with the employee

Personalised attention and support will give the worker a chance to ask questions and

obtain feedback. A coach can be used to give the worker constructive feedback on their

performance so that they can improve their performance to ensure that their outcomes are

achieved. It also gives the coach the chance to build the worker’s confidence so that they

will willingly participate in the consultation process.

2. Leading employees to learn for themselves

Workers sometimes do not know how to learn for themselves. Showing them where

policies and procedures, SDSs/MSDSs and manufacturer’s instructions can be found and

who they can consult with to learn the required skills, will assist in building worker’s

initiative. Worker’s initiative is built on understanding how they can find out information

for themselves. This can help build worker confidence in their abilities.

3. Providing resources such as mentors or job experiences

When a worker identifies a lack of ability, they should be encouraged to address the

problem. The trust and confidence that they have built with you should encourage them to

voice the skills and knowledge that they would like to develop. You may need to provide

the workers with a secure work environment where you actively encourage them to voice

their concerns and identify the skills they need.

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Once a need has been identified, give the worker an environment and resources that will

allow them to develop their skills. One way in which you may allocate resources for a

worker to address their needs is providing them with a mentor.

Mentoring

The advantage of a mentoring program is that all staff will have access to mentors. Mentors will assist

workers in improving their performance.

A mentor is a suitably experienced person who is willing and able to act as a confidential helper to guide and

stimulate the professional development of personnel. Mentors can assist in developing effective

employees by assessing stakeholder needs and establishing a plan to meet those needs in ensuring that

stakeholders are obtaining sufficient support. The mentor and mentee relationship should not only be

confidential and personal, it should support Health and Wellbeing initiatives. Good mentors must be able to

gain staff confidence so that they can be effective in the support process. Continuous consultation through

meetings and informal discussions can provide stakeholders with the ongoing support that they require.

Training and development options

The introduction of new skills, a gap in knowledge and experience and the professional development of staff

will usually require training and development options. There are usually policies and procedures in place

that will assist you in determining the best method of providing information, training, instruction or

supervision.

Information can be provided through the various channels of communication including:

Emails

Posters and signs

Written procedures

Toolbox talks

Safety meetings

When workers are provided with more support, they may be delegated a mentor or coach, depending on

their needs and requirements.

It is important to note that at times, an organisation may provide more than other form of training. For

example, expert knowledge about work health and safety may be taught by external professional providers

who have a complete understanding of WHS/OHS legislation (if no one in-house is deemed qualified to

deliver training).

However, industry specific knowledge on how to perform specific procedures may be trained in-house by

personnel who have already completed training with a training provider (& hence are deemed qualified to

deliver training).

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In house training and development External training and development

On the job experience

Structured coaching

Off the job on own premises/ own trainers

Off the job on own premises/ brought in a

trainer

Open learning delivered on own premises

(NB: All training must be competency based)

Open program

Collaborative program

Apprenticeship/traineeship

Open/flexible leaning

Competency based training

Plan how improvements will be implemented and identify resourcing requirements, roles and responsibilities, and training needs required for implementation In order to introduce and maintain participative arrangements in a work environment, management must maintain their commitment to ensuring a systematic approach to WHS/OHS. Management of participative approaches must be practical. Care should be taken that control and support of the participative arrangements is maintained at all times. Training in regards to participative arrangements, if outsourced, will usually only be provided to leaders

showing the potential to maintain motivation to WHS/OHS. In turn, these leaders will mentor or coach

other workers in following participative arrangements, while reinforcing the need for the workers to

maintain a duty of care.

For training to be successful, workers need to have their legal responsibilities communicated to them. They

need to be aware of the location of organisational policies and procedures and the information found in

these procedures. Workers will also need to have access to all of the relevant forms so that they can report

hazards, accidents and incidents and complete first aid forms when they access the first aid facilities.

Much of this training will usually be included in the induction process. For current workers training may

include information sessions such as team meetings or one-to-one meetings with their team leader or

supervisor.

Resources include:

Financial requirements for implementation

There are two main ways the financial requirements for the implementation of participative arrangements

are budgeted for. Organisations may budget for the implementation and ongoing support of participative

arrangements for each Department or a separate budget may be set aside and administered by senior

management.

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When considering the financial requirements of implementing participative arrangements, it is important

that you consider:

Whether training should be internal or outsourced

Training needs

Level of training required

Restitution for training

Costs of outsourcing

Costs of updating policies and procedures

(As stated, expert knowledge about work health and safety may be taught by external professional

providers who have a complete understanding of WHS/OHS legislation (if no one in-house is deemed

qualified to deliver training). However, industry specific knowledge on how to perform specific procedures

may be trained in-house by personnel who have already completed training with a training provider (&

hence are deemed qualified to deliver training).

Personnel including time allocation

All personnel learn at different speeds. When time lines are considered, management needs to take into

consideration the fact that workers may need more time and reinforcement to learn and retain the skills

required to actively participate in participative arrangements. If you work in a work environment where

literacy levels and language comprehension is low workers will take longer to completely understand their

obligations and what is required.

Management should also consider the fact that workers are not always using the skills required to actively

participate in participative arrangements so these skills may be lost if they are not used on a regular basis.

This means that training and reinforcement of the training may be required on an ongoing basis. Even

though the buddy system, mentoring and coaching can be used to reinforce these skills, they are not always

appropriate for every organisation.

For example, workers in the cleaning industry may be required to engage one cleaner to one worksite,

depending on the structure of the organisation. Bringing together staff to participate in regular team

meetings can be time-consuming and expensive. Literacy levels will make it harder for workers within the

industries understand workplace policies and procedures. However there is still a legal obligation to ensure

that workers participate in these consultative arrangements.

There is also a problem if management arranges for team meetings before or after hours. Many of the

workers will usually have a full-time job so will be unable to attend training sessions or team meetings.

Arranging individual face-to-face contact can also be time-consuming and expensive especially if workgroups

are spread across the whole state. Cleaning companies need to be innovative and work with the workforce

to identify appropriate consultation processes with each worker.

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Equipment

The development of participative arrangements will require workers to have access to equipment to

minimise different forms of risk in the workplace. For example, workers employed to handle chemicals will

need to be supplied with protective equipment. PPE can break and wear so a steady supply of the PPE must

be supplied meeting the requirements of the WHS/OHS Act.

Access to sources of information and data, such as:

Include external and internal sources of information

Internal sources of information are information obtained within the organisations WHSIS. External sources

of information are information that is found from various sources outside the organisation.

External sources Internal sources

Australian and industry standards Guidance notes Australian Bureau of Statistics Australian Safety and Compensation Council Internet, journals, magazines Manufacturer’s instructions WHS/OHS authorities guidelines SafeWork Australia statistics WHS/OHS legislation and Codes of Practice Manufacturer’s manuals Safety Data Sheet/Material Safety Data Sheet Union and industry bodies Suppliers safety instructions Social networks, YouTube, blogs, LinkedIn Industry magazines Auditors/Audit reports Training records Health monitoring reports Academic publications on health and safety Seminars, public presentations, workshops Emergency services High risk work specialists Legal practitioners

Induction books, information papers Employee, brochures, notes, newsletters Job and work systems analysis WHS/OHS policies and procedures Consultation with workers WHS/OHS reports Organisational data Risk assessments Safety handbooks Work instructions Position descriptions SWMS’s, SOP’s, SWP’s, JSA’s, Plant/Equipment register Compensation reports Health and safety committee meeting minutes Survey results Internal training session records Verification of competency records(V.O.C) Safety Plans Near miss, First Aid, incident registers Investigation reports Toolbox meeting minutes Document register Safety budgets/Purchasing records

Guidance material to circulate to stakeholders and key personnel

Guidance material provides you with solutions to controlling and solving problems in regards to hazards in

the workplace and assists duty holders in meeting their legal obligations. Guidance material includes codes

of practice, industry standards, incident reports and checklists, and emergency alerts.

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WHS/OHS journals and Websites

Management should check the sources of information that workers use when providing information. If you

make a decision based on worker feedback, you may find that your decision is based on incorrect

information. It is essential to make sure that the information provided is from reputable sources.

A reputable source of information is information taken from such sources as government and official

industry experts, employer associations, trade and industry journals and magazines and websites.

Most employers could be part of an employer association. Employer associations provide employers with

up to date information about the industry that you work in, including legislative updates, trends and

WHS/OHS information.

Trade and industry magazines provide employers and management with up to date information about fair

trading, legislative changes, consumer or business buying trends and any information that is going to impact

on the industry.

Industry trends may also include common hazards within the industry and control measures that have been

implemented to control hazards.

When identifying resources, consideration needs to be made to determine whether the resource is available

or if you will need to access or purchase it. Do not automatically assume that because you are not aware of

a product or resource that it is not available.

For example, do not automatically assume that a worker does not have the skills to assist in coordinating

with the implementation of participative arrangements. Check the skills audit or training logs to identify the

level of skills that members of your work group have. At the same time, consult with work group members

to identify whether any of the workers have or are participating in any training that has not been declared

to your employer. Workers may participate in training in their own time and do not think to let the

supervisor know. The skills and knowledge in the course may provide you with a valuable human resource

that may assist you in the introduction and maintenance of participative arrangements.

Develop strategies for the delivery of training

Another way in which key personnel can be introduced to the participative arrangements in the workplace

and ongoing maintenance of the process can be through developing appropriate strategies for the delivery

of training.

To identify the gap in training, management should arrange for a skills audit and training needs analysis to

be performed on key personnel to identify what level of training they need. For example, what skills will the

key personnel need to operate within the participative arrangements within the organisation? If skills are

generic, then you may consider the coaching or mentoring from workers familiar with participative

arrangements within the workplace.

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Internal training programs

Key personnel should be exposed to the skills and knowledge required in some instances to operating within

the culture of the organisation. When key personnel face and understand the daily operations of the

organisation, they will usually be more motivated to participate in participative arrangements.

Management should be committed to ensuring the key personnel, including those external to the

organisation have the skill and knowledge to actively participate in the consultation process. Management

should:

Provide opportunities to key personnel to practice skills by asking them to participate in meetings and contribute their views and opinions

Ensuring that they have access to information and data so that they can confidently provide feedback

Can learn the skills required to identify and report hazards and follow the correct procedures in controlling the risks

External training programs

Participation in external training may and will provide personnel with exposure to people from other work

environments. By drawing from their exposure to external personnel, they can develop unique skills that

will enhance the productivity of their work environment. Even though internal training programs are

targeted to the participative arrangements on your work site, they are narrow and mean that key personnel

may not think outside the box.

Innovation is a key factor in ensuring the development of personnel. Exposure to other workers not only

provides them with the skills that they need to participate and manage participative arrangements, but

provides them with ideas that can be drawn from other sources.

Courses, packages and RTO (registered training organisations) can be found www.training.gov.au

Develop action plans with allocated responsibilities and timelines

What is an action plan?

An action plan is a written document used as a tool to guide personnel and control the implementation of

WHS/OHS in the workplace. An action plan is initiated so that all personnel know their role in the

implementation of WHS/OHS into the work environment. The design, layout and content of the action plan

should support the needs of the stakeholders.

Developing an action plan requires:

Clear steps that are realistic, measurable and attainable

Clearly identify the persons responsible for each step

Specific time lines for each activity

Identify the resources required, including a plan for obtaining the resources

http://www.training.gov.au/

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Before you start completing the action plan, you must clearly state the objective which clearly explains the

role that must be completed. Good goals are usually SMARTER goals.

SMART goals

Specific, Measurable, Achievable, Realistic, and Time focused. When setting goals and objectives, it is

imperative that you remain realistic. You also have to make sure that they are achievable. Smart goals are a

way of doing this. Use your consultation skills to assist in the goal setting process. They are:

Specific

Goals must be specific. You need to know how they are accomplished so that you can ensure that they are

completed. When designing goals, you need to answer the following:

Measurable

How will you measure the progress on ensuring that the goals are reached?

Achievable

Are the goals and objectives achievable? Can they be achieved in a reasonable time period?

Realistic

Consider whether or not the goals are realistic. For example consider the level of awareness that you want,

which is 85% and the timeframe of six weeks. Is this achievable within the time given by using posters,

newsletters and training for staff members?

Time based

Is the due date for the goal reasonable? Make sure that you do not procrastinate in achieving the goal

occurs. This procrastination may cause you to miss your goals.

Ethical

Have you made ethical choices? Are the goals engaging enough to obtain the attention of the workers?

What should be done Examples

What What should be accomplished? Increase awareness of Noise by 85%

Why To meet the organisation’s legislative requirements

Part of the Health Monitoring Plan

Who Who is involved? Workers involved in meeting the goals

Where Where is this going to happen? The organisation

When When will this happen? The next six weeks

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Reward/ Re-evaluate

Were the goals completed? If they are incomplete, you need to review and re-evaluate them.

Once the goal is written, you should start to complete the action plan for each step of the process. You will

need to complete the:

Responsibilities – set tasks for the worker delegated to perform the task to do

Timelines – when should the tasks be complete? Make sure that the timelines run together so that each

step is either performed consecutively or on its own as a separate task

Resources – determine what resources are available and the resources that you need

Potential barriers – the barriers may include what will stop or impede the worker delegated to perform the

task from completing the task in the appropriate timeline

Communication plan – As part of the consultation process, it is important to make sure that there is a clear

communication process in place that will allow all parties to share information and data and ideas.

When you delegate tasks to workers, it is important to make sure that they have the skills, knowledge

and/or experience to perform the tasks. If they do not then you have identified a gap in their performance.

In consultation with stakeholders

Action plans are put in place that are realistic, measureable and achievable. Stakeholders are able to

provide you with a clear indication of what measures are realistic. Unrealistic measures can have a negative

impact on the morale of stakeholders. By giving stakeholders a say in the plan, they will take ownership of

the goals and objectives that they helped develop.

If you place unrealistic expectations on stakeholders, you will not have a team that will work with you

cooperatively to meet your legal obligations. Consultation with workers requires a partnership where

stakeholders are able to contribute and participate with setting realistic expectations. If the expectations

are unrealistic they will become stressed and productivity and staff morale will be affected. This can lead to

an increase in incidents in the workplace.

To minimise the chance of an increase in incidents, you must consult with stakeholders when:

Making changes to work systems such as rosters

Developing a new product or planning a new project

Purchasing new equipment

Developing procedures for work activities; and

Resolving issues.

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For consultation to be effective, you need to encourage workers to:

Ask questions about WHS/OHS

Raise concerns they have

Report problems; and

Contribute to the problem solving process.

Even though the consultation process does not end in an agreement, the objective is to ensure that effective

decisions are made and that they are actively supported by all personnel. The consultation process will be

influences by the:

Size and structure of the business

Nature of the work that is carried out

Nature and severity of the particular hazard or risk

Nature of the decision or action, including the urgency to make a decision or take action

Availability of the relevant workers and any health and safety representatives

Work arrangements, such as shift work and remote work

Characteristics of the workers, including languages spoken and literacy levels.

A WHS/OHS plan provides the framework for health and safety initiatives in the workplace. It is essential

that there are sufficient resources allocated to support the WHS/OHS plan. A WHS/OHS plan provides you

with the processes that will be put in place. WHS/OHS action plans are specifically developed to ensure that

the WHS/OHS plan is implemented in a controlled manner.

WHS/OHS action plans may include:

Health and Safety performance indicators for the organisation or enterprise

Health and Safety Performance Indicators (HSPIs, another name for key performance indicators) will assist you in the planning process. They will provide you with quantifiable measurements that will reflect the success factors of the organisation. To be successful, KPIs must reflect the organisation’s goals, they must be to the organisation’s success, and they must be quantifiable.

Health and Safety Performance Indicator (HSPIs) to reflect organisational goals

If an organisations goal is to “improve health and safety” it will have key performance indicators to not only improve safety, but also target other more specific areas such as increase reporting of incidents or achieve training levels. These KPIs reflect the organisation’s performance and gives staff a target to work to.

HSPIs to be quantifiable

If a HSPI is not quantifiable, it is useless. HSPIs such as “Decrease incidents” or “Increase hazard reporting” need to specify an amount. Instead of “Decrease incidents”, you could have “Decrease incidents by five percent” or “Increase hazard reporting by seven percent”.

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KPIs and organisational outcomes

Key Performance indicators will provide you with a way in which to measure how well your organisation is

performing in regards to work health and safety. Outcome indicators will show that an organisation is

achieving the targets that they set as part of the business plan, while key performance indicators (KPIs)

measures that the organisation takes to achieve to meet organisational WHS/OHS targets.

Workers and managers should be consulted with in regards to developing KPIs so that the workers and

managers will take ownership of their work output and ensure that they achieve the outcomes required to

meet the targets in the organisation’s business plan.

How to write a Health and Safety Performance Indicators

The WHS/OHS plan will provide you with a list of KPIs and outcome indicators which will ensure that the

targets set in the business plan are met. Actions and strategies will usually address these KPIs and outcomes

to develop the Health & Safety Performance Indicators (HSPIs) that will be used to action the WHS/OHS

Plan. This is where the HSPIs start.

Make sure that you know your outcome indicators and the measures (KPIs) the organisation will take to

achieve the outcome indicators. When a HSPI is developed, the KPIs needs to be considered so you will be

able to determine how you will measure whether or not the targets are achieved.

HSPIs have four components which are the:

1. Objective that tells what you aim to do. Example: To decrease incidents

2. Measurement is the measurement we use. Example: LTIFR

3. Target is what we want to achieve and when. Example: decrease incidents (by a certain date)

4. Initiatives are a set of all of the above actions. Example: (i)To decrease incidents (ii) LTIFR (iii) decrease incidents (by a certain date)

These KPIs should be passed to the appropriate personnel. The KPIs are then monitored usually directly by

the manager to ensure that the KPIs have been met.

Achievement of the KPI can be rated into scales. Example: 3=Exceeds requirements 2=Meets requirements

1=Not meet requirements 0=Unsatisfactory. Achievement of the KPIs may be used by management to give

rewards such as bonuses, yearly incremental and promotion of personnel.

Documented plans developed within the workplace to implement WHS/OHS management, which allocate responsibilities and timeframes

An action plan can also be developed as part of the consultation process. These documented plans will

provide workers with a clear goal of what needs to be completed in what time, when and how. Personnel

are delegated with responsibilities and timelines that create accountability as a checker to make sure that

the job is done.

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Complete the Action Plan

We have already established that an action plan will assist in the management and implementation of

processes and procedures. They are common in many worksites and will help in the execution of many plans

in the workplace.

To complete the following document, management will need to establish:

Action Steps

Write the action that needs to be performed

Current status

Where is the organisation at currently in regards to the action needed?

Improvements needed

What does the organisation need to do to achieve to get from current status to action completion?

Objectives, targets, KPI

What are the benchmarks that will be set to measure when the action has been successfully completed?

Resources

These are the resources that are required to execute the plan. Be clear to list the resources that are

available within your organisation and those that you will have to purchase or obtain through different

avenues.

Responsibilities

Who is responsible in performing the task at meeting the established deadlines?

Timeline

This is the timeframe in which the task must be performed to ensure that deadlines are met.

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Action plan

ACTION PLAN COMPLETED BY Health Safety Committee TODAYS DATE 12/8/16

Action to be taken Current status

Improvements needed

Objectives, targets, KPI Resources Responsible person to track progress

Timeline

1. Carry out employee inductions

Long standing employees inducted 2 years ago

All employees to be re-inducted

77/77 employees inducted

12/12contractors inducted

Induction books

Induction register

Induction trainer

Funds

WHS/OHS Legislation

Health and Safety Manager

12/9/16

2. Workplace Hazard Identification

Intermittent inspections carried out

Structured hazard identification process Training

4 x Work Depots Inspected

2 x Inspections per week

All relevant staff trained

Hazard Register

4 x HSR

AS 31000 Risk management

WHS/OHS Legislation

Trainer

Funds

Depot Health and Safety Supervisor

19/8/16

3. Emergency Drills Practiced

No drills practiced

All work areas to carry out emergency preparedness drills Training

4 x Depots Fire drill

1 x Admin department drill

Evac time = 4 mins

100% Employees Evacuated

All personnel trained

Evacuation Register

Emergency Control Org.

Emergency procedures

AS 3745

WHS/OHS Legislation

Funds

Chief Warden 28/8/16


Use the KPIs, HSPIs and Outcome Indicators to:

Analyse the extent of the change; and

Whether there is a reduction in risk.

These steps can be analysed when an action plan is completed. The question that you need to ask is whether or not your goals and objectives have been reached? If not, you will need to investigate why.

An action plan is an excellent tool in which to measure change. To measure change you need to make sure that you identify a starting point in which to determine whether the control measure has minimised the change. The previous events that were used to identify a need to change can be used as the starting point.

Variations in the action plan will assist you in identifying the extent of impact the control measures have had on safety in the workplace. If the goals are not met, then you should consider reviewing the control measures to identify whether you can minimise the level of risk to meet the goals. (Refer to action plan below).

Smarter Goals or health and safety performance indicators can be utilised to identify appropriate

ways in which to benchmark and measure whether your goals and objectives are being set.

If you do not have sufficient experience or you are learning to develop, implement and execute

action plans then it is recommended to refer to historical data. In established organisations, you will

usually find that similar tasks have been performed and implemented on previous occasions.

Many organisations maintain files and records within a work environment during one financial period. If you are unable to find the appropriate action plan within this time period follow-up and find out the correct procedures to access archived information. Even though you should consult with other stakeholders or key personnel, one of your goals is to continuously improve processes. By accessing historical data you will be able to see how each task was performed and take steps to improve upon .

Implement WHS/OHS consultation and participation arrangements

You should provide advice and support regarding implementation to address the impact of change in

the workplace. Effective communication is the key to managing change. It is important that

information is shared clearly.

As your team is empowered, take the time to build that empowerment by being prepared for their

resistance. In many instances, the best way in which to handle any resistance is to inform workers

on how the change will impact on them and how it will make the quality of their work life better.

By decreasing the level of stress, you will decrease work dissatisfaction. This means that you will

have demonstrated your organisation’s commitment to continuous improvement and your duty of

care in making the workplace more inclusive. The level of these advantages will vary according to

the industry and the change or changes being made.

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The type of advice that you provide to workers and others associating with the change may include:

Making personnel understand that change is an on-going process that is continuous even beyond the finalisation of the change in place

Continuously reinforce what the change will mean for them

Requiring on-going feedback to ensure that they are meeting the organisation’s goals.

Make sure that union officials and workplace officials are up to date with changes to work health and safety.

Make sure that personnel know that you are always available to answer their concerns and help them solve their problems as they arise.

Providing information regarding the final planning, implementation and the way in which the change will be monitored and evaluated.

By providing the work group and other stakeholders impacted by the change with plenty of chances

of being involved in the change process, reduces the risk of workers leaving or sabotaging the change

from within the organisation.

Monitor and support implementation, in consultation with stakeholders Monitoring is needed to verify that the step by step progress of the implementation of participative

arrangements is effective. In essence, monitoring needs to:

Ensure that the program was implemented as planned

Ensure accountability

To detect any problems and/or constraints

Monitoring must be performed to provide feedback to management and provide support for

promoting better planning through the selection of alternatives for future actions which arise in the

evaluation process.

Monitoring should be performed on an ongoing basis, whereas evaluation should be done

intermittently to evaluate the information that is received.

Objectives of participative arrangements

What has to be monitored and evaluated

Examples of Indicators to be selected

Process or function Indicators should check that what was planned:

I. Has been performed

II. On time

How will you measure whether your goals are met?

Immediate results related to priority interventions

Outcome indicators should reflect the changes in attitudes, behaviours, knowledge and resources specified in the outcomes

If goals are not met, what interventions will you put in place?

How would you need to change your outcome indicator?

Impact How are the indicators measured?

What is the expected impact – For example; participative arrangement goals or HSPIs are met.

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When the steps of an action plan are monitored, the method of measurement must be appropriate

in not only providing a measurement to ensure goals are met, they must also demonstrate that the

impact of the action plan meets the goals and objectives of the plan.

Other areas that you should consider are:

Designing and/or updating policies and procedures to reflect the monitoring technique used

Determining how data and information is going to be collected and then collated for evaluation; taking into consideration stakeholder level of authority, legislative requirements such as privacy and confidentiality and the type of information they should be exposed to. This is part of maintaining control of the monitoring process included in WHS/OHS management systems

Identifying how information and data should be distributed to stakeholders so that they can contribute to the monitoring process. Stakeholders may be able to identify trends from data and information

Designing a guide to use the monitoring tools and interpreting information within the tools.

Information and data that is gathered must be controlled. Consistency must be maintained to

ensure that variations and areas for improvement are easily identified so that interventions can

occur.

When monitoring information and data, it is essential that you know:

Who the stakeholder are

Who is impacted by the change

How they are impacted

What actions are required if variations arise

Workers have a duty of care to follow the PCBU’s/employer’s instructions in regards to participating

in participative arrangements. Even though workers do not necessarily need to participate in

monitoring WHS/OHS data and information, they must contribute to finding ways to ensure that the

workplace remains safe.

The empowerment of workers will contribute to their confidence in providing views and addressing

concerns with the safety of WHS/OHS participative arrangements. If risks are identified in processes,

workers and/or their representatives should provide management with their concerns.

Interventions

An intervention will occur in the monitoring process when outcomes are not being achieved and/or

the method of data and information collection is not a sufficient measure in which to identify

achievements or there is a lack of achievements in measuring outcomes. An intervention occurs to

minimise risk or to refine the data collection methods.

Interventions occur when information and data is evaluated and benchmarks or performance

indicators are not achieved.

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Monitor and evaluate WHS/OHS consultation and participation processes

A systematic system considers the planning, implementation and evaluation of efforts to ensure that

hazard control, & elimination and minimisation outcome indicators are being met. If there are any

disparities between performance and outcome indicators then interventions should occur.

At this point you should have determined what and how you will monitor each step of your action

plans. Evaluation protocols will now assist you in determining how you will use each document to

measure the effectiveness of the changes to minimise or eliminate hazards and/or the associated

risks in the workplace.

An evaluation protocol is the objective of your evaluation. When you perform an evaluation protocol you need to have the ability to identify:

What the problem you are addressing is

What are the key factors contributing to the problem

What data will assist in identifying the cause of the problem?

What activities can be used to make sense in regards to the factors being addressed?

What are your expected outcomes?

How are these factors tracked?

The Six Steps to evaluation

Evaluation is about assessing and appraising information and using the information to make

decisions. By defining a KPI and an outcome indicator you have a value which you must achieve and

a method in which to measure the value. The aim of evaluation is to ensure that the measure is

reaching its target. If there is short fall in reaching the target or objective then it is important to put

in place processes to improve that objective.

Remember when you are required to make a decision, it is a legal requirement to ensure that you

follow the law and consult with stakeholders.

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The Six steps in evaluation include:

Steps Explanation

1. Who is your intended audience?

Who are your stakeholders? This means that you need to identify who is going to use the findings as this will impact on what information and data you use and how the information is reported

2. Target and measurement

Outcome indicators will show that an organisation is achieving the targets that they set as part of the business plan, while key performance indicators (KPIs) measures that the organisation takes to achieve to meet organisational WHS/OHS targets.

3. Design Evaluation

Timing and length of evaluation will vary according to what you are evaluating. For example, you update the procedures in an action plan to improve productivity to meet outcome indicators. You measure the change for three months to ensure that there is no negative impact on the stakeholders and worksite.

How are you evaluating the information that you need to measure? In the previous example, you change procedures. Are you meeting your outcome indicators? This can be measured by productivity. WHS/OHS should also be measured. Feedback can assist in identifying if the change in procedure has impacted on the workers. Take the time to make sure that the measures developed serve their purpose.

4. Gather Evidence

Gather information and data to improve performance and prove its value. Qualitative and quantitative data collection approaches can be used in gathering information. Numerical methods are essential to the interpretation of qualitative data.

5. Analyse results The type of data collected will relate to the type of analysis that you do. Spread sheets, for example should be used if you have a lot of numbers.

Collate and check the data and information to make sure that it is accurate and secure. Validate the information.

Analyse the data and let the results provide you with the answers that the stakeholders will need to understand. Compare findings to determine if you need to determine if changes have improved targets or confirm that you have reached your outcome indicators

6. Report findings Make sure that you use agreed communication methods as per the consultation agreement.

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So far you have completed the following processes. Take the time to read and review them.

You have:

Process Description

One Identify the problems with the participative arrangements – Make sure that you review the current available data and information to determine whether there are areas where you can improve your processes. Make sure that you:

Review and use the data that is available Focus on priority issues Identify contributing and causal factors that may contribute or impact on the

problem

Two Identify the best information, strategies or practices that contribute to the system being reviewed and addressed.

Information may come from:

Existing skills and knowledge to determine what does and what does not work

Organise activities in consultation with appropriate stakeholders

Three Identify the impacts/outcomes and performance measures of your proposed activities. Ensure that you:

Identified the expected outcomes and impacts

Identified the appropriate measures or indicators to identify whether you reach the expected outcomes/impacts

Four Review your inputs and outputs and make sure that they are tied in with the long term goals and objectives of your department. For example, are you minimising and eliminating the risk in the workplace in regards to participative arrangements?

Five Is your logic model or diagram guided by your organisations’ framework, proposed framework and activities? Refer to the heading “Logic models” below this table

Six Consult with appropriate stakeholders and workers and draw from their knowledge and experience when to develop your evaluations strategy

Seven Monitoring is the process of collecting data and information to determine whether your evaluation plan is meeting the outcomes that you have established. This may include the:

Development of a collection plan (see Action Plan)

Development of data collection forms and procedures if they have not already been developed.

Logic models can be a flow chart of map outlining how your activities will produce your desired

results. They can show the natural flow of information, including when resources are used and the

benefits and results of changes.

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Evaluation protocols using logic model includes:

Input Activity Output Outcomes/Impacts

Criteria for evaluation

How the criteria will be measured

How the information and data will be collected

Time period for collection of information and data

What resources go into the participative program

What activities the activity aims to achieve

What is produced through these activities

What is the benefits/results of the program

e.g. allocation of personnel

e.g. development of policies and procedures

e.g. improved processes to improve participative arrangements in controlling risk

e.g. continuous improvement/improved knowledge and skills; and refinement of processes.

Make recommendations for improvement based on the evaluation

Now that we have reviewed processes one to seven of the Evaluation Report, we are required to

collate, analyse and evaluate the information and data so that recommendations can be formulated

and placed in a report. As per the consultation process once you have communicated to all

personnel as per the consultation agreement. Remember, different stakeholders have different

communication requirements.

You are required to communicate the same information in many instances in many formats.

The final processes of the evaluation process may include:

Process Description

Eight Analyse and Assess the Significant results

Nine Prepare a final report

Process Eight Analyse and assess results:

Information and data for evaluating participative arrangements may include:

1. Feedback from individuals and representatives

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Analysis of information and data needs to address the outcome indicators and the measures in

which the outcome indicator is considered in regards to the participative arrangements. Feedback

should allow individuals and/or their representatives to address views and concerns. Remember to

make sure that you provide workers with an opportunity to read the information. Do not just give

them the document and expect them to know the answers immediately.

2. Minutes of meetings

Previous meetings can be used to identify issues raised about the participative arrangements. This

information, like any feedback may assist the manner in which your report is written. Minutes of

meetings can also:

Confirm that all agreed tasks in regards to the development of participative

arrangements have been finalised and the findings of the tasks

Outline proposed changes to report writing and participative arrangements that have

been initiated. Include this information in your report.

Outline variations to the process that have yet to be communicated

Provide possible causes of variations. For example, during one week, 30% of workers

were absent one to five days due to a viral infection running through the plant.

With a loss of 30% of the operational staff, participative arrangements in regards to

WHS/OHS did not meet KPIs. The key health and safety representatives were off sick

and the third HS representative was attending training. These delays put workers at

risk as the appropriate controls were not put in place.

Minutes of meetings can assist in identifying why specific events did not occur such as shown in the

example above. However, they identify a need to change the syatem. Even though contingency

plans are put in place, not every scenario can be considered. Contingency plans are designed to look

at other ways in which to resolve an issue and are a proactive way in which to handle processes and

procedures

Make sure that when you identify a problem with participative arrangements, that you work in

consultation with work groups to minimise or eliminate the problem or put in place plans to address

the issue if the problem arises again.

3. WHS/OHS management audits

Management audits will provide you with a controlled environment in which to identify any

problems with participative arrangements. A full management audit will cover all documented

evidence in regards to consultative arrangements as well as allowing time for one on one

stakeholder feedback.

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4. Questionnaires/Surveys

Questionnaires/Surveys are a way in which to gather specific information and data from different

stakeholders. It allows management to determine:

Likely performance

Causes of problems

Worker’s responses to participative arrangements such as whether or not the worker is

happy with the way in which the consultation process communicates information/to

management support

Worker’s awareness of their obligations to ensure that participative arrangements such

as reporting hazards, minimising risks and attending meetings are met.

Questionnaires/Surveys should use questions to determine the effectiveness and quality of the

structure of the participative arrangements. By ignoring the facts, management will be developing

inaccurate, irrelevant and inconclusive information.

5. Workshops

Workshops provide workers and other stakeholders with up to date information about changes to

WHS/OHS and industry. Information obtained from these workshops should be addressed when a

report is being written to ensure that the recommendations made as part of the process are

informed.

Evaluation should include the information and data obtained from different sources. You are not

only required to consider your responses based on the feedback in the documents and interactions

but should also include them as part of the evaluation process. Recommendations for change need

to relate to the latest information. Decisions are made from recommendations that you have put

forward and supported.

If an uninformed decision is made, workers and stakeholders may be put at risk and this means that

you can be found in breach of your legislative requirements to maintain a safe work place.

6. Review evaluation process

Always review information as soon as you receive it to ensure that no worker is placed at risk. It also

saves you the trouble or relearning the material. Make sure that the information that you receive

can assist you in what you are attempting to measure. If you find an example that there is no

correlation between what you have and what you need to measure, discuss interventions that can

be used to more closely align the measure of the information required to ensure that your

evaluation is reaching your outcome indicators.

Process Nine Prepare a final report

The purpose of your evaluation is to measure and improve performance. Your evaluation report to

management and key personnel needs to be a formal document that should outline your processes

and provide sufficient information to support your recommendations. These reports are not only

read, but they need to be reviewed and meet the reporting needs of personnel.

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The final evaluation report should include:

All of the information and data required to conduct the report and develop information and data to support your recommendations

Make sure that the report is aimed at key stakeholders and make sure that you address their views and make an attempt to address any of their concerns

Compile and draw from your report any apparent recommendations.

When writing your report your organisation’s format may include:

Executive summary

Summarise your report once it has been written.

Background

Write a background, detailing why you performed the evaluation and highlight your findings and

recommendations drawing from the information and data gathered.

Scope

What has been evaluated?/ and the dates the evaluation occur.

Participants

Who did you consult with when the evaluation was performed? Make note of their thoughts and

ideas.

Evaluate

List your tools, how you did the evaluation and describe how the information was gathered and the

evaluation occurred. How did you perform the evaluation?

Recommendations

List your recommendations and site how these recommendations occurred.

Seek Feedback

Stakeholders and key personnel need to provide feedback to the appropriate parties by distributing

the reports and information developed. Make sure that the information communicated is

appropriate for each stakeholder and that you reconfirm their level of authority - as this would have

had an impact on the level of communication.

Follow organisational procedures to ensure that all information and findings are documented and

stored in the appropriate location as per organisational policy and procedures.

Feedback is part of an organisation’s continuous improvement process.

Feedback needs to indicate:

What is actually achieved and what needs to be achieved

Information and data on how to improve processes to meet what needs to be achieved

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When you require feedback, make sure that the parties that you are trying to obtain feedback from:

Are clear on the purpose of the feedback

Are clear of the criteria in which your feedback is based

That this information is communicated to the appropriate parties

Management must be clear on:

When the feedback is required

How feedback should be communicated

The information that should be used to assist in providing the feedback

360 Degree Feedback

360 degree feedback provides both leaders and workers with feedback on their own performance

and assists in developing the relationships between management and stakeholders. Participants

such as managers, leaders, workers and any other stakeholders are provided with feedback on their

performance.

It is essential to consider all contingencies when monitoring and reviewing processes. Attitudes,

beliefs and behaviours can impact on the way information is communicated and feedback received.

Management needs to be aware of attitudes within their work environment. Workers and

stakeholders may have their views and concerns shadowed by negative opinions.

This is one of the main reasons why WHS/OHS emphasise the commitment of management and the

building of work relationships is to ensure that an environment of trust is maintained between all

parties. 360 degree feedback provides management with a view of their relationships with workers

and gives workers an opportunity to provide management with areas in which they are not meeting

the needs of their workers.

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Chapter 3 CONTRIBUTE TO DEVELOPING, IMPLEMENTING AND MAINTAINING MANAGEMENT OF WHS/OHS

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WHSMS/OHSMS A WHS/OHSMS contains five elements including:

1. Commitment and Policy Make sure that your system is aimed at WHS/OHS improvement and ensuring that your

organisation complies with legislative policy. The CEO (or highest ranked person in the

company) must sign this policy, as it shows commitment to WHS/OHS. The commitment

by the CEO must also be in actions, & such commitment must filter down to the

workers.

2. Planning The effective management of WHS/OHS requires that the roles, responsibilities, accountabilities and authority of all staff are defined in the organisation’s policy and procedures and job descriptions. These responsibilities require consultation about:

WHS/OHS legal and other obligations

Hazard identification, risk assessment and control

WHS Policies aimed at the continuous improvement of WHS processes.

3. Implementation WHS policies, procedures, objectives, targets, roles and responsibilities should be implemented through rigorous document and data control, including:

Version control

Staff training

WHS policies and procedure manuals

Managing hazards

Defining requirements for contractors and suppliers; and

Developing an appropriate emergency response capability.

4. Measurements and evaluation Procedures relating to inspections, testing and monitoring including:

o Performance measurement (measuring KPIs, site inspections, monitoring injury statistics)

o Both internal and external auditing

o Incident investigation and external reporting

o Records demonstrating compliance

o

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5. Management review and implementation Create a report for management – with recommendations to change work

processes or controls that are not working. The corrective actions are used to ensure that the same WHS/OHS issue does not arise.

Promote the implementation of the WHSMS/OHSMS

Access sources of information to determine the form, content, purposes and functions of a WHSMS/OHSMS Depending on the size of your organisation and the industry you are in, you may have access to a number of documents relating to WHSMS/OHSMS:

Regulatory authority WHSMS/OHSMS tools, standards and guidance material

Australian Standard AS/NZS 4801:2001 Occupational Health and Safety Management

Systems – Specification with guidance for use

Australian Standard AS/NZS 4804:2001 Occupational Health and Safety Management

Systems – General guidelines on principles, systems and supporting techniques

Standards Australia publication HB 211-2001 Occupational Health and Safety

Management Systems – A Guide to AS 4801 for Small Businesses

It is important that you are aware of these documents when planning in your workplace.

Other Sources of information may include:

Employer associations

Industry associations

Regulatory authority

Relevant Australian standards and publications

WHS/OHS Acts, regulations, codes of practice, standards, guidelines and other information issued by WHS/OHS regulators

WHS/OHS professionals

WHS/OHS professional associations

WHS/OHS specialists

WHSMS/OHSMS tools, standards and guidance

Form and Content

The form and content of the WHSMS/OHSMS will vary depending on your organisation, its location

and its size. Every business will run their WHSMS/OHSMS differently but they will most likely have

very similar policies and procedures, especially those that must adhere to state WHS/OHS

legislation, standards, etc. Content will depend on what areas of work health and safety need to be

managed and how.

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Purpose and Function

The purpose and functions of the WHS/OHS OHSMS, in regards to your workplace, will once again

depend upon the organisation and the areas of health and safety that need to be targeted. Overall,

the purpose and function of any WHSMS/OHSMS is to have an orderly, efficient and effective system

in place to show a commitment to work related health and safety. The management system will do

this through various measures and initiatives, whilst always looking for ways to develop and improve

it.

Apply knowledge of WHS/OHS legislation to identify duty holders and their roles and responsibilities in a WHSMS/OHSMS

Depending on the specifics of your organisation, there will be a variety of duty holders who will have responsibilities to look after work health and safety and will have roles within the WHSMS/OHSMS. Duty holders could be internal or external and depending on the area of health and/or safety you require advice in: you will need to determine who to approach accordingly. This is where your knowledge of WHS/OHS legislation and your organisation will be required.

Duty holders may include:

As specified in WHS/OHS Act:

Employer, PCBUs (persons conducting a business or undertaking) Officers

Workers

Other persons at a workplace

All duty holders must do everything that is “reasonably practicable” to protect the work health and

safety of everyone at the workplace but each duty holder with have their own ‘area’ to look after, so

it is their responsibility to know where their duty of care falls. It is then your responsibility to be

aware of who to contact in your work area/job role if required.

This duty of care can fall on all:

Employers/PCBUs


Managers

Supervisors

Employees/Workers

WHS/OHS representatives and committees

Contractors

The aim of regulations is to minimise risk of injury or illness at the workplace. The management

contribute to the control of hazards and risks in the workplace and provide the workforce with

opportunities to contribute and participate in the process.

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The Work Health and Safety Consultation, Cooperation and Coordination Code of Practice, for

example, provides workers with the opportunity to take a more proactive role in the decision making

process through consultation. The more workers and others participate in and contribute to work

health and safety, the more informed their decisions will be.

Duty holders under the Common Law duty of care need to prove to the satisfaction of the court that

the actions that they have taken to protect others from risk are reasonable and practicable. Duty

holders need to clearly know what their duty is, what the implications are for each group and what

happens if they do not comply.

Apply knowledge of WHSMS/OHSMS and the organisation to communicate information about the WHSMS/OHSMS to individuals and parties

WHS/OHS Management Systems Every organisation will have different methods to manage work-related health and safety and you

will be informed about these methods when you first join an organisation, but you should ensure

that you keep your knowledge up to date through meetings, training, memos, newsletters etc.

WHS/OHS Management Systems are put in place to identify workplace hazards to health and safety and can include:

Health monitoring of workers exposed to particular work hazards

Pre-employment and other work-related health assessments

Workplace measures to target specific factors

Ergonomics

Consultation

Hazard and incident reporting

Return to work or injury management

Communication You will not only need to keep yourself up to date with the WHSMS/OHSMS, but you will also need

to make sure that others are aware of any updates, changes or new measures being implemented

within your organisation. You should have the appropriate knowledge of your organisation to know

who you would need to communicate with and the way in which to do this.

Individuals and parties may include:

Contractors and suppliers

Health and safety committees



PCBUs/officers

Health and safety professionals

Health and safety professional associations

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Workers

Advocate for the integration of return-to-work or injury management as part

of an effective WHSMS/OHSMS

Return to work and injury management procedures are elements of the WHSMS/OHSMS plan. It is

important that both management and staff members know what the procedures for illness and/or

injury are, to avoid confusion or conflict when this does occur.

As stated on http://www.saiglobal.com/Assurance/HS/ASNZS_4801_HS_Standard.htm reducing

workplace illness and injury:

‘is the primary aim of an effective OHSMS. The implementation of such a system can also help your

business to deal with the legal imperatives, ethical concerns, industrial relations considerations

relating to workplace safety, and to improve its financial performance.

‘The protection of the health and safety of all employees is vital to the success of all organisations.

Poor performance in [...] HS can take a heavy financial toll on any business, not to mention the

human cost of work-related illness, injury, and fatality. In our continually changing workplace

environment, the effective assessment and management of HS issues is paramount. Organisations

can help to protect themselves and their employees by implementing an [...] OHSMS.’

Such a system helps to ensure that your business:

Has an effective WHS/OHS policy and objectives

Can establish, assess, and review its own WHS/OHS procedures

Can demonstrate its commitment to WHS/OHS to others, via self-declaration or certification

The whole point of your plan is to make sure that a system is in place that prevents any illnesses or

injury by hazard identification and if there is room for improvement you need to implement

appropriate targets and objectives. Even though we all plan for prevention, we should always have

procedures in place, if the worst should happen so that there is a reachable solution allowing for the

situation to be dealt with swiftly and efficiently.

Consult effectively with individuals and parties about implementing the WHSMS/OHSMS

Consultation

The consultation process should not be constrained to just the workers: it is also essential to

consider any other stakeholders. You must also consult, co-operate and co-ordinate with others.

The person or groups that need to be consulted will usually be clear when the consultation process

is first implemented. This will usually be apparent from the circumstances, through contractual

arrangements, or the need for personnel to be involved.

Within these groups there is a huge range of views and opinions. Their understanding of risks and

benefits along with their reasoning will allow for an unbiased view that should be documented so

http://www.saiglobal.com/Assurance/ohs/ASNZS_4801_OHS_Standard.htm

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that you can provide evidence that you considered all aspects of the hazard and its impact on the

organisation and if necessary, surrounding environment.

You will need to communicate the WHSMS/OHSMS to relevant staff members so they can work

towards the achievement of the plan as part of the process. There will always be a number of risks

and constraints that can apply to the implementation of an WHSMS/OHSMS, however, staff

members should usually be aware of any contingency plans and back up options in the event that a

risk should present itself.

The Work Health and Safety Consultation, Co-operation and Co-ordination code of practice refers to consultation as:

Sharing information

Providing reasonable opportunities to express views and contribute

Taking views into account

Advising of the outcomes of consultation



Contractors



PCBUs/officers

Health and safety professionals

Health and safety professional associations

Workers

There are a number of ways in which a WHSMS/OHSMS can be implemented to benefit the

employees of an organisation. Planning is about looking towards what the company wants to

achieve, therefore, implementing the WHSMS/OHSMS is about determining how the company is

going to achieve this. It should focus on what is going to happen to the organisation as it moves

towards achieving these objectives and milestones.

A WHSMS/OHSMS can be implemented in a number of ways, including informing stakeholders via:

Newsletters

Toolbox talks

Posters in common areas

General staff meetings

Conferences

Informal discussions with staff members

Emails to staff

During annual performance reviews

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The information in the WHSMS/OHSMS should be accurate, valid and sufficient. It should relate

directly to the organisational objectives and should be easy to implement and follow.

Every organisation is different and so the processes and procedures that small, medium and large

enterprises use – to properly implement elements of a WHSMS/OHSMS - will differ too.

Contribute to the development of WHS/OHS policy and commitment to the

WHSMS/OHSMS

Commitment and Policy

It is your organisation’s responsibility to show a commitment to maintaining and safe work

environment under all circumstances for all employees and anyone who may visit or work within

your workplace. It is also your responsibility to keep up to date with WHS/OHS policy and ensure you

adhere to your organisation’s commitment and policy regarding WHS/OHS. Your organisation should

have a WHS/OHS policy in place which you may find with your workplace policies and procedures.

You have seen the number of individuals and parties that you may need to communicate throughout this Learner Guide. So you will need to decide which personnel are relevant to communicate the requirements of commitment and WHS/OHS policy to.

Requirements of commitment may include:

Effective injury and claims management

Effective return to work of injured workers

Effective rehabilitation management of work injuries and disease


Industry associations

Regulatory authority

Relevant sections of relevant Australian standards and publications, such as:

Australian Standard AS/NZS 4801:2001 Occupational health and safety management systems – Specification with guidance for use

Australian Standard AS/NZS 4804:2001 Occupational health and safety management systems – General guidelines on principles, systems and supporting techniques

Standards Australia publication HB 211–2001 Occupational health and safety management systems – A guide to AS 4801 for small business

Relevant sections of WHS/OHS Acts, regulations, codes of practice, standards, guidelines and other information issued by WHS/OHS regulators

WHSMS/OHSMS tools, standards and guidance

WHS/OHS policy may include:

Commitment to comply with relevant WHS/OHS legislation

Commitment to establishing measurable objectives and targets to ensure continued improvement aimed at eliminating work-related injury and illness

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Documenting, implementing, maintaining and communicating the HS policy to all workers


Injury and claims management

Making WHS/OHS policy available and accessible to interested parties

Return-to-work of injured workers

Reviewing the WHS/OHS policy periodically to ensure it remains relevant and appropriate to the organisation

Ten principles of WHS/OHS policy include:

1. Commitment and accountability requires consistent selection and training of employees, volunteers and contractors, to monitor systems of work, prevent risks and hold all relevant parties accountable for addressing and reporting unsafe situations.

2. System implementation and resource requirements - WHS/OHS management system is continuously planned and controlled to meet measurable targets and objects and is usually tailored to meet work operations related to risk and performance measures. Consultation is one of the keys to success.

3. Communication and consultation must be established to ensure that informed decisions are made to eliminate or minimise risk in the workplace.

4. Systems of work and standard operating procedures are developed, maintained and reviewed by stakeholders to minimise or eliminate risk as far as reasonably practicable through control measures that are implemented and monitored to ensure control is maintained.

5. Skill development and training must be consistently identified and reviewed to ensure that they are able to meet their legal obligations. All training must be documented and recorded. All personnel must be deemed competent.

6. Modifications and change must occur with introduction of new plant, equipment and materials and appropriate modifications made to processes to retain safe workplaces.

7. Emergency plans must be established according to site emergencies, including arrangements made with public emergency services. This must be communicated, rehearsed and reviewed.

8. Contractors and suppliers must provide and receive sufficient information to operate safely. Failure to comply with WHS/OHS will usually mean a termination of agreement.

9. WHS/OHS reporting, performance monitoring and rehabilitation requires processes to be developed for investigation, and correction of identified risks and also required in the case of injury in the workplace.

10. Auditing and planning must be developed and implemented to ensure that WHS/OHS policies and procedures are effectively established, maintained and observed. WHS/OHS audits must be performed to ensure that standards are maintained.

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Contribute to the development and implementation of an initial WHS/OHS review as required

Every workplace will have WHS/OHS policies and procedures in place, alongside WHS/OHS

legislation, codes and standards which have been deemed appropriate by the State. This does not

mean however, that policies and procedures will not need updating or measures and initiatives will

not need to be developed to combat particular health and/or safety issues. It is both the

organisation’s and every individual worker’s responsibility to stay aware of updates and keep an eye

on any WHS/OHS issues that may arise, whether they are related to workplace hazards or ergonomic

requirements, for example.

Development

The key word is ‘contribute;’ although, unless you are a manager or WHS/OHS representative, it is

very unlikely that you will be asked to develop and implement a WHS/OHS review by yourself. Even

managers and WHS/OHS representatives will need to consult and work with others to produce any

review or plan. Development isn’t just about putting the review together but also about the initial

stages of research and collection of data, information, evidence etc. You may contribute to

development by:

Taking part in meetings

Discussing WHS/OHS issues

Collecting data

Researching relevant health and wellbeing programs

Identifying risks and hazards

Keeping up to date with legislation, codes and standards

Implementation

Once again, you will not be solely responsible for the implementation of a review but you will need

to contribute as much as possible and what is reasonable within your job role. Implementation of

the review will need to take part across the organisation to ensure all areas are covered regarding

health and safety. You can contribute to implementation by:

Communicating the review to all staff

Helping to implement the review in your area

Giving feedback of the review

Contribute and facilitate support of WHS/OHS policy

Every organisation will have a different WHS/OHS policy and the need for development will also

vary, depending on what is appropriate to your workplace.

As discussed above, elements of a WHS/OHS policy may include:

Commitment to comply with relevant WHS/OHS legislation

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Commitment to establish measurable objectives and targets to ensure continued improvement aimed at eliminating work-related injury and illness

Documenting, implementing, maintaining and communicating the WHS/OHS policy to all workers


Injury and claims management

Making the WHS/OHS policy available to interested parties

Return to work of injured workers

Reviewing the WHS/OHS policy periodically to ensure it remains relevant and appropriate to the organisation

Consultation

WHS/OHS procedures for consultation should be agreed upon between the worker and the

representatives of the organisation. Workers contributions can save time and clarify confusion such

as when and how consultation can occur. If consultation procedures are agreed upon they must be

consistent with the requirements of the WHS/OHS Act and consultation must be done in alignment

with organisational procedures (Work Health and Safety Consultation, Cooperation and

Coordination Code of Practice, p.13, 2011).

It is also important to note that when changes are made to procedures, the changes should be

communicated and agreed to by the workers. Your skills as a facilitator are required here and are an

important part of the consultation process.

A facilitator should be able to:

Lead by example

During the consultation process, demonstrate the behaviour that the WHS/OHS Act and your

workplace procedures emphasise. Back up what you say with actions. When you promise

something and do not deliver, workers will interpret this as acceptable behaviour.

Your duty of care is the same as the rest of the people you work with. You have a basic duty to

ensure that the workplace is safe. If a worker reports a hazard to you and you fail to follow up, you

are communicating that even though they have being trained, they also do not have to follow up.

Over the years, workers have been exposed to many management and supervision initiatives which

are only a front. If you work in such an environment you will have to ensure that you always follow

procedures and follow through in everything that you promise.

Maintain an open environment

Encourage workers to provide you with feedback, even if it is negative. If a problem arises, do not

point the finger, this will discourage worker participation and their contribution to the consultation

process. To empower workers, work with them to find out the cause of the problem and come up

with ways in which to correct the problem.

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For example, one chemical is mixed with another and damages a surface. What is the cause of the

problem? Yes, you may say the worker who mixed the chemicals. There are times when a worker

requires more than one set of training. Another problem that training may not have been reinforced

and workers may need to be trained again every so often.

In both instances, you have identified a problem and ways in which to improve processes as the

requirements of the WHS/OHS legislation.

Involve everyone

This means everyone who is impacted or influenced by the hazard. You need to consult with

everyone. Some work groups work over several shifts. Consider the best times in which to consult

with as many personnel as possible, including meetings, emails, feedback forms and other forms of

consultation or communication.

Provide these individuals or groups with opportunities to express their views and contribute and to

address their concerns. Provide them with feedback in regards to a decision and ensure that the

feedback is ongoing.

Provide facilities

Demonstrate that you care by providing facilities for workers at work, but also when they are

attending meetings. General facilities include toilets, and tea and coffee. Make sure that workers

have room to sit and that they are not put at risk. For further information on facilities refer to the

Managing the Work Environment and Facilities Code of Practice.

Providing a facility not only sends the message that you care, it demonstrates that they are

important to the organisation and will provide the environment that is supportive and reinforces

management’s commitment to work health and safety.

Listen

Demonstrate the respect that you expect. When someone is addressing their concerns, expressing

their views and contributing to the Work Health and Safety Process, take the time to stop and give

them your full attention.

This means that you need to acknowledge their contributions and provide feedback in regards to the

final decision made. It is important to explain the reason for your decision and why their

recommendations were not followed up. Highlight that even though the contributions were not

appropriate in this instance, in the future reviews their suggestions will be considered and may be

found appropriate for your needs.

As a facilitator it is important that you consistently emphasise to workgroup why information is

being exchanged and its importance to the decision making process. As a facilitator, and in

alignment with the consultation process, you need to share information and clarify issues with

workgroups and individuals impacted by the hazard and its associated risks.

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You are required to offer advice and guidance so that workers will be empowered to make their own

decisions. The role of the facilitator is to offer advice to help in the journey of information exchange,

rather than the destination, except where your responsibility is to make the decision yourself.

Which part(s) of the consultation process can you demonstrate these facilitation skills? The consultation process includes:

Share information with workers

Give workers a chance to share their views and opinions

Give workers a chance to contribute to the decision making process

That worker’s views are considered when a decision is being made

Workers are provided with feedback on a decision in a timely manner.

No matter how much experience you have in gathering information, collating it and using it to make

recommendations, your level of knowledge and skills may be inadequate. When this happens,

consult other members of staff, or experts to clarify information and provide you with the feedback

that you require. You will need to research further to find an appropriate specialist or expert to

assist you.

Team Contribution

If you are working within a team, then you should make them aware of the development and

promotion that is required - you can do this through meetings or by email, for example. You may

find that a member of staff or a supervisor may have some ideas which will help contribute to the

development and promotion of the WHS/OHS Policy and you should make provisions for this to

happen. You should always allow for contribution from others, especially when their knowledge may

be beneficial to your cause.

Expert or Specialist Advice

In some cases you may need expert or specialist advice and you may have access to contacts which

you will use on a regular basis but you may also need to seek advice from a specialist that you may

not have dealt with in the past. There are many ways in which to research for a specialist or an

expert’s name. One of the best ways in which to research for specialists and experts is by

performing an internet search.

Type in the name of the specialist you require (i.e. toxicologist), along with the State you are in and a

list of possible websites will appear. It is important to make sure that you choose a professional

website that is recognised by the industry. Look for websites such as employer associations,

WHS/OHS experts, industry groups and government bodies.

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Record Keeping

Keeping WHS/OHS Policy records up to date and accurate is vital to work health and safety in the

workplace. Records can be used to demonstrate that you are following your legislative and

regulative requirements. A systematic approach to work health and safety is to ensure that a system

is put in place so that your organisation integrates safety into every aspect of the organisation in a

proactive manner. This means that records must not be seen as separate from each other, but as a

part of a well-run system.

The Code of Practice recommends that “you should keep records to demonstrate compliance with

consultation requirements. Records in consultation will also assist the risk management process and

make disputes less likely.” To ensure that you maintain a safe workplace, it is essential that you use a

systematic approach to eliminate or minimise risk in the workplace. A systematic approach gives

workers the highest level of protection for people in the workplace. It is also helpful when you do

not have knowledge about controlling risks in particular circumstances.

Consultation and communication not only helps build relationships with your work group, it allows

you to draw on the experience of your workgroup to come up with the best and most viable

solutions to controlling risk in the workplace.

Contribute to the development of the WHS/OHS plan

If you are unable to motivate workers and overcome the barriers to motivation as part of

implementing a systematic approach to managing WHS/OHS, then you will have a problem with the

consultation process. The key to a safe workplace is making sure that everyone in the workplace

communicates hazards and risks to each other, talks about health and safety concerns and work

together to find solutions.

It is also important that all workers contribute to the development of the WHS/OHS plan. This

develops trust between the employers and employees.

A WHS/OHS plan is:

A document that is usually developed annually but may be developed for a shorter or longer period

and reviewed regularly.

There are many different types of WHS/OHS plans in operation. Organisations will develop

WHS/OHS plans according to the needs and requirements of their organisation.

A WHS/OHS plan may include:

WHS/OHS performance indicators (i.e. objectives and targets that are achievable and

practical) reflecting systematic approaches to managing WHS/OHS

Safe work practices and procedures

These procedures will usually include:

Detailed maps of the site, including emergency plans

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Details of site operations including any work permits required (including those required in

WHS/OHS regulations)

Copies of the Organisational Policies and Procedures

Copies of required manufacturer instructions and appropriate safety data sheets/material

safety data sheets

Risk Assessments including:

The identification, control and minimisation and elimination of risks in the work environment

Work Health and Safety Inspections which should be performed on a regular basis. Many

organisations now attach the workplace inspections with accident/incident reports. By

completing the inspection when the memories are fresh, management will have more

detailed information that will assist in controlling, minimising or eliminating the risk

WHS/OHS inspection procedures should also include the actioning of reports and activities to

minimise risk

Health and safety consultation processes including how information is shared and

communicated, the steps in obtaining information and addressing concerns and making a

decision on their feedback

It is also necessary for you to provide feedback to your team so that they know the final

decision made.

Emergency procedures as per the emergency plan, that includes information such as:

Register of equipment and locations

Emergency plan and structure

Register of qualified First Aiders

Implementation of the emergency plan, including emergency drills must be conducted at

least once a year (or more often with hazardous situations)

Incident recording and investigation as per the organisations accident/incident report

Training strategy including:

Induction training

Supervisor and management training

On and/or off the job training

Specific hazard training

Work procedures and skills training

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Emergency and first aid training

Performance standards to measure performance and identify ways in which to improve

the performance standards met.

Management and supervisors must also be provided with a clear set of policies and procedures,

including strategies to ensure that the requirements set out in the WHS/OHS plan are met.

In consultation with stakeholders

WHS/OHS plans need to be put in places that are realistic, measureable and achievable.

Stakeholders are able to provide you with a clear indication of what measures are realistic.

Unrealistic measures can have a negative impact on the morale of stakeholders. By giving

stakeholders a say in the plan, they may take ownership of the goals and objectives that they helped

develop.

If you place unrealistic expectations on stakeholders, you will not have a team that will work with

you cooperatively to meet your legal obligations. Consultation with workers requires a partnership

where stakeholders are able to contribute and participate with setting realistic expectations. If the

expectations are unrealistic they will become stressed and productivity and staff morale will be

affected - this can lead to an increase in incidents in the workplace

To minimise the chance of an increase in incidents, you must consult with stakeholders when:

Making changes to work systems such as rosters

Developing a new product or planning a new project

Purchasing new equipment

Developing procedures for work activities

Resolving issues.

For consultation to be effective, you need to encourage workers to:

Ask questions about WHS/OHS

Raise concerns they have

Report problems

Contribute to the problem solving process.

Even though the consultation process does not end in agreement, the objective is to ensure that

effective decisions are made and that they are actively supported by all personnel. The consultation

process will be influenced by the:

Size and structure of the business

Nature of the work that is carried out

Nature and severity of the particular hazard or risk

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Nature of the decision or action, including the urgency to make a decision or take action

Availability of the relevant workers and any health and safety representatives

Work arrangements, such as shift work and remote work

Characteristics of the workers, including languages spoken and literacy levels (WHS Consultation, Cooperation and Coordination Code of Practice, 2011).


Provide support to managers to meet WHS/OHS responsibilities and to implement the plan

Management commitment and the development of professional working relationships between

members of staff set the ground work for the formation of trust and respect between other

members of a workgroup. There are a number of ways in which support can be demonstrated to

other workers and managers.

Support can be provided through:

Providing information, instruction and training

Providing ongoing feedback. Ongoing feedback allows managers to confirm that their actions in implementing a plan are correct. It is important to make sure that feedback is constructive. The minute feedback becomes destructive, is the minute that you undermine the manager and they will not work with you.

Treat all personnel consistently. As a nation with a socially and culturally diverse work force, it is essential that all workers be treated with the same level of respect. If workers are not treated in a consistent manner, words such as discrimination and favouritism may appear within the team.

Become a mentor. Use your skills as a mentor, which is someone your team can look up to. Demonstrate:

Leadership – by demonstrating a level of conduct and professionalism that members of the management team aspire to emulate. This means that you should demonstrate commitment to the WHS/OHS process

Professionalism –managers need to empathise with others. This means that you must have the ability to see problems from their perspective and then provide guidance and support to overcome these problems.

Respect – all members of management must demonstrate support for each other in front of the workgroups. Even if there is disagreement, do not demonstrate that disagreement in front of the workgroups. Conflict demonstrates that you do not support each other and you do not have a united front.

To implement a plan or strategy to meet WHS/OHS responsibilities and to implement action plans it is important to:

Communicate and Educate

Communication and education should be geared towards ensuring that managers are provided

with the skills to implement change. If you identify a skill that one manager does not have, then

match that manager up to learn the skill off another. It is only by learning how to perform a task

that a manager will be able to demonstrate that skill for their work group.

The provision of information and instruction is an important part of WHS/OHS. The consultation

process can be used to train other managers into trusting their workers to perform their tasks

correctly. By interacting with work groups, managers will be able to establish and learn the skills

and knowledge of their team members.

It is important that managers understand that demonstrating support, feedback and advice to

their team, they are empowering their workers to show more initiative in their work

environment. This will allow them to spend time performing other management tasks.

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Minimise Management

Flatter organisations are organisations where there are fewer levels of management. The

implementation of a new strategy requires change. Managers cannot be the only source to

drive change. The use of management tools and processes can assist in driving the change

process. It is also important in today’s global economy that change needs to be implemented

quickly and efficiently. Too many levels of management can slow the change process down.

Minimising the levels of management means that workers are only receiving one message and

that it is consistent at all times. Minimising management minimises the ambiguity of too many

mixed messages and in turn leads to confusion. It is important to make sure that you avoid

inconsistent messages.

Promote strength by being professional

Values such as honesty, trust, respect, empowerment and service should be consistent in all

levels of the organisation. These values should be set out in the organisation’s mission and

vision statements and reflected in the organisation’s codes of conduct and ethics.

Inconsistencies within management can be transferred into the organisations systems of work

and workgroups. These inconsistencies can have a negative impact on WHS/OHS. The negative

impact can be an increase in incidents/accidents when personnel are unsure of what they are

supposed to do.

Provide Leadership

Demonstrate the standards that you want others to demonstrate. The successful

implementation of a strategy can only be effective when leaders are given clear and equitable

standards of conduct and the tools to enforce the standards and maintain professional strength.

Implementation and the sustainment of plans

Management need to demonstrate the professionalism that other managers and workgroups

want to emulate. Respect and the sustainment of that respect require that you are consistent

with the rest of the team in the way that you act and the respect and empathy that you give.

Ambiguity can lead to confusion and confusion can mean that plans are not maintained.

Explain

You will need to communicate and explain the plan to others, particularly in relation to their

roles and responsibilities so that they know their part in the plan. This can be done through

meetings etc. and will require time so as to make sure every member of staff is clear on their

role. During this time you will also need to ensure that you have facilitated the contribution of

others who have helped implement the plan.

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Facilitate and support the participation of, and consultation with,

individuals and parties in developing the WHS/OHS plan

Elements of a plan may include:

Compliance with WHS/OHS legislation

Effective injury and claims management


Effective return to work of injured workers

Identification of hazards and control of risks

Objectives and targets and how and when they will be achieved

Who is responsible for what in the plan

WHS/OHS Planning

No matter what kind of industry you work in, there may come a time when you will need to

contribute to WHS/OHS planning. These plans are put in place to ensure compliance and to

make sure that there are effective systems for identifying hazards, controlling risks, injury

management amongst other important criteria. It will also allow for objectives and targets to be

implemented, whilst making sure everyone knows their responsibilities in regards to the plan.

Who do you communicate with?

Depending on your workplace the structure of your team, you will communicate the planning

process accordingly i.e.

Meetings

Email

Memos

One on one discussions

There may be a number of people that you need to communicate your plan to and this could include:

PCBUs

Managers/Officers

Supervisors

Stakeholders

Team Members

Specialists

External workers

No matter who you need to communicate with, it is important you do not leave anyone out as

everyone needs to be aware of the planning process, especially if any changes are to take place.

You will also need to include anyone who has made a contribution to the plan in the

communication.

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If you have a member of staff who has made a contribution to the plan, make sure you discuss

this with them and include it in the plan where it is relevant and possible. Once you have

completed the plan you should send copies to all of the relevant personnel or where areas need

to be discussed, it will be best to arrange a time to meet up with the necessary people and

discuss the final plan.

Consultation


representatives of the organisation. Workers contributions can save time and clarify confusion

such as when and how consultation can occur. If consultation procedures are agreed upon they

must be consistent with the requirements of the WHS/OHS Act and consultation must be done

in alignment with organisational procedures (Work Health and Safety Consultation, Cooperation

and Coordination Code of Practice, p.13, 2011).


communicated and agreed to by the workers. Your skills as a facilitator are required here and

are an important part of the consultation process.

Contribute to the implementation of the WHS/OHS plan

Requirements for implementation of the WHS/OHS plan may include:

Consideration of:

Size of the organisation

Geographic location

Nature of the business

Available resources

Nature of hazards and risks in the organisation

WHS/OHS workers’ compensation claims experience

WHS/OHS needs

Requirement to integrate with other organisational systems, such as quality, finance, management, information technology and human resources

When you choose and plan the resources that you need to implement a WHS/OHS plan, make

sure that your choices ensure that you are within the budget allocated. If you require a review

of the budget, follow your organisation’s procedures to ensure that the budget is available to

implement the plan. This will mean that you will be required to present your needs to the

appropriate stakeholders so make sure you are clear on the choices that you make and why they

were made.

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Resources may include:

Financial requirement for implementation

The distribution of a budgetary allowance and the implementation of the WHS/OHS plan may

not always flow efficiently. Budgetary constraints may mean that you will need to reassess the

decisions that have been made. For example, an organisation decides to use an external

training body to train staff in acquiring the new skills. However, lack of monetary resources may

mean that internal personnel (who are qualified) will need to train staff to ensure that they have

sufficient skill and knowledge to ensure that their operations run smoothly.

Personnel, including time allocation

However, scarcity of resources may arise in that there are not sufficient staff who can have the

necessary skills and knowledge to implement the plan. Scarcity of resources means that there

may not be sufficient resources, including time, human resource skills, equipment or access to

specific knowledge. Training, or the assistance of a consultant over a short time period until

trained personnel have the skills, may overcome any deficiency in the implementation process.

This is usually the responsibility of the human resource team to identify and arrange.

Implementation of the action plan could require the use of specialist knowledge. As soon as you

identify a short fall in human resource skills, consult with appropriate personnel. In most

instances, large organisations will usually allocate this to the HR team. They would have the

information and skills to hire or arrange for the training of personnel and provide you with

options.

In most instances, the HR team will consider the:

Company procedure

Ongoing Process

Cost of training

Length of time

One

off

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An organisation’s procedure is usually based on what will be the least expensive over a period of

time. The cost of training may be high for an ongoing event, but will save over a period of time

if the skill is an ongoing process. A consultant may be hired if the skills required are over a short

term. Consideration may also be placed on the costs of training, length of time and whether any

staff members want to learn the skills.

Specialised resources

Specialised resources can be related to human resource skills, knowledge and specific

equipment including chemicals and plant. Costs such as transport and handling fees may also be

considered as part of making a final decision. In some industries, such as the mining industry,

costs of technology and equipment can mean the difference between life and death.

The choices that an organisation makes in not only prioritising the order in which risks will be

resolved based on level of risk, but also on the cash flow to ensure that the resolution is

reasonably practicable.

Equipment

Safety equipment is a very important part of the ensuring that the WHS/OHS plan is

implemented safely. An emergency plan will show personnel and visitors to the work site where

safety equipment is. Failure to provide equipment that matches the emergency plan will place

personnel at risk in the event of an emergency.

Access to other resources such as:

Ongoing Process

WHS/OHS publications

WHS/OHS is an ongoing process. It is important that all industry keep up with these changes

to ensure that they keep up to date with not only WHS/OHS but changes that will directly

impact on the processes and procedures on the work site.

WHS/OHS Regulator’s sites

State/Territory Regulators and Safe Work Australia will provide ongoing updates on their

websites. At this time, Victoria and WA have not joined the harmonisation of WHS.

Safety is essential to all industry. It is important that procedures are put in place within the

WHS/OHS plan to ensure that workers stay up to date with changes. One way in which Safe

Work Australia can assist all industry is through their email system. For example, when a change

occurs in the WHS Act & Regulations 2011, emails are automatically generated to subscribers to

keep them up to date with changes. Another example, it sends media releases to subscribers.

Industry-specific information

Globalisation has led to an increase in competition for all industry. To meet the needs of the

clients, many manufacturers and designers are looking for ways to being competitive so that

they can generate a larger income.

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As such the generation of technology has led to further ensuring that industry needs to keep up

with innovation to maintain a competitive edge. Safety is an essential part of this process. To

find out new innovations, obtain feedback and updates, WHS/OHS industry specific information

can be obtained from:


Industry Union Representatives

Industry specific WHS/OHS information

Resources are an essential part of any organisations success. Employee morale can be

maintained when an organisation can demonstrate an ongoing process of continuously updating

safety to ensure that their workplace is safe. Legislative and regulative requirements are put in

place to provide industry with minimum standards for safety, such as the maintenance of

WHS/OHS equipment, review of WHS/OHS experiences, ongoing consultation, training and

communication with workers and those impacted by hazards.

It is essential that when implementing a WHS/OHS plan, all relevant personnel are provided

with sufficient information to assist in ensuring that safety is maintained. One way of doing this

can be through the development of action plans and the communication of the action plan. It is

important that plans (including the implementation and processes of), initiatives and measures

are communicated to all relevant individuals and parties through the most appropriate means

i.e. meetings or email.

See example of Action Plan in Chapter 2: Manage Consultation and Participation Processes

An organisation would use the same consultation and participation techniques as referred to in

developing a WHS/OHS plan when implementing the WHS/OHS plan. It is important that you

support the participation of others throughout all steps of the WHS/OHS plan. Individuals and

parties can be either internal or external personnel and will have a variety of knowledge and

experience regarding WHS/OHS, so their help will benefit in the planning process.

Contribute to the measurement and evaluation of WHS/OHS performance

WHS/OHS performance evaluation processes and methods may include:

Auditing

Complying with WHS/OHS legislation

Incident investigation

Keeping and maintaining records

Monitoring effectiveness of risk controls

Health surveillance of workers

To maintain a quality WHS/OHS system you need to continuously improve it. Risks will change

as the environment changes. For example, you introduce a new piece of equipment to a work

site. New risks may arise when the equipment makes a job easier or changes the way in which

other tasks are performed.

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Good WHS/OHS management places emphasis on monitoring and reviewing all current

organisational plans, strategies, systems and controls. Monitoring ensures that as risks change,

new control measures are introduced to control these changes.

Ongoing reviewing of the WHS/OHS system is required to ensure that the plan remains relevant

to the workplace. Factors that may impact upon risk assessments and control measures can

also change over time. This means that the risk management process should be repeated

regularly over time to ensure that the risk management process remains effective.

There are many methods that can be used to monitor and review procedures and these should be considered part of your management plan. You can complete:

Self-assessments

Physical inspections

Checking and monitoring success of actions

Audits and reassessment of risks of achieving objectives; and

Key dates, time frames and deadlines should be set for communicating, monitoring, reporting and reviewing.

As suggested in the AS 31000 of 2009 (Risk Management) align the objectives and values of the

organisation to the risk management monitoring and review process.

When the risk management system is monitored and evaluated you should be able to answer

the following questions, which are:

Has the WHS/OHS system added value to your company?

Are the outcomes of the program measurable?

Would you make a decision to contract or expand the risk program based on this information?

Facilitate and support the participation of, and consultation with, individuals and parties in measuring and evaluating WHS/OHS performance

As a part of the consultative process, it is important that you discuss any hazards with relevant

staff members in regards to the review questions. This means that you should consult with:

Workers, supervisors and health and safety representatives

What staff should you consult with? Do you have a reporting structure that you need to follow

in regards to the site? Do you have safety representatives to consult with, regarding changes to

the way in which a task is performed? It is fundamental to consult with stakeholders and

communicate any changes that you may implement.

Staff members who may be exposed to the control measure Employees of your organisation may not be the only party that is exposed to risk. Other personnel may include contractors, for example. Also consider members of the public. If there is any chance that a member of the public is exposed to risk, then it is important to take steps to ensure that they are aware of the risk.

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Consult and monitor incident reports Incident reports should be collated and any incidents that arise on a regular basis may be indicative of a problem in the organisation’s processes. You must follow up and find the cause/s of every incident & institute adequate corrective measures accordingly.

Review safety committee meetings where possible Follow up committee meeting to ensure that all problems identified have been followed up and finalised. Committee meetings can also identify the different ways in which a problem could be resolved. If an idea has been considered that is being considered to resolve another problem, then you can find out why the idea was implemented or discarded.

The review process needs to integrate key performance indicators of the organisation. The risk

management plan needs to link personal performance and drivers to make sure that they are

measurable to the organisation. For example, by changing the way in which a procedure is

performed, you may save the organisation money through the workers that may have been

injured otherwise. Incidents may increase workers’ compensation insurance costs. Also, if the

health and safety legislation is breached, fines may be allocated.

Contribute to the review and improvement of the WHSMS/OHSMS

An organisation needs to demonstrate that they are continuously improving their processes,

especially if they are registered with the International Standards Organisation (ISO 9000). ISO

standards are geared towards helping organisations to meet the needs of their customers and

stakeholders with the aim of improving processes. Strict auditing guidelines require that

organisation’s continuously improve their processes.

The use of key performance indicators (KPIs) aligned with operational goals work to ensure that

organisations processes are improved. Key performance indicators must be quantifiable and

agreed upon to reflect the success of the organisation. They are used to provide performance

goals to staff.

Quality improvement and key performance indicators aimed at improving a WHS/OHS system

should address ways:

To improve productivity without putting employees at risk

To define area(s) in which an organisation needs to improve

To minimise risk

To improve training and the attendance of training

To reduce time lost due to incidents. i.e. improving rehabilitation

The size of the organisation and the type of organisation will influence the way in which a

WHS/OHS system is developed. To achieve the organisation’s WHS/OHS objectives, you need to

address how to implement the system, its operations and the auditing and review of the

process.

A WHS/OHS system generally contains five elements:

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1. Policy

Make sure that your system is aimed at WHS/OHS improvement and ensuring that your organisation complies with legislative policy. The CEO (or highest ranked person in the company) must sign this policy, as it shows commitment to WHS/OHS

The commitment by the CEO must also be in actions, & such commitment must filter down to

the workers

2. Planning

The effective management of WHS/OHS requires that the roles, responsibilities, accountabilities

and authority of all staff are defined in the organisation’s policy and procedures and job

descriptions. These responsibilities may require:

WHS/OHS legal and other obligations

Hazard identification, risk assessment and control

WHS/OHS Policies aimed at the continuous improvement of WHS/OHS processes

3. Implementation

WHS/OHS policies, procedures, objectives, targets, roles and responsibilities should be

implemented through rigorous document and data control, including:

Version control

Staff referencing

WHS/OHS policies and procedure manuals

Managing hazards

Defining requirements for contractors and suppliers

Developing an appropriate emergency response capability

4. Measurements and evaluation

Procedures relating to inspections, testing and monitoring including:

Performance measurement

Both internal and external auditing

Incident investigation and external reporting

Records demonstrating compliance

5. Management review and implementation

Corrective actions used to ensure that the same WHS/OHS issue does not arise.

As part of the continuous improvement process and ISO 9000, any inconsistencies and

adjustments must be made as they are identified. Any changes must be processed through the

consultative process. Ensure that all staff who are going to be affected by the change are

consulted to ensure that the change or update is necessary and appropriate.

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Use the organisation’s procedures to make sure that staff are aware of changes being

implemented and advise other levels of management about the change, when it is going to

occur and how.

Facilitate and support the participation of, and consultation with, individuals and parties in reviewing and improving the WHSMS/OHSMS As individuals and parties may include:


Contractors



PCBUs/officers

Employers/directors

WHS/OHS professionals

WHS/OHS professional associations

Workers

You may find that some of the above can help review the WHSMS/OHSMS by using their

WHS/OHS expertise and knowledge. You can also see if you are complying with the WHS/OHS

legislation & policies and procedures. Consulting with workers who will most likely be directly

affected by the WHSMS/OHSMS will also allow you to get detailed feedback on whether the

system is working or whether there is a way in which it can be improved. The help of

professionals is always beneficial but you should always consider the views of those who are

working within the organisation affected by the WHSMS/OHSMS.

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Chapter 4 CONTRIBUTE TO MANAGING WHS/OHS INFORMATION SYSTEMS

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The WHSIS/OHSIS Cycle

The Life Cycle of Documents

Managing workplace health and safety produces a lot of documentation. Work Health Safety

Information Systems (WHSIS)/OHSIS need to be handled in a professional manner that considers

organisational and legal requirements.

Workplace stakeholders need to know the requirements for handling documents at all stages of

that documents life cycle.

Identify needs

The array of documents needed to run health and safety systems successfully will be identified

while establishing the context of the workplace during the risk management process.

Management need to spend the time to create a list of all the documents that are necessary in

all work areas. A document register can be created at this stage. The register will be a collection

point that lists all the document names, version control details as well as review dates for each

document. Employees and managements needs have to be considered, with regard to what

documents each work area need, that can be implemented to establish the required health and

safety processes.

Identify Needs

Collect/Produce

Distribute

Store Use

Maintain

Dispose

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Collect/Produce

Now that documents have been identified they will need to be collected from varying sources or

produced by the organisation itself. The States regulatory bodies, industry associations, union

bodies, manufacturers and suppliers are all good sources of varying information and

documentation that can be downloaded in template or complete versions.

Alternatively, if the organisation has the time, experience and resources they may produce their

own copies of documents. Commonly produced documents may include;

Policies

Procedures

SWMS

SOPS/SWP

Hazard/Risk Registers

Checklists

Meeting Registers

Distribute

Now that documents and information has been collected and produced it will need to be

distributed to the stakeholders who will use them. Workers and managers will need to know

where they can gather the documentation which is needed to carry out work practices safely

and without risk to health. They will also need to know who they report to if copies of workplace

documents run out and need to be replaced or reprinted.

Store

Once documents have been distributed they will need to have allocated storage parameters.

This may include open storage cabinets for general use, locked storage cabinets and rooms for

documents with privacy, security and confidentiality concerns. This extends to soft copies of

documents that are on an intra-net system. Some will be stored in all access files while others

may need to be stored under password encrypted folders.

Storage also extends to long term storage such as archive boxes and rooms or external hard

drives and off site data storage such as “cloud” systems.

All WHSIS/OHSIS documents have a lifespan and need to be stored for various lengths of time.

For example all financial records need to be kept for a minimum of five years as stipulated by

the Australian Tax Office. Your State will dictate the length of storage times for business

documents, workers’ compensation documentation, medical records, training documents etc.

Use

Stakeholders will need to have the requirements of each documents use explained to them fully

so they know how to fill out, file and store and the actual importance of each document. This

can be achieved through text guides, information sessions or during induction sessions.

Documents should be easy to use, written in “workplace English”, capture the required

information and perform the task that they have been created for.

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Maintain

Every document needs to have a review date set for assessing its relevance and usability. This

can be done during an annual document register audit. During the evaluation and review of

documents it is important that management consider if the document is still delivering on the

objectives of its creation, is it still relevant, is it still capturing the information and data required

of it, and stakeholders are still able to use this document. If not it must be updated. A period of

consultation between the parties that use this document is needed to rate and discuss its

continuing relevance in the scheme of the WHSIS/OHSIS.

Dispose

Once a document has reached the end of its life cycle it will need to be disposed of in the

correct manner. Workplace documents of a sensitive nature should go through a stringent

certified shredding and or disposal process. Documents will be listed as disposed on the

document register and a certified report that those documents have been destroyed will be

issued by the destruction agency. Documents may need to be disposed because they are no

longer relevant to the organisation, they have been updated with newer versions or they have

reached the end of their archive lifespan.

Contribute to identifying WHSIS/OHSIS requirements

WHS/OHS policies and procedures

Work Health and Safety policies and procedures will guide workers on the processes that they

should follow to ensure that their work area is safe. Safe work procedures must ensure that

individual tasks are performed safely. Workplace health and safety policies and procedures

ensure that they participate and actively contribute to not only meeting their legal obligations

but also to their organisational requirements of making the workplace safe.

WHS/OHS reports including workplace inspections, hazard and incident reports, technical reports, consultations and observations.

Investigation reports are an excellent way in which to record concerns to be addressed in the

workplace. By reviewing these reports you will be able to identify what was done before and

whether there is a correlation between similar problems being faced at that moment.

Keeping records of the risk management process:

Demonstrates how risk management and decision making was made

Assists in targeting key hazards and variations in hazard incidence

Provides the foundation for work procedures

Follows for the review of risks when there is a change in legislation and

business activities

Demonstrates to parties, such as Regulators, how health and safety is being

managed in the workplace

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In your organisation certain individuals will have different duties in regard to the WHS/OHS

Information System which will be regulated by health & safety personnel. Some of these

include:

Employer/PCBU

A PCBU (employer), through its officers/directors, has a duty under the WHS/OHS Act to consult

with workers at all levels of the business. Senior leaders and managers should promote and

foster open lines of communication and consultation with workers. This can be achieved by:

Creating and nurturing joint partnerships with:

o workplace work groups

o HSRs and employee representatives

o Other involved PCBUs

Ensuring effective consultation processes are built in to the business through its

systems, policies and procedures

Engage with workers by being visible and open to feedback and ideas

Employees and operators

Employees and operators must ensure that the workplace is safe. They should now be actively

encouraged by management to provide feedback on safety initiatives being addressed in the

workplace. Management must provide employees and operators with up to date information

about WHS/OHS in their work environment so that they can have an active participation in

addressing their concerns and voicing their views about proposed changes to the work

environment.

The importance in obtaining feedback from employees and operators is highlighted in their

experience in performing tasks that will be impacted by a proposed change. They will be able to

identify problems and provide feedback in overcoming the impact of a proposed change that

may have on the work environment.

Employer groups, unions and industry bodies

Industry groups represent business sectors, such as call centres, information technology and

manufacturing and engineering. These groups aim to build a competitive and sustainable

industry through the development of skills, productive workplaces and innovation. They aim to

provide advice to organisations so that they can run their businesses effectively.

Unions are there to provide advice to working Australians about their rights and obligations in

business today. Unions provide guidance about changes to industry and serve to ensure that

the workplace is safe for all workers.

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Employer groups are a body of employers that are associated to provide further support and

information to employers by conducting negotiations with unions, providing advice in changes

to legislation or updates in technology relevant to their industry, and acting as representatives

to the employers associated with them.

WHS/OHS legislation and workplace information systems Management of a systematic approach to managing health and safety requires that you must include:

Legislative requirements and regulative requirements when developing and updating

policies and procedures

Those WHS/OHS and industry codes of practice to be used in the implementation of

legislating and regulative requirements in organisational policies and procedures.

Standards and industry standards will also help shape organisational policies and

procedures.

As a manager, it is essential that you know the location of all information and data that will

provide workers with sufficient information about a hazardous to assist you in making informed

decisions as part of the consultation process.

Information and data collection

The skills that you need to manage an information management system include:

Knowing the information available to you and accessing the appropriate sources of

information

Using catalogues, the internet, databases and other sources of information to research

and communicate work health and safety issues in the workplace

Sending emails and reports

Using word processors, Excel and power points to make the information easy to

understand.

Implementing a search strategy that ensures that you retrieve and interpret the search

results in a quick and efficient manner so that you can provide key personnel with

appropriate information.

Even though these skills are primarily aimed at supervision and leading hands/team leaders, as a

manager it is important that you are aware of the correct procedures in regards to accessing

information. At times you may also be called upon to authorise personnel to access your

department information and data or provide authorisation for one of your team to access

information in another department. Management need to provide support and commitment to

facilitate health and safety in the workplace. As part of empowering workgroup members, you

should be prepared to guide and support your team as they learn the skills required to research

the information that may not always be readily available.

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There may be times where work group members will need to obtain authorisation to access

information regarding the work areas to obtain the information that they require.

The type of information that you may need to guide and support personnel in accessing may include:

Locating and accessing the appropriate resources - Resources may be internal or external

to the organisation. Workers may also need to obtain your authorisation to access

information outside their level of authority. To empower your workgroup members

and/or their representatives you may need to provide them with authorisation to access

the information.

Databases - If a worker wants to access the internet or databases, but does not know how

to, you may need to recommend another workgroup member to assist them, or, if

necessary, give them the skills and knowledge required to access and use the technology.

The ability to interpret the information obtained - Workers may be able to identify the

information that they require, but they may not have the skills to understand the

information. This means that you should delegate another worker in assisting them.

No matter how prepared workers are and no matter how much information they are provided

with, there will be instances when they will need to access this type of information. Once your

workgroup understands the correct procedures, they will be able to build their confidence and

become empowered.

As a manager, it is important that you provide workers with the skills and knowledge to provide

you with information that is used to make an informed decision. Even though you take all

precautions, there will be times when the information provided is not sufficient, so workers may

have to learn how to buy it then access the appropriate information to give you up-to-date

feedback.

Organisational policies and procedures should clearly state what information workgroup

members can access. Legislation such as confidentiality found in both the Health and Safety Act

and the privacy Act (1988) should be considered when accessing specific information.

When deciding whether to authorise workers to access information, managers have the responsibility of determining:

The relevance of the information to the topic - Workers do not need information if it is

not relevant to the topic that they are trying to provide you with feedback on. When

information is not relevant, then they do not need to access it.

How the information fits with the knowledge that you already have - Make sure that the

information comes from a reputable source. For example, many people use Wikipedia as

a source of referencing. This is not always a good thing because someone may tamper

with and change the information just because they can. Instead, you should make sure

that the source of the information you acquire is from a reliable source such as the

Regulators, industry and employer associations.

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The intended audience - The intended audience will influence the amount of information

that is gathered. For example, workers may be working with their health and safety

representative to find information about an incident. The incident is not large enough to

warrant large expenditure, just a change in procedures and purchase of specialised PPE.

PPE - Workers may need to access the internet to view the different PPE, so they can

recommend the PPE that meets their needs.

Timeliness - Make sure that you use the most recent information. For example, changes

to WHS/OHS legislation change the way a task is performed and controlled.

To provide both sides of an issue - To get a full picture of an issue, it is important to make

sure that workers understand that they must consider all of the positives and negatives of

an issue.

The information and data required will differ according to the operations and type of business

you work in. In some organisations, it may be your responsibility to gather information;

delegate a member of the team; or allow team members to develop their skills. The more skills

and knowledge workers have, the easier your job is.

Organisational policy and procedures will guide you in ensuring that workers and their

representatives have the information required to provide you with appropriate feedback in the

decision making process. The type of information and data used will vary from one organisation

to another.

Internal and external sources of information

Information is a tool that is used by an organisation to be competitive in the workplace. The

amount of data generated and received by an organisation has increased with the onset of

globalisation and technological innovation. External sources of information are data and

information that is external to the organisation. Internal sources of information are data that is

internal to the organisation.

External sources of information as described in chapter 2 can include:


WHS/OHS legislation and codes of practice

Industry standards


Exposure standards

Guidance notes

Industry bodies

Unions

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Other sources of information

Australian bureau of statistics (ABS)

Census occurs in Australia every five years. The last collection of data occurred in August 2011.

Census data provides information on:

Industry trends

Demographics – including family size, dynamics, earnings, marital status, age

Safety information – including variations in Workers’ Compensation that arise in different

industries

Historical data including how change is occurring over time.

Information supplied in the ABS may be statistical (use of percentages) or may be analytical

(using skills to articulate, visualise and solve simple and complex problems).

Refer to URL Address: www.abs.gov.au to review information found on the website

Safe Work Australia

Safe Work Australia was established with primary responsibility to lead the development of

policy to improve work health and safety and workers’ compensation arrangements across

Australia. It is through a partnership of governments, PCBUs/employers and workers.

Internet, journals, magazines

Management should check the sources of information that workers use when providing

information. If you make a decision based on worker feedback, you may find that your decision

is based on incorrect information. It is essential to make sure that the information provided is

from reputable sources.

Most employers are part of an employer association. Employer associations provide employers

with up to date information about the industry that you work in; including legislative updates,

trends and WHS/OHS information.

Trade and industry magazines provide PCBUs/employers and management with up to date information about trade fairs, legislative changes, consumer or business buying trends and any information that is going to impact on the industry.

Industry trends may also include common hazards within the industry and control measures that have been implemented to control hazards.

Manufacturers' manuals and specifications

The aim of manufacturer’s manuals is to ensure that you are aware of how to operate your equipment safely. Otherwise known as an owner’s manual, this manual will provide you with instructions on installation of the equipment or plant, set up instructions, installation instructions, safety instructions, how to program the equipment and maintain it, as well as any regulatory codes that you will need to follow to operate the equipment safely and within the correct legislative requirements.

http://www.abs.gov.au/

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A specification sets out the minimum standards that your product must meet to be legal. Specifications allow you to know whether a product is appropriate for your needs and that it meets your requirements. Specifications will usually include a description of the product, its product code, which is responsible for maintaining a product, testing methods, acceptable performance testing levels and drawings of the product to ensure that you have the correct product.

WHS/OHS professional bodies

WHS/OHS professional bodies can give you industry advice regarding a specific industry. When

your workplace does not have staff with the correct skills and knowledge, such professional

bodies will be able to provide you with names of external consultants who can provide you with:



Taking samples or measurements of workplace environments such as whether the

workplace has a high level of air borne contaminants.

The type and source of advice will be determined by your needs and the need to ensure that

you met your legal obligations under the WHS/OHS Act.

Research literature

Research literature is information and data regarding the development of an incident or

WHS/OHS event. The aim of the literature research is to provide information about the

shortcoming, developments and research about future developments. For example, to prepare

for the transition to new WHS information, samples of WHS legislation, regulations and codes of

practice could be found on the Safe Work Australia website, at least six months before the

changes were introduced to the Australian Business.

Technical information and data

Technical information will provide information about how to use products and services safely

and efficiently. Technical information and data will also include:

Statistical data such as comparisons

Measures to calculate and measure goals

Monitor quality of data information for specifications

User guides and sampling methods and data management

Feedback forms about improving the quality of feedbacks and operations to monitor

and review goals and objectives.

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Internal sources, such as:

Worker information papers, brochures, notes, newsletters

Information provided in these documents should be from reliable sources. Information should

be provided in the format agreed in the consultation process.

Job safety analysis (JSAs)

Job safety analysis (can also be referred to as a job hazard analysis) is used by management to

identify workplace hazards and then can assist you in determine ways in which you can control

or eliminate hazards and then implement them. The aim of this document is to evaluate tasks,

processes and procedures in a workplace to protect workers from injury or illness.

JSAs are completed by:

Breaking the job down into logical steps taking into consideration the steps required to

complete a task

Identify the steps against each hazard and the associated risks

What measures can you take to minimise any problems with the task

Identify roles and responsibilities for actions and outcomes to make sure that risk

control measures are followed up

Make sure that the JSA is completely understood before a task is started.

Manufacturers' manuals

You can obtain a copy of the manual on line or by asking the manufacturer to provide a copy of

the document.

Safety data sheets/material Safety data sheets

These provide you with information about the properties of hazardous chemicals, how they

affect health and safety in the workplace and how to manage the hazardous chemicals in the

workplace (Preparation of Safety Data Sheets for Hazardous Chemicals Code of Practice).

The SDSs/ MSDSs must be accessible to workers. It can be made available to all workers via:

Hard copy form/ Soft copy form.

A SDS/MSDS provides you with information on the hazardous chemicals in your workplace and

includes the following information:

Products name

The ingredients of the chemical

What the chemical is made of

Health hazard information and first aid

Precautions for safe use and handling

Contact details

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Assist with identifying workplace factors that may impact on the design and development of the WHSIS/OHSIS Change can be the biggest impact on workplace factors and can impact upon the design and

development of the WHSIS/OHSIS. It is important to note that change may impact several

departments. This means that it is important that each department is consulted. The last thing

management wants or needs are a resolution to a hazard, which escalates a hazard that did not

exist in another department. When consulting with other managers and key personnel in your

department or in other departments, refresh their memories, regarding compliance with the

WHS/OHS legislation.


Managers from other areas.

When change is made in one part of the organisation, other sections of the organisation will be

impacted. This means minimising risk in one area may cause a risk or escalate to the level of risk

in another. It is important to make sure that you consider all contingencies. Managers from

other departments will be able to assist you in this. If you find that other departments are

impacted by change, then it is important that you consult with personnel in these departments

to minimise the impact in their area.

People involved in WHS/OHS decision making or who are likely to be impacted by decisions relating to WHS/OHS

Contractors may be impacted by change in their working conditions. This means that they

should also be automatically consulted with when a risk or hazard impacts on their role within

the organisation.

When a manager or department is impacted by a proposed change to another work area, it is

important that the issue is addressed at the same time. It is important to especially make sure

that all parties are consulted when a change is consulted in their work area. They are able to

see the impact a change will have on their work area.

As a manager in eliminating and minimising hazards and their associated risks, it is essential that

you consult with all parties that may be impacted by the hazard. Proposed changes should also

be discussed with other area managers to ensure that all contingencies are considered so they

can be addressed during the decision making process.

Change Agents

The ability of organisations to change can impact on the competitive edge that they will retain in

the workplace. As a manager, your responsiveness to change will impact not only on the

organisation’s competitiveness, but on the speed in which the need to change is identified in the

form of a hazard.

Change is a normal part of operations. Even though your organisation will have many drivers

such as customer service for success, one of the most important drivers for an organisation is

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safety. Management needs to have the capability to understand performance issues and

understand how they will impact on the short term or long term results of the organisation.

Management has the task of building trust by developing their relationship with their workers,

clients and those who are impacted by change. Management must not only say that they

support the WHS/OHS process, they must put those words into actions so that they can get

results.

It is not merely sufficient to identify the factors that impact on the design of participative

arrangements, management needs to have the ability to communicate and reflect the image of

the organisation. If necessary, design a leadership agenda where you role model the behaviours

that you would like the leadership team to demonstrate to work groups.

Reinforce the WHS/OHS consultation process to overcome difficulties. This means that you

should share information and ask workgroup members to assist in the problem solving process.

The success for change needs to be reflected in the organisation’s culture. The more insight

that change agents, which is usually management has in recognising a problem, and the

sensitivity to handle the problem honestly will reflect the credibility that you should be

establishing in the WHS/OHS consultation process.

Managers are the instigators of much change. As such, an understanding of your corporate

profile will assist you in understanding how to handle specific situations.

Change will impact on your workplace. When reacting to hazards, care should be taken to

consider the following factors as they will influence the decision making process within your

work environment. Factors that may impact on the change may include:

Cultural diversity and changes to the labour market

Language

Literacy and numeracy

Management approach

Shift work and rostering arrangements

Nature of the workforce

Specific needs of employees

Timing of information and data provision

Workplace culture and approach to WHS/OHS by managers, supervisors and employees

Workplace organisational structures

Records for monitoring and exposure to specific hazards

Monitoring is an ongoing process within work health and safety. Once you have identified the

types of risks and hazards are in your workplace, it is important that measures are put in place

to control them.

Control measures need to evolve as changes in the workplace occur. Procedures also need to

adapt to reflect changes in control measures.

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The only way in which change can be identified and controlled is to observe the changes to be

put in place through the monitoring of either changes to the work environment or to legislative

requirements.

The harmonisation of WHS legislation, regulations and codes of practice into a National

Standard has had a large impact on all States of Australia (except Victoria & Western Australia).

The aim of monitoring WHS/OHS in your workplace is to minimise stakeholder exposure to risk

in the workplace.

Monitoring risk may sometimes require more than one form of action to monitor the risk. For

example, equipment may have risks that are highlighted in their manufacturer’s manual. This

may include regular inspection of electric connections and registration of plant and equipment.

This same registered plant has additional controls and requirements, such as inspections, test

sand record keeping.

Records and notices should be kept for:

(And made available for) health and safety representatives

Incidents

Specified activities matters or things to be kept by specified persons; and

Giving documents the Regulator, an inspector or other specified persons

Records may also be required for:

WHS/OHS permit entry

Or as per WHS/OHS regulations including:

o Records of air monitoring

o Records of risk assessments

o Records of all training provided

o Records of high risk work licence and any suspensions or cancellations

o Testing records of electrical equipment

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Reporting of incidents

When a worker identifies a hazard, that hazard must be documented and recorded.

Failure to follow any of these steps can lead to fines.

Workers’ compensation

Records for workers’ compensation should be kept including a:

Register of injuries and whether the worker’s injuries resulted in a claim or not

Records of injury reports, including the claim form and any corresponding

communication

Record of payments including workers’ compensation to workers.

When a notifiable incident becomes known to

manager, regulators must be contacted immediately following organisational

procedure which may include:

By telephone; or

In writing

Regulator to provide receipt of report

acknowledging the report and details of the

information received

A record of each notifiable incident must be kept for

FIVE YEARS

Details of the incident

must be provided If the regulator requires

the incident in writing,

then it must be in an

appropriate format

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Workplace Equity

Workplace equity requires that all persons are treated equally within a work environment. The

Australian and Human Rights Commission (URL Address:

http://www.hreoc.gov.au/about/legislation/index.html#dda can provide you with thorough

explanations of each type of Federal Legislation including protection from:

Sexual discrimination

Age discrimination

Racial discrimination and

Disability discrimination.

Basic legislative requirements for workplace equity include:

Keeping records of informal complaints for statistical analysis and to identify any problems

Ensuring that the worker’s identity remains confidential . Names of alleged harassers are not to be recorded, but they should be monitored to ensure that another similar incident does not arise.

Records must be kept for formal complaints and will include:

- Statements provided by parties including times, date, details or specific and factual information and frequency of occurrences

- Records of interviews with the investigation officer

- Personal notes, and records

- Action taken and how monitoring occurred to make sure that there was no re-visit of the situation.

As per the Privacy legislation, records must be secured and data should be protected in locked

storage and restricted to authorised personnel only. Any transmission, such as email or fax

should be secured.

Contribute to the use and operation of the WHSIS/OHSIS

Subcontractors will usually have WHS/OHS information and data stored in a manner that is

appropriate for the work site and the facilities that are offered. For example, a cleaner will have

separate policies and procedures from their employer, but may still need to participate in a site

induction to ensure that they know how to work safely on the work site.

As a manager, you will be exposed to many types of stakeholders. It is important that they are

aware of the policies and procedures that govern the safety of your worksite. All personnel

should be provided with basic emergency procedures, such as where to evacuate to in the case

of a fire and how to get there safely, where fire extinguishers, hoses and blankets are in the

work area, what safety signs workers must follow and at least where the first aid kit and

communication book can be found.

There are various stakeholders and key personnel in the workplace. It is important that you

should consider their circumstances and make recommendations on how these personnel can

access appropriate WHS/OHS information and data.

http://www.hreoc.gov.au/about/legislation/index.html#dda

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Stakeholders may include:

Employees

PCBUs/Employers


Officers/Directors

Health and safety representative

Health and safety committee

Clients

Contractors

Community

Confidentiality

Control of information and data should be maintained at all times. There are policies and

procedures that specific personnel should be able to access, however, there should also be

restrictions on the amount of access stakeholders have. For example, a member of the

community does not necessarily need to know internal policies and procedures when all they

need to know that there is a risk from airborne contaminants and that all possible controls have

been put in place to control the risk.

Workers’ information should also be controlled. For example, five workers complained of

dizziness in the workplace. Review of the performance charts shows that at certain times of the

day, the level of airborne contaminants are putting workers at risk. Work group members know

members of their group are having trouble with dizzy spells. When asked for the names of the

personnel, you should refuse to give it.

As per your legislation requirements, you are not allowed to provide workers with this

information unless the workers who were affected gave their permission for their names to be

used. You can, however, provide workers with findings and any other information as long as the

workers involved do not have their names used and that they cannot be identified by the

information given.

When you make recommendations to make information accessible to personnel it is important

to be aware of anything that may impact on providing each stakeholder access to specific

information.

Interested parties and accessibility to records

Privacy and confidential information will control the level of information that is provided to

interested parties. The organisation may control the level of information provided to parties by

restricting the type of information interested parties are provided with. For example, there was

a report generated that airborne contaminants had leaked. Members of the local community

may need to be provided with the risk and you may need to provide them with ongoing updates

about the control process put in place.

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This highlights the importance of emergency plans. An emergency plan should be developed by

an organisation in response to any emergencies. The emergency plan would control the amount

of information that parties would be provided with.

Policies and procedures are developed to ensure that personnel fulfil their legal obligations

under the law. As per the consultation process, any changes to WHS/OHS procedures needs to

be processed in consultation with personnel. The level of information provided to personnel

will reflect the level of authority the worker has.

Once a decision is made, procedures are updated and the appropriate personnel are provided

with the information decisions. This information may be communicated using team meetings,

emails or any agreed upon communication process.

Data and information is usually gathered and provided into an appropriate format. For example,

an update in legislative requirements may change the way information is gathered. The results

of the information should not be discussed until conclusive evidence is gathered. Rumours, once

started, can undermine your efforts to empower workers.

Provide facts and figures based on this information as per organisational requirements. For

example, variations in incidents in a work area should not be reported until the information is

processed and generated.

Self - Reflection

A Code of Ethics should provide you with the understanding of what is right and what is wrong.

Managers must perform the highest level of professional conduct. Providing incorrect

information before the information is communicated can lead to:

The message that it is acceptable to generate information before it is confirmed

and cleared

The message that you are not to be trusted

The message that you are a trouble maker.

Once a manager’s reputation is put into question, it is very hard to re-establish the same level of

trust with your workers. It also generates the message that you are not really committed to

company policy and that you are unprofessional, so you are lying about supporting and

commitment to the Consultation and Safety Process.

Ethics relates to the standards of what is considered right and wrong in society and this relates

to ethical standards relates to your rights. Divulging information before it is official can lead to

breach of privacy.

Ethics refers to the ethical standards devised from moral conduct and beliefs. If you fail to

adhere to these beliefs you can affect everyone around you.

A primary concern in this instance would be if you “put the cart before the horse” (talk about

issues before they are official) then you are bringing into question whether you would follow

your legislative requirements. Manager’s conduct should be above reproach. You may feel that

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this is a small issue, but remember we work in a multi-cultural and diverse society where you

may put your trust to question and workers may question your worthiness.

Once data has been collected, appropriate personnel consulted and information placed into an

appropriate format and an official decision is made, management should use the agreed

Consultation Process to communicate the information.

Privacy Law

The Privacy Act regulates how information is handled, such as how information is collected, how

it is used and disclosed, accuracy, and security and general right to access. Under the Privacy

Principles that are the foundations of the Privacy Act 1988, management should handle privacy

information in the following way.

Once data has been communicated, all records and information must be filed as per the legal

requirements of the appropriate laws.

Both the Privacy Principles and Confidentiality of Information reinforce the necessity for

management and the organisation to control access to information. This means that the

organisation must take all possible precautions in processing, filing and storing information.

Once information has been filed and stored, it is completely controlled. Information can be

controlled:

Electronically – Password Protected. Files can be stored in the intranet and

only personnel with a specific level of authority or who have obtained

authorisation can access the information.

Paper based – Files must be signed in by a person. Some organisations may

have the procedure that the files must be returned before another member of

staff access it and sign a document on the file to demonstrate that the file has

been transferred to another authorised member of staff. In other instances,

when the file changes hands, the person who signed the file out must email the

worker authorised to control the files.

Files must be stored in a locked location to ensure that unauthorised personnel do not handle it.

Other control measures for the handling of information and data may include:

Do not leave a file open on your desk

Do not leave a file unattended. Lock it away to ensure that no passing person can read it.

If you work in a confidential industry, such as the financial services industry, if you are reading a

file on another person’s desk you will usually be questioned as to why you are reading

information on the desk.

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Commercial in confidence information as appropriate

Information that is confidential in confidences is confidential information whereby contractors

are provided with contracts whereby the supplier wishes for its materials to remain confidential.

For example, you have been contracted to develop a widget for a new defence weapon. The

defence department will ensure that the specifications and any information about the product

and what it does is not passed on to the wrong people.

Gain feedback from users to assist with monitoring, evaluating and improving the WHSIS/OHSIS

Once you have identified the format required to communicate or share information with

members of your management team and/or workgroup members, you will need to disseminate

information into the format it requires. Organisational policies and procedures will provide

guidance in regards to how the information should be presented. For example, management

and senior stakeholders to the organisation will usually need to be provided with all of the

information about the report so an informed decision can be made. Graphical representations

of quantitative data may be provided to make the report using graphical information to present

correlations between information to justify a reason for a specific decision.

Dissemination is the act of breaking down information to an understandable standard so that

key personnel and stakeholders can understand the information. It is not only important to

know what the purpose of the report is, it is essential to make sure that you know who the

target audience is.

Internal stakeholders are personnel employed or associated with the inner workings of the

organisations and external stakeholders are those who are not employed by the organisation.

Dissemination of information and ethics

When you disseminate information you must consider two ethical issues:

Your ethical responsibility to make sure that your information and data is accessible

so that they can be used and inform stakeholders

Your responsibility to ensure that the information provided remains confidential.

When you disseminate information it is important to ensure that the information and data can

be used to:

Inform

If you do not provide information in a format that is understandable to the recipients, then the

information provided will be dismissed.

Ensuring stakeholders have the skills to use the information

Organisational policy and procedure will identify the way in which information is presented. The

information provided in reports may vary. As part of the continuous improvement process, it is

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important to make sure that workers can not only perform tasks, but can read the information

and provide feedback. This means that they need to understand the information.

Failure to provide information, instruction and training in understanding the information means

that you are not meeting your obligations in maintaining a WHS/OHS management system.

Remember that you have an obligation to control WHS/OHS to maintain a systematic approach.

Consider the stakeholders you need to reach

What do you want to happen as the result of your dissemination? How would you best reach

your target audience? Refer to organisational policy and procedures or historical records as they

would be able to provide you with how the information was reported in the past.

Consider interested stakeholders

If part of your report aims to inform the development of a policy for the environment, then

providing people such as the local public to make contributions and influence decisions, they

will likely participate in ensuring that your organisation does not impact the environment.

Providing workers with information also ensures that the public will take an interest in ensuring

that their environment is safe.

For example, dizziness or rashes may identify a leak of hazardous chemicals. If it is identified

soon enough and action taken then the risk will be minimised.

The amount and level of information a stakeholder receives will relate to:

The organisation’s legal obligations – i.e. communication method – discrimination, providing

information – breach in privacy and WHS/OHS legislative requirements. Remember that under

the WHS/OHS Act stakeholders cannot access personal information without the permission of

the worker. If confidential information is required to be provided to stakeholders, you are legally

unable to provide the worker’s name and no one should be able to identify the information back

to the worker.

Need to know. For example, customers only need to know how to use equipment safely so that

they do not put themselves at risk. For the sake of environmental concerns, customers may also

receive information relating to the impact that the product on the environmental, including

whether there is a risk in using product and how to control the risk.

Conversely, management may need to know:

How the decisions were made

Who received the disseminated information

The feedback that was received

How that feedback assisted in the decision making process

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Target audience may include:

Internal stakeholders, including: External stakeholders, including:

Board/committee of management

Employees and their families

PCBUs/Employer

Officers/Directors

Managers

Safety committees

Supervisors

Visitors and others on site

Customers, shareholders, local community

(directly or via the media)

Insurance agencies

Contractors

WHS/OHS Regulators

Other relevant statutory bodies

Representatives of special interest groups and

agencies

The method used to communicate with these different stakeholders will vary according to the requirements of the organisation. All external contact with stakeholders will require the use of organisational standards in regards to formatting, including the use of logo, letter head, formatting and text.

Information is disseminated for many reasons:

To increase value

To provide stakeholders with information to improve their knowledge and make better decisions

To educate, explain, promote a concept, process or principle

To provide a group or groups to share knowledge and routes of communication.

Dissemination allows management to:

Promote results in regards to WHS/OHS with the aim of providing feedback and demonstrating support for WHS/OHS to stakeholders

Optimise exploitation where results are converted in increased safety for stakeholders entering the workplace.

By continuously improving the identification, control and/or minimisation or elimination of risks in the workplace.

When you disseminate information, it should be broken down so you can identify patterns in

which to assist in answering the problem that you are trying to resolve. Make sure that you are

consistent and focus on the problem you are working on at all times. Incorrect gathering and

dissemination of data and information will provide incorrect results.

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Communicate WHS/OHS information and data objectively and seek feedback

Format

Dissemination of information and data should reflect the format in which information is sent to

the stakeholder. Organisational policies and procedures will assist you in the presentation of

information for specific internal stakeholders. For example, information presented to the board

and senior management would be displayed in analysis, using graphs and charts to identify

trends such as increases and decreases in injuries or correlations between changes in processes

and increases in injury. This information is used to support facts presented in reports.

Conversely, information presented to workers may rely more on pictorials, charts, graphs,

simple words and graphical representations such as how to correctly lift a box. The purpose for

gathering information and target audience will assist you in how you communicate information.

In many instances, you may be required to present information. PowerPoints and posters can be

used to support this information.

Communication style

Objectivity is the key to maintaining a professional communication style. Maintaining objectivity

requires that you avoid emotions and your personal prejudice. It is based on observation and

facts. WHS/OHS decisions need to be decisions based on fact. The higher the position that you

attain within your employment the more you will be required to make decisions. Objectivity

allows you to review data to make sure that it is unbiased, equitable and impartial.

Use the WHSIS/OHSIS to support effective WHS/OHS management as required by job role Once information has been gathered, it should be sorted into appropriate piles and the information compiled to identify and analyse changes to the work health and safety process. Managers have responsibility in ensuring that appropriate personnel are delegated with the responsibility of gather data. Empowered workers are workers who have been given the opportunity to develop the confidence to take control of the tasks that they perform in the workplace. A good manager builds worker confidence by delegating them with responsibilities that will test

their knowledge and thus gather information to be more proactive in participating in WHS/OHS

in the workplace.

Change is ongoing in any industry. Continuous improvement of processes is also required to

ensure the organisation’s goals are being met. Good management requires the need for

managers to identify the appropriate tools when collecting data. It is important that managers

are clear on the KPIs and the outcome indicators.

There is no use gathering data simply because it is there. Make sure that you are aware of what

the data and information is going to be used to measure and why the information and data is

needed. Measuring information should be a component of normal processes that are a part of

operations.

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(Refer to The Six Steps to evaluation in chapter 2)

Data relating to implementation of WHS/OHS plans and processes

Action plans and procedures are usually developed to support the WHS/OHS plan. Reviewing

progress against the action plans will allow you to measure the goals of the WHS/OHS plan. If

you fail to meet the requirements of an action plan, there may be a problem. For example, a

worker lies about their level of skill in a specific area. Their lie means that the procedures of the

action plan are not being performed safely so rather than minimising risk, this worker is placing

others at risk.

When you allocate responsibility to workers, it is important that the worker has the skills and

knowledge to perform the task. If you are using the steps in the action plan as a way to give a

worker the opportunity to learn a new skill then you should provide the worker with support

from an experienced team member via coaching or mentoring programs.

A WHS/OHS plan may include:

Safe work practices and procedures

These procedures will usually include:

o Detailed maps of the site, including emergency plans

o Details of site operations including any work permits required

o Copies of the Organisational Policies and procedures

o Copies of required manufacturer instructions and appropriate safety data sheets

Risk Assessments, including

o The identification, control and minimisation and elimination of risks in the work

environment

Work Health and Safety Inspections, which should be performed on a regular basis.

Many organisations now attach the workplace inspections with accident/incident reports.

By completing the inspection when the memories are fresh, management will have more

detailed information that will assist in controlling, minimising or eliminating the risk.

WHS/OHS inspection procedures should also include the actioning of reports and

activities to minimise risk.

Health and safety consultation processes, including how information is shared and

communicated and the steps in obtaining information and addressing concerns and

making a decision on their feedback. It is also necessary for you to provide feedback to

your team so that they know the final decision made.

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Emergency procedures as per the emergency plan, that includes information such as:

o Register of equipment and locations

o Emergency plan and structure

o Register of qualified First Aiders

o Implementation of the emergency plan

Incident recording and investigation as per the organisations accident/incident report

Training strategy including:

o Induction training

o Supervisor and management training

o On and/or off the job training

o Specific hazard training

o Work procedures and skills training

o Emergency and first aid training

Performance standards to measure performance and identify ways in which to improve

the performance standards met.

Based on the steps of the WHS/OHS plan, here are some generic outcome indicators showing

what is being measured and how it is being measured.

Reason for need for monitoring

Outcome indicators

What KPIs

Action plan updated due to change in procedures. A high incidence of worker absenteeism due to pain

Performance Safe work practices and procedures

Decrease in a specific type of injury can be found in accident/incident reports

Quota’s for the day – to ensure that changes to procedures have increased productivity and minimised risk.

Monitoring of health should also be performed for repetitive tasks to ensure that the change in the procedures does not increase risk to workers.

Changes to minimise one form of risk should not reflect an increase in another form of risk

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Reason for need for monitoring

Outcome indicators

What KPIs

Improve response times

Increase emergency response time

Emergency plan Response time

Consultation Level of consultation

Participation Feedback to measure level of participation

Meeting attendance

Questionnaires to find out why attendance is low

Monitor Health of Workers

Management may have a legal obligation to monitor the health of workers who are exposed to,

or work with, hazardous chemicals using valid techniques that detect the effect exposure has to

worker’s health or a valid measuring biological exposure to the hazardous chemicals.

As a manager, you may have a legal obligation to:

Provide workers in the work area with information about the health monitoring

requirements

Make sure that the health monitoring is appropriate and that a registered medical

practitioner participates in the health monitoring and that the medical practitioner is

experienced in health monitoring and that the medical practitioner is provided with details

of the business and worker

Ensure that the monitoring is paid for by management

Duty to obtain health monitoring report from the registered medical practitioner

A monitoring outcome indicator for this type of transaction may include a decrease of 5% in

regards to change in procedures. Your employer may have implemented engineering controls

that decreased the level of exposure. The health monitoring report would be the positive

performance indicator for this issue.

The change to the workplace may have been caused due to an increase in worker exposure to

the hazardous chemicals.

Job safety analysis (JSA)

A job safety analysis is used to identify, analyse and record the steps involved in performing

tasks for a specific job, the potential or existing health and safety hazards within each step and

making recommended action procedures to minimise or eliminate the risk of injury in the

workplace.

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The types of hazards that you may consider when completing a JSA could include:

Electrical hazards

Repetitive motion

Light (optical) radiation such as welding operations

Falls from elevated platforms

Impact of falling or flying objects

Excessive repetition due to manual handling

WHS/OHS policies and procedures

WHS/OHS policies and procedures must be continuously updated as part of the Consultation,

Cooperation and Coordination Code of Practice 2011. They must be updated in consultation

with work group members and anyone impacted by the hazard.

The type of procedures that management may need to a consult with workers may include:

Resolving work health and safety issues

Consulting with workers on work health and safety

Monitoring workers’ health and workplace conditions

Providing information and training.

Procedures should be in writing to provide clarity and certainty at the workplace and assist in

demonstrating compliance. They should clearly set out the role of health and safety

representatives, and any other parties involved in the activity. The procedures should be easily

accessible, for example by placing them on noticeboards and intranet sites.

If issue resolution procedures are agreed to, the WHS/OHS Regulations include minimum

requirements including that these procedures are set out in writing and communicated to all

workers to whom the procedure applies.

Risk assessments

Risk assessments should be generic, so that the assessments can be adjusted according to the

type of risk you are assessing. A risk assessment must be performed when an activity is

considered to be a risk under the WHS/OHS Regulations. All hazards have the ability to cause

harm ranging from minor to serious injury and in some cases death.

Many organisations develop a risk rating matrix that assists personnel in assigning a priority to a

hazard and will assist you in prioritising the order in which hazards are resolved.

Incident data including injury and disease

Many organisations in Australia have developed a database that objectively collects and collates

information that is reviewed in a manner appropriate to the needs of the organisation. This

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information is analysed and used to identify ways in which to identify hazards and potential risks

in the workplace.

This information is gathered from accident/incident reports that are completed by personnel

who either were part of the incident or in some instances, witnesses to the incident.

Validity and reliability

When information and data is gathered the impact of the results is dependent on two factors:

Reliability and Validity.

Validity has two parts. These include:

1. The internal level of validity covers whether the results of the information and data

gathered is legitimate because of the way in which information was gathered, data

sorted and the results recorded in preparation for analysis.

2. External validity is generalised and involves whether the results given are able to be

transferred to another group.

Remember that when considering validity is that if you do not have internal validity, external

validity cannot exist.

Reliability

Reliability can be a threat to internal validity. For example, for a test assessment or process to

be reliable, it must be consistent each time that it is performed. For example, a risk assessment

performed on the same task over time, by different workgroup members or managers can

become highly subjective. As a manager, it is important to determine how reliable your findings

are and that if you identify any errors that you put in place interventions so that data can

become reliable.

Lag Indicators Lag indicators (or Outcome indicators) are important measures but generally reflect the results of past actions. There is often a time lag between action taken by an organisation to improve performance and any change in actual performance. Lagindicators may hide potential risks. For example, having a low incidence of injury does not necessarily mean that adequate safety systems and controls are in place. These are referred to as Lag Indicators as they are collected after an incident has occurred. AS 1885 The Australian standard: Workplace Injury and Disease Recording Standard (Australian Standard 1885.1– 1990), published by Standards Australia has been developed to “…provide individual workplaces with an a guide on how to establish an inexpensive and easy to use method of recording information on work injury and disease…” and describes a lost-time injury as “…an occurrence that resulted in a fatality, permanent disability or time lost from work of one day/shift or more...”

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LTIFR – Lost Time Injury Frequency Rate This measurement is used to calculate occurrences that are related to a fatality, permanent disability or time lost from work of one day/shift or more. It is one of the more common means of measuring organisation’s safety performance against industry standard levels. It is calculated by multiplying the number of lost time injuries in the period by 1,000,000 then dividing by the number of hours worked in that period. Example, after examining last year’s incident reports you have noticed that there were 6 lost

time injuries. There are 150 workers at the organisation each work a 40 hour week over a 48

week year.

Other lag indicators include:

LTIIR – Lost Time Injury Incidence Rate

LTIIR

Lost Time Injury Incident Rate (per

100 workers)

Number of occurrences in a period x100

Number of workers

6 x 100

150

600

150

LTIIR = 4 LTI per 100

workers

ALTR – Average Lost Time Rate

ALTR

Average lost time rate

Number of working days lost in a period

Number of lost time injuries in a period

7+4+12+31+1+48

6

103

6

LTIIR = 17.16 days lost

per LTI

An organisation could now compare their results with industry standards to evaluate their

health and safety performance.

Measurement scheduling – Australian Standard 1885 suggests that for smaller industries (200

or less workers) calculations are conducted six monthly or annually while larger organisations

are recommended to calculated monthly or six monthly. Data should then be kept for a number

of years to establish trends in lag outcomes.

Safe Work Australia and the Australian Bureau of Statistics are also reliable sources of

information that gather incident data.

LTIFR

Lost Time Injury Frequency Rate

Number of lost time injuries x 1 000 000

Number of hours worked in a period

6 x1 000 000

150 x 40 x 48

6 000 000

288 000

LTIFR = 20.83

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Management and facilitation of KPIs

Facilitation is about motivating personnel and working with them to solve problems. As a

manager, working with workgroup members and other managers requires that you provide

workers with the information needed to become confident in participating in the consultation

process.

Key Performance Indicators must be used to measure performance. As such it is imperative

that you empower your work group members. It is only through building worker confidence,

that they can use their initiative to contribution to management of their work area in regards to

WHS/OHS.

Communication has a large role in providing workers with the confidence of taking the initiative

in a work area. It is important to increase worker wellbeing and security. Empowerment is

about giving workers and managers the power to participate in, influence, control and

accountable for their performance. This is the well spring of their security in that having a say

shows them that their contributions are important.

A good manager develops their work group and subordinates through clear channels of communication. Empowering workers may include:

Communicate the vision of what WHS/OHS is

Provide leadership, focus and direction

Allocate appropriate resources and create a high level of prioritisation

Establish a culture that is open, honest and respectful of all personnel

Ensuring that workers have the chance of developing their problem solving skills by identifying gaps in performance and taking appropriate action to make the workplace safe

Listen, communicate and build team skills so they have the ability and confidence to action plans

Provide tools and processes to assist managers and other work group members in meeting their WHS/OHS roles and responsibilities

Establish clear performance measurements and focus on prioritised

A key to success is making improvements and achieving measurable results such as KPIs and the Outcome indictors; and

Consistently recognise, congratulate and promote all worker’s efforts and accomplishments

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Collect and record information and data according to WHS/OHS legislation and workplace policies, procedures and systems, and use appropriate tools

Organisational data such as insurance records, incident investigation, enforcement notices and actions, workers compensation data, WHS/OHS performance indicators, audits WHS/OHS professional bodies

Organisational data provides you with a history of information that can be used to measure

improvements, changes to procedures, trends in terms of worker compensation and how this

information can be used to improve process.

When you gather information such as records on the decision making process, do not

automatically discount the information. A decision was made six months ago because at the

time it was the best decision. New technology and new information may now make the other

information obsolete. When you reviewed previous worker contributions, the reason why the

previous information was rejected is no longer an issue.

Consultation requires that you provide workers with up to date information. Review the

potential resolution of the issue with your team.

Safety handbooks

Safety handbooks are usually provide personnel with information in regards to keeping a work

place safe by providing them with up to date information on:

Control measures for hazards in the workplace

Accident prevention

How safety is managed

What PCBU/employer and worker duty of care refer to

Reporting procedures


Consultation and channels of communication

These handbooks are usually provided to workers as part of their induction. Some organisations

also distribute safety handbooks for workers to read as they are updated as a way of

communicating changes to work health and safety.

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Work instructions

Work instructions are provided to work group members so they know how to do their job

correctly. Work instructions must ensure that personnel do not breach the law. For work

instructions to be effective, as a manager, it is essential that work instructions are:

Credible, meaning workers trust and accept them when they participate in its

development

Clear, so that workers understand them

Accessible, where they are easy to locate

Consistent, in that the same words always mean the same thing.

Management must remain focused with these instructions and to ensure that they all of these

needs are met as part of the consultation process.

Problem Solving

Problem solving skills are the key to success. Management needs to ensure that when a

workgroup resolves a problem that they know precisely what they are looking for. Lack of focus

and direction means that workgroups will gather information that is not needed and this will

have a negative impact on productivity.

You need to be able to determine who is responsible for dealing with a problem, so that they

can lead the problem solving session. When identifying who should be consulted in the hazard

investigation process, management needs to define who is impacted by the change. They

should consider stakeholders and not rely specific on one specific workgroup.

Questions that management may ask include:

Who is the person most motivated to solve the problem?

Does she or he want to do something about it?

Does the problem have an owner or a series of owners?

The management of controlling hazards is to ensure that policies and procedures strengthen the solution. It is important to perform an analysis that will allow management to:

See alternative courses of action

Sift feasible courses of action from implausible ones

Identify recurring actions, or detailed actions that will accomplish more than one step.

Work out an action plan.

If you fail to work out what to do, your entire problem solving will have been a waste of time.

Consultation aims to ensure that the participation of workers and stakeholders will minimise the

chance of this happening.

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Management needs to have a process in place that ensures that the problem solving process is

not a waste of time.

Record Keeping Tools

Records must be kept for many reasons. Each organisation, irrespective of its size receives and

uses records (including paper based and electronic and individual) to perform their business

activities.

When completing records, it is important what the record is going to be used for and who the

recipient of the WHS/OHS record is. Records can be used to identify changes in trends, explain

information and as evidence that you are meeting your legal requirements under WHS/OHS law,

regulations and codes of practice.

Appropriate tools may include:

Electronic systems

All records can be created and stored electronically. This records emails, interactive messages

and SMS messages that are called born digital messages that are sent and received as part of a

business transaction. Other records can be scanned into an electronic format and stored in the

business “system”. These records need to be gathered and controlled in the same manner as

paper based records managed by the organisation.

The information (such as emails) should be stored in their original format to ensure that the

integrity of the material is maintained and remain credible.

Graphical representations

Monitoring and reviews of information can be used to provide a graphical representation of

trends to identify variations of WHS/OHS information can be used to:

Explain the need to change due to an increase for risk

Incident/accident trend variations

Maintenance records

As a means of communication.

Graphical representations can be used to explain changes and justify the need for change in

reports. Graphical representations may also be used to show and communicate trends that

demonstrate a reason for performing a task. Telling a worker that there are changes in trends

will usually have more impact when you use a graphical representation showing a change.

Handbooks

Handbooks are ways in which to convey information. Safety handbooks, for example are used

to induct workers and demonstrate that workers read the handbook. There is usually a

statement attached to the handbook that requires the signature of the worker. This record is

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kept to ensure that if the need arises, your organisation has a record of the training and the

workers signed acknowledgement of it.

Some organisations also use handbooks to provide instructions of processes and procedures

covering the steps in how to perform legislative requirements such as using the equipment or

plant safely and performing the correct testing of the equipment or administrative tasks.

Paper-based systems

Paper-based systems include correspondence, statements, etc. These records may be created

electronically and are a paper based form printed out for file. This may include reports and

copies of correspondence.

Performance monitoring charts and checklists

Control of the workplace includes monitoring performance and devising checklists that will

assist the organisation in ensuring that its legal requirements are being met. Performance

monitoring should be performed to monitor:

Staff performance

Air contaminants

Variations in accidents and incidents so that correction action can be performed to demonstrate the need for change in processes and procedures.

Registers

A risk register aims to help you minimize risk in the workplace by running a register of all of the

risks identified in the workplace. A risk register should be used by management to track the

implementation of risk control measures and to monitor the on-going effectiveness of the

control measures that have been implemented.

In most instances a risk is identified by a member of staff who completes an accident/incident

report. This information is investigated and steps are taken to control the hazards. The final

findings are usually written into the risk register so that you will be able to identify the different

risks in the work area and the control processes in place to control the risks.

Other WHS/OHS registers that may be maintained include:

Licensing register – records who has specific licences

Maintenance – records of testing and required maintenance dates

Hazardous substances – in the event of an emergency workers can show emergency services personnel where to find the information.

The established procedures set by an organisation usually relates to industry standards,

especially if the records must be presented in a specific manner to meet industry legislative and

regulative requirements. The types of established procedures that you may need to navigate

may include:

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Contract and tender documentation

Regarding contract and tender documentation, businesses may be required to quote for jobs

only when they have accreditation under ISO 9001, which is part of the International Standards

Organisation. Most contract and tender documentation usually require an outline of internal

organisational policy and procedures including what organisational safety processes the

contractor intends to put in place to keep workers safe.

The formatting for contract and tender documentation varies from one industry to another. If

you are not familiar with the tenders within your industry, consult with workplace personnel.

Legislation and codes of practice

Legislation and codes of practice all aim to ensure that you are provided with a safe workplace.

Workplace policies and procedures are developed from legislation & codes of practice.

Manufacturer recommendations, maintenance and servicing schedules

Manufacturers should provide industry with recommendations about how to use equipment,

plant and materials safely. This includes ensuring the equipment is maintained and when the

equipment should be serviced. In some instances, State/Territory Legislation will assist in the

schedules for specific equipment.

WHS/OHS management systems and organisational policies and procedures

A Work Health and Safety Management system aims to help an organisation to systematically

manage health and safety in the workplace. This will include documented sets of plans, actions

and procedures to target improvements. This not only meets organisational performance

standards, ensures that safety is continuously improved and that staff meets their legal

requirements.

Work health and safety records should be monitored and evaluated on a regular basis to ensure

that the organisation is:

Meeting its legal obligations

Maintaining records of processes and procedures to demonstrate that they are following the law

Collecting information and data on an ongoing basis to ensure that it is a to date; and

Updating processes and procedures in an ongoing process of continuous improvement

Meet legislated reporting requirements of external bodies within required time limits

Incident reporting

Under the WHS/OHS legislation it is required that the PCBU/employer immediately notifies their

regulator after becoming aware that a notifiable incident has occurred within an organisation.

The employer must ensure that they include as much information as possible about the

notifiable incident.

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Health and safety legislation stipulates:

What constitutes a notifiable or serious incident

What constitutes a dangerous incident

Immediate notification of a ‘notifiable incident’ after becoming aware of it to the Regulator (Failing to notify is a criminal offence and penalties can be applied)

Preservation of the incident site until an Inspector arrives or directs otherwise

That a record of the incident is retained for a specified number of years



Use appropriate analytical techniques to evaluate WHS/OHS performance and identify areas for WHS/OHS improvement

To be analytical, managers need to have the ability to always think about safety to identify ways in which to improve safety in the workplace. Analytical managers always get the facts about a situation before they analyse the situation.

There are two types of ways in which to gather data. They are:

Qualitative or Descriptive – where words are used to gather data and describe situations

Quantitative or through the use of gathering of statistical data.

Both forms of data can be used to put information together to analysis and form opinions which you can use to make decisions. At times, you may find it hard to use the data that you have found to improve processes. When you analyse data, it is essential that you remain objective and do not allow personal bias about a subject to influence your decisions.

It is important to make sure that you are objective.

Analytical techniques may include:

Percentage Change

Percentage change is about changing old values to new values. There are two ways in which to calculate percentage change they are:

Step Method One Method Two

1 Calculate the change (subtract old value from the new)

Divide the new value by the old value (you will get a decimal point)

2 Divide that change by the old value (you will get a decimal number)

Convert that to a percentage (x 100 and adding a %)

3 Convert to a percentage (x 100 and adding a %)

Subtract from 100% from this amount

Note If the new value is greater than the old value, there is an increase in the percentage; and conversely a decrease in the percentage

If the result is a positive it is an increase in the percentage. If negative, just remove the minus sign and call it a decrease.

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In a report to management, you are required to determine whether there is an increase or decrease

in incidents in a work area where the latest trends have shown an increase in incidents. The old

value was 4, the new value is 7.

Method One Method Two

Step One - 4 to 7 is an increase of 3 Step One: 7/4 = 1.75

Step Two ¾ = .75 Step Two: 1.75 x 100 = 175

Step Three 0.75 x 100 = 75% rise Step three: 75% rise

In your report, you would write that there was a 75% increase in incidents in the area. Do you feel

that this area has a problem? There is a gap somewhere. You need to perform a check of the work

area to identify the cause of the problem.

Measures of central tendency

A measure of central tendency is known as the average. It is the centre of distribution. The centre

or middle is used vaguely since a wide variety of measures are used. Measures of central tendency

include the mean, median and mode.

Mean

The arithmetic mean is the sum of all of the amounts divided by the number of amounts. These are

the number of units that you make a day 56, 32, 52, 84, 14 and 93. The number of amounts is 6.

µ = 56 + 32 + 52 + 84 + 14 + 93 = 336 = 56

6 6

When you divide the total number of units by the total number of additions the response is the

average number of units made. When you consider the level of repetition that the worker has to

perform, do you feel that you should arrange for Monitoring of Worker Health? Why? Why not?

The Mean is useful when comparing sets of data.

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Median

Where the mean provides you with the average amount obtained or earned the median will give you

information about the problems.

The median is the centre value of data where 50% of the items lie above it and 50% lie below it. The

median is represented by Md.

For example: 2, 5, 6, 8, 9, 12, 15, = Median is 8. – Median is odd, so middle number is 8

When the total numbers counted in the Median is even, add two middle numbers

and divide by two to work out the median.

3, 4, 6, 8, 9, 15 = 6 + 8 = 14 / 2 = 7 Median is 7

Mode

The Mode is the number that appears most often in a group.

For example: 5, 6, 7, 7, 8, 9, 9, 9, 9, 9, 9 8, 7, 7,

The mode is 9 because it appears the most number of times.

The objective when choosing which measure of central tendency to use is to choose the measure

that best represents the complete set of data. Each measure has its own advantages. These general

guidelines will assist you in determining which to use or you need to use and they are:

Mean - The mean is convenient to handle mathematically. The mean is the best

measure to use when it is going to be combined with other averages to obtain the

mean of the total. The mean is the most affected by changes to individual items,

whereas the median and mode are not.

Median – The median seems to lose its value as a representative measure of

location. The median is not affected by extreme values. The median is a better

measure than the mean for highly skewed distributions. Be careful to make sure

that when you are reading a skewed distribution to apply common sense, especially

when comparing it to the mean.

Mode – The class that contains the most items is very useful when dealing with

grouped data. For example, if you were trying to determine where the most sales

were made and each shop was indicated by a number, you could tell that as the

example above shows that area 9 is the area in which the most sales were made.

5, 6, 7, 7, 7, 9, 9, 9, 9, 9, 9 7, 7, 7,

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Nature and degree of relationship between variables

Cross tabulations

A cross tabulation displays the joint distribution of two or more variables. A contingency table in a

matrix format is used to present cross tabulations. In the case of your business, you may decide to

find out whether your customers are happy with the product that you offer them. This is an

example of a contingency table.

Like SUITS Dislike SUITS

A lot of consumers 70% 5%

A few consumers 25% 35%

No consumers 5% 60%

A contingency table shows the distribution of two or more variables together. Each cell shows the

number of respondents that give a specific combination of responses.

Cross tabs are used a lot because:

1. They are easy to understand

2. They are simple to conduct

3. They can be used with any level of data

4. It solves the problem of empty or sparse cells.

Regularly review and analyse WHS/OHS information and data in consultation with users to ensure organisational and WHS/OHS legislative requirements are met

The success of any Safety Management System requires a continuous improvement cycle.

Continuous improvement is about doing things right, reviewing them and then improving upon

them. The Plan Do Check Act cycle can help you achieve these aims.

The key to the success of any plan is your ability to identify what needs to be reviewed. Information

and data collection should be an ongoing process to make sure that you are reaching your goals.

It is also important to identify the correct people who can use your records and that these people

are obtaining access to the records. For example, another manager may be receiving files of

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incidents and the resultant investigations. Final analyses of the investigations might not be reaching

a manager. This means that he or she is not making informed decisions about the quality of the

investigations in which he will make decisions about the processes in place.

As a manager is not receiving up to date information the decisions being made are not up to date.

By reviewing the records and accessing the appropriate information when it becomes available

allows for informed decisions to be made. There also are times when information may be required

after a change has occurred to make sure that the change has actually minimised risk in the

workplace. Historical records are just as important as current records and should be up-to-date at all

times.

Amendments to legislation

Government websites and employer associations are an excellent way in which to keep up to date in

regards to amendments to legislation. Many websites will also send PCBUs/employers updates on

changes that will occur to their industry.

Environmental scanning

Environmental scanning refers to possession and use of information about occasions, patterns,

trends and the relationship within an organisation in the internal and external environment. Using

scanning to identify the internal and external environment will assist in identifying threats are

opportunities existing in the environment.

Internal scanning of the environment, includes the interaction with of personnel with each other,

but also can include operational potential in operations and procedures.

External scanning of the environment includes scanning of the immediate industry environment,

the national environment and legislative change within the environment. There is also analysis with

competitors to see how they are doing things.

As part of the scanning of the internal and external environment, organisations can identify

problems with operations in regards to work health and safety legislation.

Amendments to legislation

Scanning of the external environment in regards to changes to WHS legislation can be performed

through leaving a request for updates on the Safe Work Australia webpage. Amendments can also

be obtained through employer associations and unions.

Information and data collection

To be systematic in the collection of data and information, management need to make sure that

they collect the correct information to identify problems. Information should be collected only to

measure or identify change and to make sure that goals and objectives are being met. Management

must understand what is being measured and the outcomes so that they do not waste their time

collecting information that is not needed.

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You may end up with information overload. Information overload is when you do not control the

information that you gather. Too much information is hard to control and can lead to ambiguity and

in turn confusion. This confusion may identify problems that do not exist and miss problems that do

exist.

Record keeping

For this reason management must know the purpose of the information they are collecting and

record the information as per agreed in the consultation process agreed by your workgroups.

Productivity may also be affected if information is not collected for a reason. Information should be

collected to make sure that the workplace is safe. When data is collected management should make

sure that the information is relevant and usable.

Distribution of records to ensure their usability and relevance

One way in which to make information relevant and usable, management should develop a way in

which to reach an outcome and how to measure that outcome. For example, consider the use of

KPIs (key performance indicators) and outcome indicators.

Performance indicators will provide you with a way in which to measure how well your organisation

is performing in regards to work health and safety. Outcome indicators will show that an

organisation is achieving the targets that they set as part of the business plan, while positive

performance indicators (KPIs) measures that the organisation takes to achieve to meet

organisational WHS/OHS targets.

Good performance against KPIs should lead to good outcome performance. Outcome indicators will

provide the results of past actions. It is important to make sure that any changes to WHS/OHS

processes will take time to demonstrate WHS/OHS improvements

For example, the data from Accident/Incident reports demonstrate that there is a 25% increase in

injuries over a quarterly period. Analysis of the accident/incident reports shows that there is not one

distinctive problem, but a series of incidents performed by the last round of new employees.

In this instance, you have a measure of incidents from one period. By gathering the

accident/incident reports for an area and reading the cause of the incidents, you will be able to

determine any variation in the level and type of incidents that occurred in the workplace.

This information is relevant because it serves a purpose.

This information is usable because you can use it as a KPI to measure an outcome measure and you

can use the information to improve policy, procedures and processes.

Information must be gathered for a reason and to improve processes. Once information is gathered,

it is important to communicate the information to the appropriate personnel to ensure that they

receive the information and the appropriate actions can be taken.

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For example, there is a sharp increase in the level of incidents/accidents in the workplace. If there is

no clear risk, then you should try to identify the cause of the problems. For example:

Investigation Control

Is there a pattern in the incidents/accidents such as the person who is completing the reports

Do they need training?

Are maintenance records up to date? If equipment is not being maintained, then you may need to follow up to find out why and take corrective action

Do the workers have the required skills to perform the tasks?

Check the skills audit to identify the skills of workers or do they simply need to have a session to reinforce knowledge. Ensure that the workers are competent

Distribution of information

Information should be updated and distributed as per the consultation agreement between

management, workers and stakeholders. Information should be communicated in the appropriate

manner as per the agreement.

As per the Consultation process, information should be distributed to parties who are going to need

it to help in the continuous improvement process and are impacted by the information.

Make recommendations for improvement in prevention strategies based on information and data analysis To be objective you have to stick to the facts – both positive and negative.

To be objective do not use words to influence feedback. This is interfering in the WHS/OHS

Consultation process. Informed decisions can only be made when workers are provided with

objective information whereby they form their own opinions.

Improvement can only occur when parties are given access to the:

Shared information Information must be accessible and appropriate for the level of authority that

stakeholders have. Once they have the information to make recommendations or

address concerns, they will be able to provide you with information that will

influence your decision.

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Objective data analysis

Training, information and instruction will allow stakeholders to learn how to read

the data and make recommendations and address concerns with you.

Management has monitored and managed the consultation process. The data and information that has been gathered can:

Build evidence to develop informed decisions

To convert evidence into relevant interventions that will have causal links explaining how and why an issue arose.

Support the need to minimise risk.

Poor data analysis can result in:

Needs not being met

Wasted resources

Poor understanding of problems due to incorrect information

Poor monitoring and evaluation

The intervention does not focus on the cause of the problem so risk control measures may not be appropriate

Performance management will be poor as ineffective monitoring due to incorrect targets and priorities will have a negative impact on safety in the workplace.

Communicate WHS/OHS information to individuals and parties as required by WHS/OHS legislation and workplace policies, procedures and systems Cultural diversity, level of literacy and position of personnel will influence the manner in which data

shall be presented. As a manager, you receive reports with supporting facts and figures. This

information is used so that you can make a decision. Workers that you share information do not

require the same information.

Using a particular software application

Information may be presented in several types of software applications. These presentation

requirements may have specific formatting rules. Many organisations have company logos, specific

colours, font sizes and formatting. Your organisation’s policies and procedures will provide you with

this information or you should consult with other members of your team if you need to generate the

information.

Software applications may include:

Desktop publishing software are programs that publish documents with words and

graphics. Documents may include catalogues, brochures and flyers. Most word

processing packages will allow you to develop these documents. Examples of desktop

publishing software include: Adobe Pagemaker, Quark EXpress and Microsoft Publisher.

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Word processing software such as Lotus and Microsoft Office can produce many forms

of documents such as memos, faxes, reports and letters.

Spread sheets such as Open Office and Microsoft excel offer you more than a word

processing program. Spread sheets are divided into rows, cells, texts or numbers that

are entered into each cell. Spread sheets allow you to add, subject, multiple and

change the figures in the graphs.

Power points such as Microsoft Power Point allow you to present information on

running slides. You can vary the size of these power points according to the

requirements of the information that you need to present.

Word length

Write as much as you need to say what you need to say. People are inundated with information

every day. Give details and references to support both side of the argument. Provide short

definitions of information. If you babble on, they will lose interest and not pay attention to the

document as they should. Make sure that you present information in a manner that the recipients

can understand.

To assist you in presenting information, you should consider:

Writing styles, including simplicity of English and use of technical language

Readability is important when you develop documents. For a document to be readable:

Be direct and make sure the wording is clear

o Emphasise the role of the user, write as a second person

o Begin all steps and sub steps as verbs, using active words and a positive

commands

This opposed To that

Enter access code You need to enter the

access code

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Use positive phrasing

o Avoid too much negative phrasing

This opposed To that

Check your electrical cord for exposed Ensure that electrical

wires cords wires are not exposed

Use transitions

o Use transitional expression to allow for bridging similar ideas

For example

First, check the electrical cord and then turn on machine

Use logically shaped, short questions

o One sentence for each step. If one step covers two actions, make sure the

actions or in the correct order

The correct way

Turn computer on, enter password

Use parallelism

o Used to provide step to step instructions in a logical order

To turn on the computer:

1. Check electrical cord for safety

2. Press “on” button

3. Type User Name and Password in “Login”

4. Press Enter

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All business documents should be clear and concise. Writing business documents means that you need to know:

The purpose and scope of your document

Understand the needs of your audience and write the document according to their needs

The format and sequence of your document

Get to the point immediately

Get active and use fewer words

Avoid the use of jargon unless you provide definitions

Be clear

Be objective

Be concise

Proof – read for grammar and spelling errors

Write conclusions and recommendations using supporting material.

People understand information in different ways and presenting information in different formats will

assist them in understanding information. For example, graphics can tell different stories by

presenting trends, comparisons, geographic and technical data.

When using graphics you should ask the following questions:

What is the purpose of the report?

Who is the audience?

What are the key messages for the audience?

When you present data using graphics, remember three rules and they are to:

Keep it simple

What does the graphic need to communicate?

Not assume that people will read the text that accompanies the graphic.

Inclusion of graphics and visuals

You are working in a work place where many staff use English as a second language. You have

responsibility to provide them with not just tables and works, but with graphics and other visuals

that will clarify and can be used to reinforce the point that management is trying to convey.

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ClipArt

1. Click

2. The task pane Clip Art will appear on the right side of the screen.

3. Enter the Clip Art that you would like in Search for:

4. Once you have chosen a Clip Art that you believe will suit your purposes, click on it once and it will open on your document.

Picture

1. Click

2. Double Click and Pictures folder opens

3. Double left click on appropriate file and it will open

Right click picture and it will appear on the document that you have open

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Charts

1. Click Insert

2. Click Chart

3. Choose a chart and click on it.

4. Click OK

(Examples shown)

SmartArt

1. Click

2. The upper task pane, choose a Smart Art Graphic will appear.

3. Click on the graphic that you would like to use

and the graph art such as the text will appear.

4.

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Shapes

1. Click Insert

2. Click Shapes (diagram is above)

3. Double Click on the shape that you prefer

Practice using each of these icons in your

documents as part of improving your

written communication skills. If you would

like to learn more about these formatting

processes, refer to on the upper right

hand corner of the Word Document.

Use the Search parameter to provide you

with information about how the package

works. The program can be obtained on

and off line.

If you are a learner who learns better with

instruction rather than reading make sure

that you are connected to the internet and you

will be able to download video instruction on how to use the function within the program.

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Common graphics can be used in the following circumstances:

When to use

Bar chart Good for comparisons

Easy to construct

Illustration Shows technical and geographic data

Can show a lot of information in a small space

Line graph Good for showing trends

Good for showing the differences between groups

Photograph Captures a picture to assist them in providing a picture of what is

happening

Pie Chart Good for showing perceptions

After you have created the graphic, make sure that:

It is easy to understand

That the information is easy to interpret if the audience is not familiar with the information is unfamiliar to them

That there is sufficient white space around the graphic

Whether the information is relevant to the text of the document

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Assist with monitoring, evaluating and improving the WHSIS/OHSIS

Once you have reviewed your project and updated the action plan, or if necessary raised another

action plan to guide or assist a manager in learning how to consult correctly for example, you could

also use raise an improvement plan. The secondary action plan could be utilised to meet the targets

set in the improvement plan.

What is an improvement plan?

An improvement plan can be utilised to assist you in the improving team or individual performance in meeting outcomes. It is a comprehensive written report that sets out all the outcomes and performance requirements on which that individual or workgroup is to be assessed. Essentially, the improvement plan is an agreement between managers or teams or individuals determining what needs to be achieved within the required time frame.

Improvement plans can help provide staff members with an understanding of their roles and responsibilities and their link to the team and the organisation’s objectives. There will be times in which you will need to consult with specialists that can assist you in ensuring that the employee develops the knowledge, skills and attitudes that they require. For instance, a member of the team needs to update the knowledge in regards to work health and safety. You may have the skill to ensure that they meet their objectives. However, you may not have the experience to source and identify the skills and knowledge your employee requires.

In this instance, you should consult with other work health and safety professionals who would be able to assist you in ensuring that the work skills are maintained. You might also need to consult them to find out industry processes used to measure the efficiency and effectiveness of their learning.

Developing improvement plans

Improvement plans must link the following elements:

Key result areas.

The various tasks that must be performed.

The key performance indicators for each task (note: meeting performance standards should also be a key performance indicator).

Time-frames, deadlines.

Development plan.

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To develop an individual performance plan, you must:

Review organisational goals associated with results in term of performance, its quantity,

quality, cost and timeliness.

o Turn your goals into smart goals so you are very clear on what you are trying to do

and the time in which to complete an allocated task.

o Goals that are:

Specific

Measurable

Achievable

Realistic

Time focused

Specify the results that you require. Consult with both your internal and external customers.

Ensure that the desired results from your goals will contribute to the organisations results.

Prioritise the goals in the form of ranking, percentages, time spent.

Outline the measures used to evaluate if and how well the desired results are achieved.

Without measures, you are unable to evaluate the results. Measures include timeliness,

cost, quality and quantity. For example, to measure level of performance between one

participative or consultative process to another.

Identify more specific measures for the first-level measures if needed from the measures in

point 5. For example, use a feedback form to measure that level of performance through

customers.

Identify standards for evaluating how well the results were achieved. For example, did you

meet the defined parameters?

Document the performance plan. You must include the desired results, measures and

standards.

Refer to: http://www.managementhelp.org/perf_mng/prf_plan.htm

Consult with workgroups and other managers who will be impacted by the improvement plan. They

will be able to provide you with support and ideas that will be appropriate for their work area.

Follow organisational procedures in communicating the changes that the improvement plan may

require to meet your targets. Remember to refer to the consultation agreement that was developed

for communicating information and change in your organisation. Parties agreed to the

communication methods and styles, so all parties must agree to any changes that are implemented.

http://www.managementhelp.org/perf_mng/prf_plan.htm

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Identify the work flow or process associated with the hazard

Identify success criteria

Determine the size of your

sample

Document Findings

Train audit personnel

Summarise results

Auditing

Auditing is another way in which to targets for improvement in the management of the WHS/OHS

process. Quality audits can improve operations. Auditing allows management to validate

compliance with the company’s procedures, & that WHS/OHS legislative requirements are being

met. A quality management system will create an environment based on continuous improvement.

To build a quality audit, it is important to identify work flow, create an audit plan, execute and

analyse the results.

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When you design an audit, it is important to make sure that it is an ongoing process. This means that you should:

Identify the work flow for the process/ processes impacted by the hazard. List the measurable results, such as outcome indicators or aims to minimise or eliminate risk. Consider operations and areas of improvement. Internal audits, such as health monitoring, audits of accident/incident reports can identify problems with the corrective action.

Identify success criteria. For example, minimise impact to workers & minimise complaints. Accident/incident reports can assist in measuring that the outcome indicators are being attained.

Sample size means that you should how big the audit should be and the length of time the audit should be performed.

Document your findings. Systematically put the results in an appropriate format that will ensure that the corrective action has not given rise to further problems

Train audit staff to collect data and how to read it so reports can be generated

Summarise the results and communicate them to stakeholders. (Then administer corrective actions for continual improvement).

Effective communication is when:

Someone sends a message

Another receives it and understands it

If necessary provides you with a response.

In a culturally diverse work environment, this is not so easy. When you communicate in a culturally

appropriate manner, you need to find ways in which to communicate that accepts and respects the

different cultures in a workplace.

Culture is a way in which to identify groups who share common characteristics such as social

practices, attitudes and values. All personnel are faced with more than one culture. There are

language, community and workplace cultures. Many personnel are not aware of different cultures

until someone points out the differences, such as the way people act, their hand gestures, way of

dressing and behaving.

Take the time to learn the cultures around you and understand the cultures so that you can be more

open and sensitive to other cultures.

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It is important to understand that communication is a two way process and you need to work as a workgroup to achieve culturally appropriate communication. When you speak to work group members:

Do not make assumptions. Even when people come from a specific culture, it does

not necessarily mean that you need to treat everyone in that culture in the same

manner. People are individuals and should be treated as such. If you would like to

know a worker’s values, ask them.

Be prepared to adapt. In the Australian culture if you do not look someone in the

eye, it is assumed that the person is a liar. In the culture of the Middle East, this is a

sign of respect. Be aware of the differences and be prepared to adjust your

communication style to ensure that the receiver receives the message.

Summarising or paraphrasing. If a worker has difficulty understanding you,

summarise the material and get them to paraphrase it to check your understanding

of what is being said.

Embrace the influences of the people from different cultures. Your way is not

necessarily the best way. When a person contributes to a process, take their

suggestion on board. You may find that they offer the best option.

Speak clearly and concisely – speak at the correct speed for each person. Speaking

slowly may be considered patronizing and speaking too fast may mean that you are

seen as making a mockery of them. Instead, break down the information that you

are providing into smaller chunks and give them time to interpret the information.

o You can also use universal posters, maps and other visual aides to

communicate with them

Consider non-verbal communication. Tone of voice, posture and gestures can be

used to communication information. Be aware of the differences and take the time

to learn and understand different non-verbal cues. Something that is inoffensive to

you may have different meanings for others.

Facilitate user participation and consultation during WHSIS/OHSIS monitoring, evaluation and improvement activities

Consultation and communication

One way in which appropriate information may be communicated is through a Work Health and

Safety Consultation, Cooperation and Coordination Code of Practice. When you consult with

workers, you should take measures to work together to determine how consultation will occur. The

WHS Act requires that “if a PCBU (employer) and the workers have agreed to procedures for

consultation, the consultation must be undertaken according to those procedures.”

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This means that workers can assist in ensuring that communication of information in regards to the

consultation process is appropriate for their needs. The method used should aim to save time and

confusion as appropriate communication skills will be required to share information or to provide

views and opinions on the topic being communicated.

An important part of the consultation process is the communication of information. To be effective,

the agreed method of consultation between the PCBU/employer representative and the worker

needs to be addressed. This means that effective consultation should cover:

Who needs to be consulted

What the consultation is about

How the consultation will occur

How information is shared

The opportunities given to workers to discuss concerns

How feedback will be given

How consultation will happen with workers with special language and literacy needs

Timeframes for reviewing procedures

In some instances, workers and/or workgroups will apply for a health and safety representative to

represent them in the consultation process. This is one way in which to overcome the

communication and consultation problems that may arise from cultural difficulties.

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Assess training needs of WHSIS/OHSIS users and action as appropriate

Skills Audit

To assess whether or not there is a lack of understanding amongst WHSIS/OHSIS users an

organisation can turn to skills audit. A skills audit is a tool that can be used to identify the need for

training. Through the following different tools you can identify the skills needed to manage the

information and data system. The tools include:

Interviews with staff members and team members

Observation

Supervisor reports

General Q & A session with team member

Suggestions

Formal assessments

Surveys

Employment and personnel files

Skills audits, training needs analysis, coaching and mentoring are all useful in determining where

training may be applicable and the most efficient course of action. These approaches are discussed

in greater detail in Chapter 2.

Performance appraisals

Many organisations have formal appraisals of worker’s performance at least once a year. It is a

comprehensive written report that sets out all the outcomes and performance requirements on

which that individual is to be assessed. Essentially, a performance appraisal is part of the

performance plan which is an agreement between managers or teams or individuals determining

what needs to be achieved within the required time frame.

Performance plans can help provide staff members with an understanding of their roles and

responsibilities and their link to the team and the organisation’s objectives. There will be times in

which you will need to consult with specialists that can assist you in ensuring that the employee

develops the knowledge, skills and attitudes that they require.

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Develop individual performance plans

Individual performance plans must link the following elements:

An individual’s key result areas

The various tasks an individual must perform

The key performance indicators for each task (note: meeting performance standards should also be a key performance indicator.

Time-frames, deadlines

Development plan.

When a need for training is identified, do not automatically assume that workers do not have

knowledge or prior training. Check the worker’s training history. There are many instances when

you will find that workers have been provided with training. However, over time they have become

complacent or bored, which may mean that they have stopped working safely.

Determine frequency, method and scope of WHSIS/OHSIS review in consultation with users

Provide stakeholders with input of the review

Reviewing information allows managers to learn from personal experience. Reviewing is a way in

which managers can reflect on what is learnt and identify ways in which to improve.

Remember:

HS Management system

A WHS/OHS Management system walks hand in hand with a systematic approach to WHS/OHS. The

only way in which a systematic approach to WHS/OHS can be maintained is through management

taking control of WHS/OHS.

It is essential that you review your progress, the results that were achieved and the steps put in

place to identify where you can improve. .

Reviewing WHS/OHS allows management to identify and review:

Whether your targets and outcome indicators attained

Were the KPIs used an appropriate measure of performance

The consultation process

The decision making process

How information was communication

The problems that were identified and whether the corrective action taken was appropriate.

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Since consultation is a primary factor in the review process, it is important that the review the

process in consultation with workers. It is essential that workers and other stakeholders are

consulted for their opinion in the process.

Areas that management should review include:

Frequency

Frequency of review refers to:

The amount of times that monitoring and evaluation were completed

The frequency in which the information they receive was updated

Whether stakeholders were provided with sufficient opportunity to share their

views and address their concerns; and

Whether feedback about the decision was made in response to the stakeholder

contributions.

If the goals and measures of the WHS/OHS consultation process have been communicated

appropriately, then you will be able to obtain a true picture of the worker’s opinion of whether

workers believed that they received appropriate exposure to information so that their participation

was sufficient.

If the expectations are not clear, then it will be harder to obtain constructive information. Answers

would vary according to the differing expectations of workers.

Workers will usually be able to adjust their perceptions as long as they receive a true picture of what

management is trying to achieve.

Method

Was the method (procedure) used appropriate? The methods may include:

The methods in which information, instruction and training were provided

The method in which the information, instruction and training was communicated.

For example, management has been encouraging workers to participate in English classes to make

the workplace safer. As the level of English literacy increases, the method in which the information

is provided may no longer be necessary.

Changes to procedures as stated in the WHS Consultation code of practice requires that any changes

to procedures must be reviewed in consultation with workers and appropriate stakeholders.

As continuous improvement is an essential part of not only WHS/OHS, but also operations,

management should take the time to review stakeholder expectations and make the appropriate

adjustments in consultation with them.

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Scope

The scope of a systematic approach to managing WHS/OHS should determine whether the

understanding of the process was clearly understood. Personal perceptions may vary because the

project was not communicated sufficiently or clearly.

When reviewing the scope of a project, management needs to determine whether the expectations

and understanding of the goals, procedures, control measures and expectations clear and mutually

understood. If parties are not clear on what they are trying to achieve during the consultation

process, then they will have varying expectations in regards to frequency and the method used.

Management needs to make sure that the expectations of everyone contributing and participating in

the consultation process have the same understanding of what needs to be achieved, and why.

When expectations are different then:

Management has identified that the sharing of information is not appropriate; or

Expectations were not clear.

This means that management will need to review the consultation process as changes to the

consultation process must be reviewed by the work groups who are participating in the process.

This includes their representatives, in the case that a HSR is elected to represent them.

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Chapter 5

MANAGE WHS/OHS

HAZARDS AND RISKS

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Access information and data on WHS/OHS hazards and risks

Sources of information and data can include:

Australian and international standards

Industry bodies and groups

Unions

Websites, journals and newsletters

WHS/OHS Acts, regulations, codes of practice, guidelines and other information issued by WHS/OHS regulators

WHS/OHS specialists

Workers’ compensation insurance agents

Workplace policies, procedures, processes and systems

Using reviews, tools and techniques to source information from others can assist you in identifying

possible risk or hazards in the workplace. To narrow down a hazard or risk and to identify possible

causes of a problem you can source other organisational data such as WHS/OHS information and

data.

Sources of WHS/OHS information and data may include:

Audits: on-site inspections can be used to ensure that your organisation’s WHS/OHS goals and

objectives are being met. In the case that a hazard and associated risks are found, corrective action

can be taken to minimise or eliminate risk in the workplace. If you believe that your worksite is not

meeting its legal requirements then you can download a Self-Assessment to determine what issues

need to be redressed in the Safety inspection.

Employer groups represent a specific industry or type of business. The members of the employer

group usually work with other businesses to build competitive to stimulate growth in Australia.

Employer groups will ensure that their members are up to date with industry trends and will assist

members in operating their business (industry) more effectively. Employer groups make sure that all

employers have an opportunity to represent and promote their interests in the current and future

markets.

First Aid Records must be maintained to ensure that you have a record of how many workers have

been trained in providing first aid according to the nature of the work being carried out. First aid kits

may have a form that requires staff to monitor which staff is using the facilities, what they are using

the facilities for and/or if there has been a variation in their usage. Variations in usage can assist in

identifying possible causes of hazards or risk in the workplace if the staff members problem is not

some identifiable illness.

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Hazard, incident and investigation reports - all hazards and incidents in the workplace must be

investigated in a timely manner to ensure that risk is eliminated or minimised in the workplace. This

means that employees need to report risks and complete accident/incident reports as part of their

legal duty or care as a worker under the WHS/OHS Act. Investigations can be raised:

As a normal part of operations

Upon request to ensure that changes already implemented are meeting their goals and objectives;

or

In response to an accident/incident report being raised

Industry bodies work with the government in the development of vocational education and training

at both State/Territory and National Levels. The aim of industry bodies is to use experts who can

assist on training needs and delivery to specific industries.

Standards, manufacturer’s manuals and specifications available at the workplace

The aim of manufacturer’s manuals will ensure that you are aware of how to operate your

equipment safely. Otherwise known as an owner’s manual, this manual will provide you with

instructions on installation of the equipment or plant, set up instructions, installation instructions,

safety instructions, how to program the equipment and maintain it, as well as any regulatory codes

that you will need to follow to operate the equipment safely and within the correct legislative

requirements.

A specification sets out the minimum standards that your product must meet to be legal.

Specifications allow you to know whether a product is appropriate for your needs and that it meets

your requirements. Specifications will usually include a description of the product, its product code,

which is responsible for maintaining a product, testing methods, acceptable performance testing

levels and drawings of the product to ensure that you have the correct product.

Minutes of meetings from incident investigations are used to keep a record of what was discussed

during a meeting and can provide those who did not attend the meeting with information on the

subject of the meeting, decisions made and the reasons for the decisions. Minutes will also allow

personnel to know who was assigned a task and when that task should be completed. These

minutes will be reviewed in the next meeting.

SDSs/MSDSs registers -The register of SDSs and MSDSs should be accessible to workers. They can

be stored:

In hard copy form (& the SDSs/MSDSs must be made available to all relevant workers)

Computerised and internet SDSs/MSDSs databases.

The SDS/MSDS register is a tool that is used to ensure that everyone involved in managing hazardous

substances exposures at the workplace.

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WHS/OHS professional bodies can give you industry advice regarding a specific industry. When

your workplace does not have staff with the correct skills and knowledge, WHS/OHS professional

bodies will be able to provide you with names of external consultants who can provide you with:



Taking samples or measurements of workplace environments such as whether the workplace has a

high level of air borne contaminants.

The type and source of advice will be determined by your needs and the need to ensure that you

met your legal obligations under your state’s health and safety legislation.

WHS/OHS specialists may be found from specific societies within a specific industry. Some of these

societies include:

Human Factors and Ergonomics Society of Australia for Ergonomist Specialists

http://www.ergonomics.org.au/membership/cpe/cpes-WHS/OHS-specialists.aspx

Toxicology in Australia for Toxicologist Specialists


Audiological Society of Australia for Audiologists


Regulatory authorities (for codes of practice & legislation – see health and safety legislation, Chapter 1)

The strategic role of regulation is increasing due to the effects of globalisation and technological

development. Regulation may be local, national, international and regulation is important to public

policy. Each State/Territory has a regulatory body that has a large impact on people, organisations

and the environment.

Reports play an important role in the internal operations of any organisation. They leave a historical

record of the organisation’s WHS/OHS efforts and can be used to not only ensure that the

organisation’s legal requirements are met, but to ensure that:

Changes to the worksite is ensuring that risk is minimised or eliminated

The reasons for the change and why the decision was made

Reports also outline the different types of options that are available




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Standards, from Australia or overseas

Unions such as the Australian Council of Trade Unions see the implementation of the new WHS/OHS

laws as a chance to achieve the best standards in health and safety for the country. Trade unions

played a large role in the development of WHS/OHS laws in place today and will assist in ensuring

that standards are maintained.

Websites, journals and newsletters - Make sure that the information that you gather from these areas is valid and come from a reliable source. Reliable sources mean government work sites, trade and industry journals and newsletters. If you do not obtain information from a reliable source, you may find that the information you provide to the people you are trying to help is not correct. When information is not correct, then you run the risk of a bad decision being made that can put others at risk.

Workplace Inspections - Workplace inspections are planned events that can be used to identify hazards before an injury arises. Even though anyone can do an inspection, they should be completed by qualified personnel. Once a hazard is identified you should put in place steps to ensure that the hazard is controlled.

Determine the nature and scope of hazards and risks

Hazards and risks may include:

Hazards and risks associated with particular industries and/or occupations

Hazards and risks determined by:

Needs of the workplace, local industry and regional contexts

How common they are or could be

How big a problem they are or could be, in terms of severity of actual or potential harm, and numbers of workers they may harm

Potential or actual costs, impacts on the organisation/industry, and requirements to comply with hazard and industry-specific WHS/OHS regulations and codes of practice

Commonly occurring hazards:

Biological hazards, such as viruses, bacteria, hepatitis, legionnaires’ disease, q fever, brucellosis, leptospirosis, HIV and fungi

Electrical

Extreme temperatures

Hazardous chemicals

Ionising and non-ionising radiation

Machinery and equipment

Manual tasks

Noise and vibration

Psychosocial hazards, such as work-related stress and fatigue, bullying and violence

Working at heights, falling objects, falls, slips and trips

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Hazard means a situation or thing that has the potential to harm a person. Hazards at work may

include: noisy machinery, a moving forklift, chemicals, electricity, working at heights, a repetitive

job, bullying and violence at the workplace.

Identifying Hazards

You can access a variety of sources to get information about common hazards that may apply to the

industry you work in.

The sources include:

Asking technical or industry experts

Using current knowledge and experience

Checking with WHS/OHS specialists

Checking with professional association and industry bodies

Asking colleagues

The different types of hazards include:

Manual Tasks

Gravity

Electricity


Hazardous chemicals


Noise

Radiation

Biological

Psychosocial hazards

Physical

Environment


Hazard Potential harm Hazard identification techniques

Manual tasks Overexertion or repetitive movement can cause muscular strain Manual handling risk assessment, S.W.M.S/JSA, S.O.P.

Gravity Falling objects, falls, slips and trips of people can cause fractures, bruises, lacerations, dislocations, concussion, permanent injuries or death

Worksite walk throughs, S.O.P/J.S.A,

Electricity Potential ignition source. Exposure to live electrical wires can cause shock, burns or death from electrocution

Maintenance and repair schedules, test and tagging, S.W.M.S/J.S.A, S.O.P.


Being hit by moving vehicles, or being caught by moving parts of machinery can cause fractures, bruises, lacerations, dislocations, permanent injuries or death

Traffic management programs, Pre-start checklist, Supervision

Hazardous chemicals

Chemicals such as acids, hydrocarbons, heavy metals and dusts such as asbestos and silica can cause respiratory illnesses, cancers, dermatitis

External testing agencies, Monitoring programs, MSDS/SDS


Heat can cause burns, heat stroke, and fatigue. Cold can cause hypothermia, frost bite. Pre-start checks, weather reports, monitoring testing equipment, meters

Noise Exposure to loud noise can cause permanent hearing damage Monitoring equipment, meters, workplace testing, S.W.M.S/J.S.A, S.O.P.

Radiation Ultra violet, welding arc flashes, micro waves, lasers can cause burns, cancer, blindness Monitoring equipment, S.W.M.S/J.S.A, S.O.P.

Biological Micro-organisms can cause hepatitis, legionnaires’ disease, Q fever, HIV/AIDS, allergies Hazard analysis and critical control points (HACCP) plans, Health testing and monitoring S.W.M.S/J.S.A, S.O.P.

Psychosocial hazards

Effects of work-related stress, bullying, violence and work-related fatigue Supervision, Wellbeing assessments, Fatigue management procedures, surveys

Physical

The physical impact of working in an unsafe work environment is detrimental to the health of workers. By providing them with an environment that is safe physically you are building a rapport with your workers

S.W.M.S, J.S.A, S.O.P. Work area monitoring, feedback from employees

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Risk

“The effect of uncertainty on objectives”

As defined in AS/NZS 31000-2009. Risk management – Principles and Guidelines

1. Effect is a deviation from the expected, positive or negative. 2. Objectives can have different aspects (such as financial, health and safety, environmental goals) and

can apply at different levels (such as strategic, organisation wide, project, product and process).

3. Risk is often characterised by reference to potential events and consequences or a combination of

these.

4. Risk is often expressed in terms of a combination of the consequences of an event (including

changes in circumstances) and the associated likelihood of occurrence.

5. Uncertainty is the state, even partial, of deficiency of information related to, understanding or

knowledge of an event, its consequence or likelihood.

To understand what a hazard or risk is you need to identify the type of hazard your workers are exposed to.

All hazards have the potential to harm workers and personnel in terms of injury, illness and to property, the

environment or a number of these factors. Once a hazard is identified it is essential to identify the different

types of hazards so that you can access the appropriate information and documents to address the hazard.

It is important to know the appropriate documentation to complete for each assessment and to ensure that

you have access to this documentation. Most organisations used to have one type of risk assessment.

However, changes to legislation and stricter guidance may mean many organisations will have different

tools for different hazards to ensure that they comply with WHS/OHS legislation.

The concept of risk can be better explained using the diagrams below.

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Risk “The effect of uncertainty on objectives”

We can see from this diagram that every job task has a timeline. From when a job starts to when it is completed. The objective, from a health

and safety perspective, is that the job task is completed without injury or damage to person, property or environment.

Anything that causes us to deviate (an uncertainty) from that objective is considered a “risk”.

Job Task Timeline

New outcome after

deviation

Deviation from

completing job

task

Objective of Job Task

RISK

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Example - Carrying a load with a forklift

We can see from this example that during the day’s shift of performing forklift duties we have recognised three deviations that could cause us

uncertainty of completing the job task in a successful manner. The effect of these uncertainties is a new outcome. Instead of reaching the

objective, this job task will now lead to an injury of a worker. Now that the risks have been identified we can start to look for options that will

reduce that risk to an acceptable level.

Deviated Outcome:

Injury to worker

Deviation 2:

Unstable load

Job Task: Operate Forklift;

Timeline = 8 hr. shift

Objective of Job

Task:

Task is completed

on time and

without damage

to person,

property or

environment.

RISKS

Deviation 1:

Lack of training

Deviation 3:

Speeding


What is Work Health and Safety (WHS/OHS)?

WHS/OHS is concerned with the management of safety in the workplace. WHS/OHS is

concerned with preventing incidents and its main focus lies with:

Identifying hazards and risks

Assessing risks

Eliminating and controlling hazards and risks

An organisation that has adequate WHS/OHS principles in place will save time, money, effort

and legal implications, and most importantly, it will save lives. Lives can be saved by

implementing a safe working environment and ensuring staff adhere to these standards at all

times.

There are approximately 200-250 deaths in Australia every year relating to workplace accidents.

Maintaining Duty of Care

An organisation that is responsible for making sure they take reasonable care for the health and

safety of its stakeholders. All stakeholders should co-operate with the organisation to ensure

they are following relevant Policies and Procedures. They are required to work within the Codes

of Practice and within the legislative requirements for that organisation. These procedures have

been implemented to keep staff safe at all times.

It is the responsibility of everyone to behave in a manner that is professional and will not cause

damage or injury to others. They should wear protective clothing when required, and not use

unsafe equipment. They should not undertake duties that they are not properly trained to

complete and they should report hazards immediately.

Unfortunately, some organisations have staff that adopt an “It’s not my job” attitude towards

safety and assume that because it isn’t their job then they do not have to report hazards.

Organisations must inform all staff to be aware that safety is everyone’s job and they all play a

part in ensuring the environment is safe and healthy.

Determine techniques, tools and processes to assess risk associated with identified hazards and risk control options

There are different types of equipment and strategies that can be used to gather information

and data to assist in the determination of the level of risk and gather information to identify

ways in which to control the risk when a risk assessment is performed on the hazard and its

associated risks.

Equipment can be used to measure whether safety measures is sufficient for the level of risk

that a hazard has. Equipment can be used not only to minimise risk but as a tool to determine

whether the environment – lighting, noise, sound – are maintained at appropriate and safe

levels as per legislative requirements and/or the National Standards that set the safe levels in

the work environment.

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Equipment may include basic instrumentation such as:

Goniometer (an instrument used to measure angles, particularly range-of-motion angles

of a joint)

Humidity measuring devices

Light meters

Simple gas sampling devices

Sound level meters

Temperature measuring devices

Strategies

Information must be shared with workers and/or their representatives and stakeholders

impacted by a hazard. Feedback should be obtained from workers and stakeholders as part of

the consultation process. As per the WHS/OHS Consultation, Cooperation and Coordination

Codes of Practice and guidelines, management must provide workers with an opportunity to

provide views and address concerns which must be considered when making a decision in

regards to controlling the hazard.

In this case, information will be gathered to use as consideration as part of the risk management

process. The strategy that is used should reflect the needs of the organisation and the

experience of the management team and organisational policy and procedures.

Strategies may include:

Focus groups

Interviews

Questionnaires or surveys

Prepare to manage WHS/OHS hazards and risks

WHS/OHS Management Systems

Every organisation will have different methods to manage work-related health and safety and you will find out about these methods when you first join an organisation but you should make sure you keep your knowledge up to date through meetings, training, memos, newsletters etc.

WHS/OHS Management Systems are put in place to identify workplace hazards to health and safety and can include:

Health monitoring of workers exposed to particular work hazards

Pre-employment and other work-related health assessments

Workplace measures to target specific factors

Ergonomics

Consultation

Hazard and incident reporting

Return to work or injury management

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WHS/OHS Information Systems

WHS/OHS Information Systems focuses on systems for gathering, managing and

communicating information necessary for work health and WHS/OHS management.

Functions and purposes of the WHSIS/OHSIS include to:

Document and communicate WHS/OHS and other relevant procedures, policies, processes and systems

Facilitate keeping track of legal requirements and compliance

Facilitate and support consultation and participation

Describe and communicate the core elements of the management system and their interaction, and provide direction to related documentation

Support awareness of what is required to achieve the organisation’s WHS/OHS objectives and enable the evaluation of the system and WHS/OHS performance.

Apply knowledge of WHS/OHS legislation to identify duty holders and legislative requirements

Depending on your organisation, there will be a variety of duty holders who will have responsibilities to look after work health and safety and will have roles within the WHSMS/OHSMS. Duty holders could be internal or external and depending on the area of health and/or safety you require advice in, for example, you will need to determine who to approach. This is where your knowledge of WHS/OHS legislation and your organisation will be required.

Duty holders may include:

As specified in WHS/OHS Acts:

PCBUs (person conducting a business or undertaking) & Officers/Employers & Directors

Workers

Other persons at a workplace

All duty holders must do everything that is “reasonably practicable” to protect the work health

and safety of everyone at the workplace but each duty holder with have their own ‘area’ to look

after, so it is their responsibility to know where their duty of care falls. It is then your

responsibility to be aware of who to contact in your work area/job role if required.

This duty of care can fall on all:

Employers/PCBU Designers

Company directors Manufactures

Managers/Officers Suppliers

Supervisors Installers, erectors

Employees/Workers Persons who manage or control workplaces

WHS/OHS representatives and committees Contractors

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The aim of regulations is to minimise risk of injury or illness at the workplace. The WHS

Consultation, Cooperation and Coordination Codes of Practice are guidelines for example it

provides for workers to take a more proactive action in the decision making process through

consultation. The more that workers and others participate and contribute to work health and

safety, the more informed their decisions shall be.

Duty holders under the Common Law duty of care need to prove to the satisfaction of the court

that the actions that they have taken to protect others from risk are reasonable and practicable.

Duty holders need to clearly know what their duty is, what the implications are for each group

and what happens if they do not comply.

Develop and implement WHS/OHS hazard and risk-management processes

There are a number of techniques, tools, processes and strategies to assess risks associated with

hazards and risk control options - now would be the time to the apply them appropriately. This

section goes into more detail regarding your options, so you could use your knowledge to

decide which technique, tool or process would be most appropriate to your situation.

Techniques, Tools and Processes

Goniometer

A goniometer measures an angle and moves an object along a fixed point to a specific angular

position. Goniometers measure ranges of motion, determines directions and measures an

object’s dimensions.

Goniometers, for example are used by medical professionals to measure the range of motions a

patient’s limb can perform so that they can determine what treatment to use to improve

patient’s conditions.

Advantages Disadvantages

Are portable

Are simple to use

Inexpensive

Must be carefully labelled with respect to the angles that they measure

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Humidity measuring devices

Humidity measuring devices will measure and record temperature and humidity readings

anywhere. One such device is called the hygrometer that can be used to monitor the exact heat

and coldness in the air. They are an excellent way in which workers and management can

measure the heat and cold in work environments. For example, workers can monitor the heat

conditions when they work in confined spaces so that they can take appropriate action to

control their bodily functions (drink more water to avoid dehydration) and to ensure that they

exit a confined space outside health and safety organisational procedures.

Light meters

The amount of light required in a work area will depend on the type of work performed in the

work area. Light meters aim to ensure that:

Every workplace has a sufficient level of light

That there is as much natural light as possible

Sufficient and suitable emergency lighting to ensure that lighting is sufficient when needed.

It is important to measure the lighting in the workplace because bad lighting will be detrimental

to the productivity of your business.

Simple gas sampling devices

Gas sampler units allow users to collect samples from a range of applications from high to low

pressure and various temperature ranges. Gas samplers may be modified and can include:

Three way samplers

Six port gas samplers

Automatic gas samples

Sound level meters

Exposure standards for noise in Australia are defined in WHS/OHS Regulations as:

85 decibels – averaged over a period of eight hours; or

140 decibels as a peak, for example jack hammering or a gunshot

Hazardous noise in relation to hearing loss that exceeds the exposure standard (AS/NZ 1269.1)

Control measures for noise can be found in the WHS Managing Noise and Preventing Hearing Loss at Work Code of Practice, 2011.

Sound level meters measure sound pressure levels that are considered noise pollution in the workplace.

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Sound level meters come in analogue or digital, however, they do tend to have common features which are:

They tend to have antennas that stop sound reflecting back at the microphone

They pick up small variations in sound waves based on pressure after the sound passes through a filter that provides you with a sound reading in decibels.

Temperature measuring devices

Thermometers are one type of temperature measuring device. Different thermometers include:

Bimetallic expansion thermometers

Filled-system thermometers

Liquid-in-glass thermometers are the simplest and oldest used thermometer. As the temperature in the room risings, so too does the liquid

A manometer is a device for measuring pressure in the atmosphere. The manometer is usually

made of glass tubing with mercury in the centre. The tube is bent into a U shape that is sealed

at the top end of the bend and opens at the top of the other branch of the U.

As mercury rises in the tube, a vacuum result in the sealed end as there is no air to produce a

downward pressure on the mercury. The pressure is what is used to measure temperature.

Strategies

Focus groups

Focus groups are when information is collection from several people and are run cost

effectively. The aim of a focus group is to obtain a perception of people’s reactions and feelings

about issues. They are a good way in which to obtain appropriate information.

Advantages Disadvantages

Good way to gather data to gather views and identify concerns

Can be guided to ensure information required is addressed

Obtain workgroup expectations and draw on their experiences

Is an effective tool to gather different scenarios and design resolutions to hazards

Group think – where people in the group express the opinion of the rest of the group or where one or more people dominate the group and create an inaccurate view of all of the users’ opinion.

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When a group takes on a group think, the person moderating the focus group to stimulate other

members of the group to speak.

Running the focus group

Focus groups should:

Contain 6 to 8 personnel

Have a moderator to stimulate others to speak rather than participate in a group think

Have an objective moderator who prevents individuals from dominating the group

Make sure that you are aware of the limitations of focus groups and that everyone is treated

equally and that the group is steered towards the resolution process.

Interviews

Interviews are performed to meet an objective. The objective in this case may be using

interviews to obtain feedback on information shared with the stakeholder concerning hazards in

the workplace. When information is provided to workers, make sure that the information is

appropriate to the hazard and that the stakeholder have time to review the information so that

they can discuss the information and form ideas on how to best control risk.

It is also important to make sure that workers are prepared for the interview by providing

workers with the time interviews will begin; what the interview is about and how long the

interview will last. This process should also be applied to other stakeholders.

Interviews may be web based, face to face or by telephone. Make sure that in each instance

that you communicate the time of the interview and that you follow up by reconfirming the

interview.

Stakeholders may have forgotten, time meetings may have changed, so the stakeholders should

be provided with an opportunity to re-schedule. Make sure that the questions asked are

relevant. Ensure that you are able to obtain the appropriate information that can be included to

make a decision.

When you begin an interview, be clear on what the aim of the interview is. Explain the process

that the person is undertaking and what you will be doing and why – for example, I am going to

ask questions and take notes of your answers.

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Questionnaires and Surveys

Questionnaires are an excellent way in which to measure or define workgroup opinions.

Questionnaires are standardised, structured instruments focused on close ended questionnaires

that control the information you want to receive.

The best time in which to use a questionnaire is when you need feedback from a large group of

people, when information is straightforward and you are more interested in what happens than

why or how.

Questionnaires should not be used when you require:

More information that needs the cause of a specific behaviour

When you need to consider cause and effect relationships

When information requires more consideration and isolated questions cannot give you a good perception of the environment.

The three types of questionnaires include:

Face to face

Mail

Telephone

Electronic

When you are designing a questionnaire you need to ask:

Is it appropriate?

What resources do you need and are there sufficient resources?

What information do you need?

What should you include in the questions?

When you develop a questionnaire, know what the research is for and what information you

need so you can make sure that your questions are targeted to the appropriate audience. Be

clear on what you need to know. This may include:

Attributes – what characteristics do your workgroups have so you can target your questions to ensure that they are understood?

Behaviour – what your worker does

Knowledge – what your workers or stakeholders know

Opinions, attitudes, beliefs, values – what people think about the issue

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There are different types of questions that you can ask. These include:

Open-ended questions that require answers in the recipient’s own words and require skills and research to generate ideas. These types of questions will usually start with: What? Why? How?

Closed-ended questions require yes/no, True/false responses. The questions are easy to count and easy to answers.

Make sure that you ask the correct question by:

Using clear, simple and precise words

Avoiding confusing questions that can lead to misunderstandings and a waste of time

Ensuring you obtain the type of response that you require

Do not ask too many questions, as respondents will become bored and not answer the

questions correctly. Ask questions that reflect your need. Avoid bias by ensuring that your

questions do not lead to an answer. It is essential that you stick to questions that will assist you

in the purpose of the questionnaire.

Layout

The layout of the questionnaire needs to be as professional as the wording. Basic layout tips

include:

Make sure that there is sufficient white space

That font is not too large

That questions are not split into two pages

That questions are clear and consistent

That you use plain and simple language

That you determine a layout and prepare a first draft

That you evaluate and modify so you will reach the appropriate personnel.

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Apply knowledge of hazards and risks to develop appropriate risk controls

Before a range of control issues can be developed, it is essential that the hierarchy of risk

control is understood. The hierarchy of risk control is a tool that is used to assist organisations

in ranking the level of protection and reliability a hazard control technique has in regards to

eliminating risk.

The How to Manage Work Health and Safety Risks Code of Practice will provide you with the

guidance on controlling hazards.

A code of practice may be considered to be evidence by the courts to prove that the parties

reacted reasonably practicable in regards to the circumstances that arose.

Elimination is the most effective type of control. Consultation with workers and/or their

representatives aims to draw on the experience of personnel which will then be used to

influence your final decision. Consultation helps workers and stakeholders in accepting the

changes to be implemented safely.

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The control measure chosen must be specific to the risk. In some instances, two or more control

measures may need to be implemented to ensure that the highest level of protection is

obtained. When you complete the risk rating matrix, it is important to remember that staff

performs short term fixes while the best method of resolving the risk is determined.

Cash flow and resources may impact on the priority of hazards. Both will influence the final

decision when you are presented with the risk assessment that was used to control the risk.

However, the control measures have to be administered of whatever is reasonably practicable.

Risk assessments vary from organisation to organisation and from industry to industry.

Irrespective of whether you perform or your managers perform the risk assessment, it is

essential that you provide all parties with support and that you empower workers to take

ownership of safety in their work areas.

What is reasonably practicable?

In relation to a duty to ensure health and safety, it means of what is reasonably able to be done

in relation to ensuring health and safety, taking into account and weighing up all relevant

matters including:

The chance of a hazard and risk happening

The amount and level of harm that could arise from that risk

The amount of information a person may require in regards to the risk

Whether there are suitable ways in which to minimise the risk based on the resources available and suitable in the control and cost of minimisation of the risk.

(With regard to Section 18 [What is “reasonably practicable” in ensuring health and

safety] of the WHS Act, it states the following):

After assessing the extent of the risk and the available ways of eliminating or minimising the risk, the cost associated with available ways of eliminating or minimising the risk, including whether the cost is grossly disproportionate to the risk.

For example, recent rains have caused pressure on the roof of your main entrance. Structurally

the reception area is sound; however there are cracks in the walls that have allowed water to

seep through. This water is seeping into the main entrance making the polished marble floors

slippery. Severe cuts in budget have recently occurred in an effort to retain staff. This means

that the amount of capital resources available to resolve WHS/OHS issues is low. Sealing the

wall is expensive as the cracks in the roof have the potential of becoming bigger without further

review.

The costs of replacing the roof to eliminate the risk may be too high. While you are attempting

to resolve the risk you could ensure that the day cleaner would need to check the floor

constantly when it was raining to mop up the floor. The amount of maintenance may vary

according to the amount of rain. Signs have been strategically placed to let clients, the public

and other workers know that workers are still working within the work area.

http://www.legislation.nsw.gov.au/fragview/inforce/act+10+2011+pt.2-div.1-sdiv.2-sec.18+0+N?tocnav=y

http://www.legislation.nsw.gov.au/fragview/inforce/act+10+2011+pt.2-div.1-sdiv.2-sec.18+0+N?tocnav=y


Hazard controls may include:

Control Measure Level

Control Measure Explanation

One Actions taken to eliminate hazards entirely

In most instances, eliminating a risk is more practical. However, elimination of a risk should occur when a process or procedure are developed during the planning stage. It will be cheaper to introduce elimination during the planning stage so that the control measures are aligned to the needs of the department.

Two

Substitute another product or process to replace the hazard

In this instance, you could review the processes in place and determine whether there is another way in which you can repair the roof without replacing the whole roof in the interim.

Isolate the hazard

In what ways can you isolate the hazard? If there are any ways, what should/could you do? Isolation is separating the potential for harm against those exposed to the risk. There is only so long that signs and regular maintenance will work before the hazard becomes a risk.

Use engineering controls

Could you capture the water before it hits the marble floors? Consultation with appropriate qualified personnel should occur to ensure that you have the information you require to make an informed decision. Re-diverting the water flow using engineering controls to make sure that the water flows away from the marble floors will minimise the risk. Another example: a sound proof room will minimise a workers exposure to load music if they work in a night club. This will minimise their exposure to risk while they are working for long periods of time. “Engineering controls are physical, meaning that they use a mechanical device or process” (How to Manage Work Health and Safety Risks Code of Practice).

Three

Improve administrative controls such as changing policies, procedures or providing training

The hazards are not controlled at the source. Risk is minimised through the behaviour of staff and their supervisors. Even though these are the least effective way in which to minimise risk, staff should be trained on the procedures in place to control the risk. When a change process is implemented, it is important to make sure that staff is informed of the change, the type of change and when the change is officially implemented.

Issuing PPE Issuing PPE is the least preferred control as the hazard is still present and it relies on human behaviour to make sure the PPE is effective.


Administrative controls and PPE should be used to protect workers from risk. They should be used when:

Other control measures that could be used are not practical for the given situation

It can be used as an interim measure until a more appropriate control measure can be used; and

To back up another higher control measure.

WHS/OHS Regulations provide strict instructions about the PPE that should be used at a

workplace including:

Ensuring that PPE is chosen to minimise risk to the health and safety of personnel in the workplace

That the PPE is appropriate to the nature of the work and hazards associated with the work

That the PPE fits the person wearing it

That the PPE meet the Australian Standards

That the worker wears the PPE as far as is practicable

That sufficient PPE is available in the case that PPE should be replaced, repaired or maintained so that risk is minimised.

PPE must be worn by workers as far as reasonably practicable in accordance with the

instructions training and information they receive. This includes training during the coaching

and mentoring process, during formal or informal training or when they are provided with

procedures that require the use of PPE.

Personal protective equipment is equipment designed to be worn by a person to provide protection from hazards, and may include:

Clothing and footwear

Face and eye protection

Hand protection

Head protection

Hearing protection

Respiratory protection

Management should consult all stakeholders and key personnel on control options for the

specific hazard. Ensure that all control options are considered and included in the hierarchy of

risk control. Make sure that all control measures are considered.

Consult with all personnel to ensure that you have feedback on all control options. Consultation

is required not only when a hazard is identified, but also when assessing risks and deciding on

measure on how to control the risk.

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Effective consultation is a two way process and requires that all stakeholders including workers and their representatives:

Talk with each other about health and safety issues

Listen to their concerns and raise your concerns

Seek and share views and information

Consider what is said when making decisions.

Seeking and sharing views and information also includes the need to consult with external sources. External sources of information can be used to:

Clarify issues outside workers experience

Confirm the viability or non-viability of options

Review options that have been utilised by other industry personnel to determine whether the options have been proven by other organisations

Identify whether other options have been used in external sources and review them to ensure that they are within the organisations decision making requirements

Review codes of practice and guidance material

Industry associations and unions can be used. Also, manufacturers and suppliers of plant substances and equipment used in the workplace.

Make sure that any new information is shared with personnel and stakeholders. The

information shared should include findings. Make sure that stakeholders and key personnel are

encouraged to:

Raise concerns about possible problems and advantages for each new idea

Make safety recommendations

Be part of the problem solving process.

Develop and implement a risk control plan and evaluate risk controls

Risks should be assessed using a risk assessment. It is important that you:

Consult with stakeholders

Remember the research findings that you have found and consider the impact that they will have on your work environment.

When performing a risk assessment, it is essential that you consider how severe the harm, or consequence, can be to workers or those exposed to the risk by asking the following questions:

What type of harm could occur? – How severe is the harm? Could it cause death serious injuries?

What factors could influence the severity of harm that occurs? External or internal factors, whether the harm is immediate or gradual.

Could one failure lead to other failures?

Could one event escalate into a serious event with more serious consequences?

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It is also important to consider what type of harm a hazard may cause. One incident for

example may lead to a series of problems. If one or more event can be stopped or changed

then a risk may be eliminated or reduced. It is important in this instance to identify where the

problem started and then consider the impact in each step of the process.

When assessing the harm that a hazard can cause, consider:

The effectiveness of the control issue

How work can be performed rather than relying on written manuals and procedures (using the consultation process here can assist greatly in controlling harm)

The situation and how hazards occur.

For example, if equipment is maintained through regularly cleaning and maintenance, how often

will breakdowns and failure to controls occur?

When determining the likelihood of someone being harmed, consider:

How often a task is performed

How often are people close to the hazard?

Has the incident occurred before – either in your workplace or elsewhere

Many organisations develop a risk rating matrix that assists personnel in assigning a priority to a

hazard and will assist you in prioritising the order in which hazards are resolved.

Risk Rating Matrix

RISK MATRIX

CONSEQUENCE (How bad is it likely to be?)

Insignificant 1

Injuries not requiring first

aid

Minor 2

First aid required

Moderate 3

Medical treatment required

Major 4

Hospital admission required

Severe 5

Death or permanent disability to one or more

persons

LIK

ELIH

OO

D

(Ho

w li

kely

is it

to

hap

pen

)

A - Almost Certain (Is expected to occur in most

circumstances)

Medium High High Very High Very High

B - Likely (Will probably occur in most

circumstances)

Medium Medium High High Very High

C- Possible (Could occur at

some time) Low Medium High High Very High

D - Unlikely (Not likely to occur

in normal circumstances)

Low Low Medium Medium High

E – Rare (May occur only in

exceptional circumstances)

Low Low Medium Medium Medium

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Of those requiring more effort, you should prioritise areas for action, focusing first on those

hazards with the highest level of risk.

Document method and outcomes of risk assessment

Use as many levels in the hierarchy of control, starting from the top & working down the

hierarchy.

Before a final decision is made on the control measure implemented, make sure that you clearly

state why you did not implement a specific control measure. This may mean that you should

consider the organisation’s policies and procedures as they may influence your final decision.

Risk assessments will vary from organisation to organisation, however the basic steps remain

the same: RISK MAMAGEMENT PROCESS

At this stage you are analysing the risks. As you complete each step of your research and

analysis, information should be filed as per organisational procedures.

Documents are maintained as a historical record of the decisions that are made and why specific

options were chosen.

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This information can be used as part of the continuous improvement process. Change is a

constant in business today. A risk control measure that is rejected today may become a

resolution in the future. For example, a production process may be a hazard. The resolution for

the process may be to become automated. If there is no automation to control the risk, then

another control measure should be put in place to minimise or eliminate the risk.

If a new robot is developed in research and development or becomes available then as part of

the review process, the new robot should be reconsidered as part of the continuous

improvement process. This may mean that you should review the documents to determine

whether the robot should be considered as part of the required control measures.

Documented records are also kept to provide evidence that the organisation has met their legal

obligation of ensuring that the work environment is safe and that the organisation is

consistently improving its processes.

Records that may be kept of the risk assessment may include:

A list of resources reviewed for the hazard

Potential risks and control measures used to minimise, eliminate or control the risk

How information was communicated which may include copies of the communications

The personnel consulted and feedback received

An outline of the procedures followed

Control measures and how they were prioritised

How the risk assessment was evaluated and the processes that will influence the decision

The method in which these records are kept will vary to the policy and procedures of the organisations. Records may be kept:

Paper based: stored in the appropriate file

Electronic based: filed on the intranet

Both paper and electronic based

Evaluate Risk Controls

The purpose of change as a result of a hazard or risk is to minimise or eliminate the hazard and

its associated risks. When change is implemented, it must be monitored to ensure that the

outcomes set for the change are reached. It is also important that you monitor for changes that

may cause a hazard. When you intend to make a change to processes, it is important to

consider the impact that change may have on other sections of the organisation, especially

when the change implemented has an impact on other areas of the process.

For example, Carole works in a distribution centre. In response to the state of the international

economy, the centre has not been employing new staff as workers resign or move up within the

company.

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The loading dock is used to receive stock from overseas vendors and then redistribute to other

businesses on a national level. In recent months the incidence of hazards has risen. The

problem stems from the fact that floor staff are expected to maintain the same level of

operations with 13 staff when 20 workers are required to maintain operations when seasonal

demand is at its highest.

With correct planning and control, incidents should not be occurring. A risk assessment was

completed. At certain periods during the day, the delivery of goods rose as truck drivers

delivered supplies late. This meant that there was an uncommon build-up of wrappings left in

the area of the loading dock. Housekeeping was not contained as workers tried to keep up with

the demand of the truck drivers to deliver their loads so they could leave.

During the consultation process, workers did not voice a concern for the extra work load. As

long as the truck drivers delivered on schedule, housekeeping was maintained. However, as a

facility that had a reputation of consistently accepting late deliveries, they are now placed under

extreme pressure to count the stock so the drivers can go to their next order. To keep up,

housekeeping standards dropped and you had the higher incidence of near misses in the

workplace.

Workers admitted that they did not reinforce company procedures and as a consequence have

now placed themselves at risk. Due to an effective consultation process, it was agreed that all of

the truck companies would be advised that the distribution centre would no longer be accepting

late deliveries without prior knowledge.

Truck drivers were instructed to call ahead to let the distribution centre know that they were

running late. They would be then set up a delivery time and be allocated a delivery dock that

would be used to deliver their load. Failure to call ahead to the distribution centre would mean

that they would have to wait until a loading bay was free. They would not be allowed to enter

the loading docks other than to make loading dock personnel aware of their presence. They

would need to either wait in their trucks or in the waiting room that supplies them with fresh

coffee and basic resources and facilities.

Any driver who tried to force their way into the front of the line would not be asked to supply

the centre again. This would ensure that workers would now have time to perform the basic

housekeeping required to ensure that operations were maintained so that risk was minimised.

Monitoring was also agreed to. Monitoring was performed in three ways. Spot checks would be

completed in the area to ensure that the new agreed procedures were followed. Performance

was monitored to ensure that agreed delivery processes were maintained by the workers.

Radio and telephone conversations between administration and truck driving personnel were

monitored to ensure that procedures were followed. The administration team would complete

a tick sheet indicating the name of the driver, who they drove for and their ability or failure to

call ahead, to ensure that the schedule was maintained.

New procedures need to be documented, including timelines for agreements to be

implemented, if appropriate.

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The firm has adopted the standards “AS ISO 15489.1:2002 Records management” and “AS/NZS

ISO 31000:2009, Risk management - Principles and guidelines” to ensure that the operational

systems put in place will assist the organisation in being competitive on a global standing and

maintain high health and safety standards.

Carry out hazard identification and risk management

Hazard Identification

One of the most important responsibilities that you will perform under WHS/OHS is the

identification, minimisation and control of Workplace Health and Safety Hazards. This resource

and the following resources will give a step by step understanding of WHS/OHS in your

workplace and the tools that you can use to assist you in maintaining control of risks in the

workplace.

To understand your legal requirements of risk identification, control and resolution consult the

How to Manage Work Health and Safety Risks Code of Practice, which can be found on the Safe

Work Australia website. The aim of this resource and the resources listed above is to provide

you with tools that you may use to assist you in the performance of your duties. You may also

find that some of these tools are a normal part of your organisations Work Health and Safety

Procedures.

Under the WHS/OHS Act:

Duty of Care

In working within an organisation, you are required to ensure that the health and safety of

yourself & others is not placed at risk. This forms part of your Duty of Care. As part of the

responsibility of staff, any risk identified in the workplace must be reported to the organisation.

Your organisation will have policies and procedures in place, usually in the form of an

accident/incident form.

All incidents and accidents should be reported to the State/Territory regulator. The manner in

which they are reported may vary for each State/Territory. Refer to the State/Territory

Regulator for your area to determine the correct steps for the reporting of accident/incidents.

Your organisation may also provide you with procedures which are followed in the generation of

an accident/incident report.

There may be times in which you are completing a risk assessment. Conversely workers may

identify a hazard and report the risk to you. Yet other times when a hazard is identified in the

normal course of business. When a hazard is identified you may be required to use hazard

identification tools, techniques, processes and methods may include:

Analysis of injury and claims statistics

An increase in claims or injury should be followed up with an analysis of work health and safety.

Injury and claims statistics can assist you in identifying causes of injury in the workplace. It is

important to make sure that all hazards identified and injuries are reported as per your

organisational procedures.

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Care should also be taken when a potential for an injury is identified. Near misses, such as

tripping that do not lead to injury can end up being causes of injury. When a trend in a specific

type of injury or near miss is identified, steps should be taken to ensure that follow up action is

taken.

Audits

Audits are part of any organisations quality assurance process. The aim of an audit is to measure all of your organisation’s systems and identify where improvements to the system can be made, especially if any non-compliance issues arise. These issues may be found in Australian Standards and industry Standards such as AS/NZS 4801 and AS31000.

Continuously auditing your organisations work health and safety system will ensure that you

meet your legal obligations of improving health and safety in the workplace. Action should be

taken to minimise or eliminate any gaps that you identify in your WHS/OHS system.

Checklists for hazard identification

Checklists can be used to help identify hazards in the workplace and ensure that the risk is

controlled. Checklists may be used to review previous changes for improvement or to identify

other risks.

Consultation with workers, clients or other users

Health and Safety Consultation Codes of Practice and guidelines allow PCBUs/employers to

ensure that person’s legal obligations in regards to WHS/OHS is maintained in the workplace.

Consultation is not only a legal and essential part of managing health and safety in the

workplace, it acts as a way to ensure that as much information is collected to ensure the best

informed decisions are made.

Body mapping

Body mapping is a tool used by many organisations to identify the typical areas where injuries

are occurring. For this process to be helpful it means that injuries are mapped over a period of

time. The systematic zoning of the body allows for identification of typical problems in the

performance of worker’s duties.

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©WorkSafe Victoria 2014

As a result of the body map, the risk is identified and workers can be treated by minimising or

eliminating the risk or hazard. Management can also target training ad control measure to the

most prominent areas.

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Refer to these documents to further review the identification of employee concerns, such as

through a hazard reporting system. (How you would obtain input of managers, WHS/OHS

representatives, WHS/OHS committee and others through consultative processes).

Interviews

Interviews are an excellent way of gathering information. Using questions to gather information

can be enhanced with the knowledge of what different types of questioning hope to achieve.

Investigations

Investigations arise in work health and safety when an incident or accident arises. Investigations

are usually performed by workplace health and safety officers, work place health and safety

representatives and their committees. Your PCBU/ employer is encouraged to perform their

own investigations internally and to ensure that they resolve any issues as they arise.

Safety data sheets(SDS)/Material safety data sheets (MSDS)

The Preparation of Safety Data Sheets for Hazardous Chemicals Code of Practice will provide you

with a clear outline of what a SDS/MSDS is. The SDS/MSDS will provide you with information in

regards to hazardous chemicals, how they affect your health and how to use them safely in the

workplace.

A Material Safety Data Sheet should contain the following information:

Hazards associated with the chemical

What the chemical was made of

First aid measures that should be taken if exposed to the chemical

Storage and handling

Toxicological, ecological, disposal, transport and regulatory information about the chemical.

All chemicals found on work sites should be accompanied by a Safety Data Sheet/Material

Safety Data Sheet that should be stored in strategic positions.

Job safety analyses

Job safety analysis (can also be referred to as a Job Hazard Analysis) is used by management to

identify workplace hazards and then can assist you in determine ways in which you can control

or eliminate hazards and then implement them. The aim of this document is to evaluate tasks,

processes and procedures in a workplace to protect workers from injury or illness.


JOB SAFETY ANALYSIS WORKSHEET

Company name: Date: JSA No.

Site name: Permit to work requirement:

Yes No Permit required:

Contractor: Approved by:

Activity:

Activity List the tasks required to perform the activity in the sequence they are carried out.

Hazards Against each task list the hazards that could cause injury when the task is performed.

Risk control measures List the control measures required to eliminate or minimise the risk of injury arising from the identified hazard.

Who is responsible? Write the name of the person responsible to implement the control measure identified.


Monitoring and measurement

An organisation should ensure that continuous monitoring of the workplace is performed to

ensure the safety of workers. To monitor a workplace, you need to have the ability to measure

performance so you can identify where potential risks may arise. There are many ways in which

you can identify the increase of risk in the workplace.

For example, while you are monitoring workers’ compensation claims and incidents in the

workplace you identify that there are:

An increase in claims in the last quarter

That the number of days lost has increased; and

There is an increase in claims costs, including public liability insurance.

These outcomes should identify that there is a work health and safety problem within the

workplace. The type of incidents/accidents reported and the level of frequency of these reports

can indicate to you where the problem in health and safety may be arising.

Variations such as increases in absenteeism and decreases in productivity can also be indicative

of the health and safety issue within the work environment.

Observation

Observation of the work site can include:

Changes in work behaviour that may arise due to changes in work conditions

Changes in the work environment that will impact on work health and safety

Changes in plant and equipment that have a negative impact on worker productivity.

Observation may also occur when workers perform workplace inspections. Changes in

productivity may arise from lack of maintenance in equipment and plant. Or changes in the

workplace such as in procedures should demonstrate a decrease or elimination of a hazard or a

risk. If an increase in risk is identified when the change was supposed to minimise the risk, then

work personnel should review the changes implemented.

Review of past incidents, incident and hazard reports, hazardous substances and dangerous goods registers, plant and maintenance records

Review of historical records can be used to identify hazards and workplace. For example, a new hazardous substance is introduced to the workplace and you identify that the substance has not been added to the dangerous goods register. Not only are workers place at risk, but your organisation can be fined on the grounds of not following their duty of you care.

Your organisation may have made variations to the maintenance of plant and equipment in an

effort to save money. When you review the maintenance records, you might find that the level

of repairs to plant and equipment have increased costs due to plant and equipment breakdown

and lost work time.

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Review of research and industry literature

A literature review is a description of the literature that is available on a specific topic, industry

or field. In industry, examples of literature that you may use could include:

Industry and government websites

Industry journals

Trade journals

Manufacturer’s instructions or the owner's manual

Trade books

When reviewing information from the internet, make sure that the information that you are

reviewing is valid and reliable. For example, many people will refer to Wikipedia when they are

trying to find out information. This information is usually provided by personnel that may not be

qualified thus making this information unreliable.

Review of technical standards and other information sources

Different work health and safety standards that your organisation may use including:

Australian/Industry/National/ standards

Exposure standards

Guidance notes


Regulations

Simulations

Simulations can be used by work personnel to learn how to operate safely in the work

environment. Simulations give employees an opportunity to learn new skills, to identify ways in

which they can improve and can also be used as a tool to improve workplace processes and

procedures. For example to minimise risk in the workplace, you plan to implement a change.

This change could include the way in which to perform a task. The aim is to improve the quality

of customer service by introducing human interaction, decision making and communication

skills into the simulation to determine whether the simulation would operate successfully in a

work place.

Timelines of actions and events

Timelines are an essential part of WHS/OHS legislation in regards to hazard control and

identification. The time between reporting and actioning an event may be constrained by law.

Some variation in the reporting of incidents/accidents may vary from State to Territory

regulators. The time for actioning an event will vary according to your organisation’s priorities

in regards to how they respond to an event.

For example, your organisation may place a high priority in regards to resolving a hazard arising

from a risk to worker’s health. However, when you consider the level of risk and the cost of

resolving that risk, the organisation will prioritise the order in which hazards are resolved.

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Use of incident models

An incident model is the steps that are followed to identify and report an incident. Reports of

incidents can be communicated in many different ways including:

Verbal reports to supervision

Accident/incident reporting

Workers’ compensation claim forms.

Once the incident is reported, the level of support and resolution should be addressed. Each

level of support and action should be covered in the organisation’s policies and procedures.

Workplace processes such as 'walk through’, surveys and inspections

A walk through is a process in which the workplace environment is inspected and can be used:

To answer questions in regards to the success or failure of a work health and safety issue

Checking the company’s WHS/OHS policy, emergency response, evacuation and records to ensure that they are correct and up to date.

When a walk through is taking place:

Notes should be taken

Answers to questions should be addressed

Records of findings need to be maintained so a correct record of WHS/OHS is reviewed.

Risk Register

A risk register specifies how control measures will be implemented in a work place, where as an

action plan provides you with a guide on how to action and implement a plan. The risk register

is a record that can be used as a record of what has been done in terms of work health and

safety in the workplace.

A Risk register may include:

List of hazards, their location and people exposed

Control measures and dates for implementation

Range of possible scenarios or circumstances under which the hazards may

cause injury or damage

Results of the risk analysis related to the hazards.

A risk register aims to help you minimise risk in the workplace by running a register of all of the

risks identified in the workplace. A risk register should be used by management to track the

implementation of risk control measures and to monitor the on-going effectiveness of the

control measures that have been implemented.

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In most instances a risk is identified by a member of staff who completes an accident/incident

report. This information is investigated and steps are taken to control the hazards. The final

findings are written into the risk register so that you will be able to identify the different risks in

the work area and put processes in place to control the risks.

Risk register may include:

Lists of hazards

Potential for injuries are hazards. They need to be listed in your organisation’s risk register

when they arise in the workplace. It is important to make sure that you are aware of the risk. If

the number of hazards increases you will be able to identify areas of concern that should be

addressed as part of the organisations continuous improvement process.

Location of hazards

If your organisation has only one site then the register would be constrained to one site.

However, if your organisation has multiple sites over multiple regions, they would probably have

site specific risk registers. Location of the hazards is important because different locations in

different regions would be exposed to different types of risk.

It is important that you consider the impact specific emergencies will have on your organisation.

To assist you in addressing the emergencies and the possible scenarios, it is important to be able

to visualise and predict the different scenarios that may impact on each work site.

Outcomes of any risk assessment or risk ranking

The outcomes of any risk assessment or ranking will vary from incident to incident. However, it

is important that you do not just copy the processes - put in place other strategies to improve

processes. Part of the WHS/OHS legislation requires that PCBUs/employers provide a

framework for continuous improvement and progressively higher standards. To have the ability

to meet this requirement entails the need for a history of records identifying what was done and

how a resolution was made.

By maintaining the risk register an organisation is meeting one of its duties under the WHS/OHS

Act. Risk registers maintain not only a record of risks and risk rankings, but also a history of

incidents in the workplace. In this instance, if a person monitoring the types of incidents in the

workplace notices a sudden increase in a specific type of incident, then they can make sure that

corrective action is taken, find the cause of the increase and discuss the problem in consultation

with their workgroup/s.

This not only insures that a risk has been identified and minimised, which leads to a safer

workplace, it also ensures that the organisation is demonstrating its obligations under the

WHS/OHS Act of continuous improvement and higher standards.

Investigation reports are an excellent way in which to record concerns to be addressed in the

workplace. By reviewing these reports you will be able to identify what was done before and

whether there is a correlation between similar problems being faced at that moment.

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Hazard Identification and Risk Register

L = Likelihood, C = Consequence, R = Rating

Work activities Hazards Risks Initial risk rating no controls

Control plan - list controls measures to be implemented

Responsible person

Risk rating after controls

L C R L C R

Finishing of stainless steel products

Exposure to pickling chemical

Respiratory Damage - inhalation, Burns - skin contact

A 4 VH Substitution – (if possible) use a chemical that is less toxic

Isolation - booth Engineering - Extraction fans Admin - Signs, training, SDS/MSDS PPE – masks, gloves etc.

WHS/OHS Manager

D 4 M

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Keeping records of the risk management process:

Demonstrates how risk management and decision making was made

Assists in targeting key hazards and variations in hazard incidence

Provides the foundation for work procedures

Follows for the review of risks when there is a change in legislation and business activities; and

Demonstrates to parties, such as regulators how health and safety is being managed in the workplace (How to Manage Work Health and Safety Risks Code of Practice, page 20)

Organisations keep and maintain records for many reasons. It is important that you are aware of the processes and procedures for record keeping and that you maintain up to date information about these controls.The ongoing success of any risk management process is the:

Clear commitment of the organisation and management in regards to WHS/OHS in the workplace environment

Worker commitment and participation in the identification, planning, implementation and continuous feedback in regards to interventions and controlling risk

Continuous update of information to personnel through appropriate communication and consultation processes to workers.

Communication of the outcomes of risk management processes to stakeholders and key personnel is

usually agreed within the consultation process. Changes to the communication process must be

consulted with workers and other stakeholders.

Decisions made in regards to all steps in the risk management process must be clearly

communicated with stakeholders and key personnel. The quality of the feedback that workers and

stakeholders receive is dependent on the quality of the information and reliability and accessibility

of the information that workers have been provided with.

Once a communication process has been agreed upon, many organisations develop a risk

communication plan. Risk communication is a crucial part of the decision making process and refers

to the communication and reporting of risk outcomes to the appropriate stakeholders and key

personnel.

Communication must be two way process and must occur repeatedly throughout the risk management process. The communication plan is a written plan that tells you what you:

Need to accomplish

Ways in which the information will be communicated

Who the communication should be communicated to

How the information will be communicated; and

How results will be measured.

This is part of the continuous improvement process, so communication need to be continuously

monitored as a way of improving the correct and appropriate communication of information.

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The Communication Plan must be developed as part of the consultation process. Workers and those

personnel impacted by a risk should be consulted. When the need to change the communication

process is identified, then workers and those impacted by the risk must be consulted and the

communication plan will need to be updated.

To develop a communication plan: i. Evaluate the current communication process

ii. How is information to communicated to staff, stakeholders and/or key personnel

iii. What is the communication activity trying to achieve; and

iv. How effective is the activity

v. Consult with stakeholders and key personnel to obtain this information and ask them about the

appropriateness of the information being communicated

vi. Define your audience for each type of communication and determine whether it is appropriate

and reflect on the information that is being communicated.

vii. Define the objectives in every part of the process

viii. Identify the appropriate tools to communicate information

ix. Establish a timetable that ensures that workers obtain the information in the appropriate

manner in time to review information so that they will be able to provide you with feedback

and can address their concerns

x. Evaluate the results. Continuous improvement is essential to the ongoing success of the

communication of outcomes of the risk management process.

Other factors that you should consider are:

The appropriateness of the type of communication

Whether stakeholders would prefer to communicate in a different manner. For example, stakeholders unable to attend meetings because they are in demand in other areas, or they may require a report that allows them to review information and the reasons for changes

The language used should be appropriate for the recipient

The consultation process is essential in ensuring that the lines of communication are open between management and workers and those impacted by the risk outcomes. Information must be provided by all parties in an environment conducive to the decision making

process. Information must be current and be obtained from reliable sources. When information is

communicated to stakeholders and key personnel, care should be taken to proof read the

information to ensure that you are providing parties with accurate information.

Decisions and actions will arise from this information so it is essential that the information is

accurate. Inaccurate information can give rise to higher costs as decisions are made due to

inaccurate information. In turn, workers will lose confidence in the WHS/OHS Consultation process.

Care must be taken to ensure that all information is the most recent and appropriate for your

hazard.

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Chapter 6 WORK-RELATED HEALTH AND SAFETY MEASURES AND INITIATIVES

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Work-related health and safety measures and initiatives may include:

Health monitoring of workers exposed to particular work hazards as specified in legislation

Pre-employment and other work-related health assessments as specified in legislation

Workplace measures to target specific factors, such as stress, fatigue, bullying and

harassment, hearing loss, and short-term and long-term effects resulting from exposure to

hazardous substances (such as asbestos, lead and isocyanates)

Depending on your workplace, there will be a number of measures and initiatives relating to

WHS/OHS that will be in place. When you start at your workplace you should be made aware of

these measures either through your induction or related training. The training will actually be part of

the measures and initiatives as it will be making you aware of your workplace legislative

requirements and obligations.

Work related Health and Safety measures can relate to a number of areas including risks, hazards,

illnesses and employee health. This is, for example, where ergonomic requirements fit in as it is

highly important that every employee’s wellbeing is looked after, whether that is making sure the

chair they sit in is comfortable or the lighting in their workplace is sufficient to do their job without

straining their eyes.

Ergonomics

Addressing ergonomic requirements:

Any assessment of ergonomic conditions that exists in the workplace maybe handled through the HR

(Human Resource) department under a Risk Assessment as part of WHS/OHS or by a system that

evaluates risk potential to employees.

Ergonomics is closely related to computer operations and office work situations but we must be

aware that the principles extend to ALL working situations and relates to all plant, equipment,

machinery and tools we use.

Ergonomic requirements may include:

The size and shape of equipment

Positioning of equipment

Avoiding radiation from computer screens

Avoiding over-use syndrome

Document holder, screen, keyboard and mouse position

Footrest and positioning

Lighting and Noise minimisation

Workstation height and layout

Posture - Equipment that is reasonably adjusted to meet personal needs, in appropriate circumstances

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Work organisation requirements may include:

Exercise breaks

Mix of repetitive and other activities

Rest periods

It is the responsibility of the employer to provide a safe workplace & it must be documented and form part of regular risk management checks.

Supervisors, managers, team leaders must drive a safety culture. Responsibilities include hazard reporting procedures, job procedures and safe work instructions, emergency procedures, incident and near miss reporting and recording procedures, consultation on WHS/OHS issues, correct selection, use and storage and maintenance procedures for use of personal protective equipment, control of risks under direct supervision.

Awareness of relevant legislation from all levels of government (State or Federal) which affect business operation, especially in regard to WHS/OHS and environmental issues, equal opportunity, industrial relations, anti-discrimination and diversity.

Compliance to behaviour that contributes to a safe working environment, identifying and reporting risks or hazards, using business equipment according to guidelines, listening to the ideas and opinions of others in the team, sharing opinions, views, knowledge and skills. Formal and informal health and safety meetings, meetings called by health and safety representatives, suggestions, requests, reports and concerns put forward to management.

Check the following: workstation height and layout, chair height, seat and back adjustment, footrest, screen position, keyboard and mouse position, document holder, posture, avoiding radiation from computer screens, noise minimisation.

Mix of repetitive and other activities, rest periods, exercise breaks, VDU eye testing. A range of environmental conditions including: noise, light, gas, smoke, odour, vapour, liquids/solids, particles and fumes.

If a particular workplace layout design is needed this would be a matter of personal and working circumstances.

Does the workspace provide acoustical privacy (for example, can people talk in privacy, according to the level of confidentiality required? Do noises and conversations interfere with their concentration? Do noises or conversations make it difficult to hear or understand speech if much of their work involves using the telephone?)

Can an employee personalise his or her individual work space?

Is there access to natural light or only artificial lighting?

Is the workplace layout designed to facilitate interpersonal contact?

Examples of workplace policy requirements:

Maintain work areas in a safe, uncluttered and organised manner according to policy and procedures.

Carry out all procedures safely, effectively and efficiently with minimum inconvenience to staff according to policy.

Apply policy and procedures for tidying work areas and placing items in designated areas.

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Clean work area:

Apply policy and procedures for personal hygiene and cleaning of work area

Sort, recycle, remove and dispose of waste promptly according to policy requirements.

Safely remove and clean spills of food, waste or other potential hazards in compliance with WHS/OHS requirements and policy.

Maintain equipment and consumable materials and store correctly after use.

Use and clean equipment according to manufacturer instructions and policy requirements.

Consideration should be given to:

The accessories required to operate properly

The layout of equipment on the desk

The location of furniture in the room.

Work surface height:

Adjust the height of the work surface and/or the height of the chair so that the work surface allows

your elbows to be bent at 90 degrees, forearms parallel with the floor, wrists straight and shoulders

relaxed.

Chair:

Adjust the seat tilt so that you are comfortable when you are working on the keyboard. Usually, this

will be close to horizontal but some people prefer the seat tilted slightly forwards. Your knees should

be bent at a comfortable angle and greater than 90 degrees flexion. If this places an uncomfortable

strain on the leg muscles or if the feet do not reach the floor then a footrest should be used. The

footrest height must allow your knees to be bent at 90 degrees. Therefore the height of the footrest

may need to be adjustable. Adjust the backrest so that it supports the lower back when you are

sitting upright.

Keyboard placement:

Place the keyboard in a position that allows the forearms to be close to horizontal and the wrists to

be straight. That is, with the hand in line with the forearm. If this causes the elbows to be held far

out from the side of the body then re-check the work surface height. Rest the wrist rests on the

desk. Be careful not to have the wrist extended or bent in an upwards position.

Screen placement:

Set the eye to screen distance at the distance that permits you to most easily focus on the screen.

Usually this will be within an arm's length. Set the height of the monitor so that the top of the screen

is about (or slightly lower than eye level) and the bottom of the screen can be read without a

marked inclination of the head. Usually this means that the centre of the screen will need to be near

shoulder height. People who wear bifocal or multi focal lenses will need to get a balance between

where they see out of their lenses and avoid too much neck flexion.

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Desk-top layout:

Place all controls and task materials within a comfortable reach of both hands so that there is no

unnecessary twisting of any part of the body. Most people prefer the document holder to be

between the keyboard and the monitor.

Document holder:

There are many different types of document holders available.

Place this close to the monitor screen in the position that causes the least twisting or inclination of

the head.

Posture and environment:

Change posture at frequent intervals to minimise fatigue. Avoid awkward postures at the extremes

of the joint range, especially the wrists. Take frequent short rest breaks rather than infrequent

longer ones. Avoid sharp increases in work rate. Changes should be gradual enough to ensure that

the workload does not result in excessive fatigue. After prolonged absences from work the overall

duration of periods of keyboard work should be increased gradually if conditions permit.

Lighting:

Place the monitor to the side of the light source/s, not directly underneath. Try to site desks

between rows of lights. If the lighting is fluorescent strip lighting, the sides of the desks should be

parallel with the lights. Try not to put the screen near a window. If it is unavoidable ensure that

neither the screen nor the operator faces the window.

If the monitor is well away from windows, there are no other sources of bright light and prolonged

desk-work is the norm, use a low level of service light of 300 lux. If there are strongly contrasting

light levels, then a moderate level of lighting of 400 - 500 lux may be desirable.

Glare and reflection:

It is important to detect the presence of glare and reflection. To determine whether there is glare

from overhead lights whilst seated worker should hold an object such as a book above the eyes at

eyebrow level and establish whether the screen image becomes clearer in the absence of overhead

glare. To detect whether there are reflections from the desk surface, the worker should hold the

book above the surface and assess the change in reflected glare from the screen.

A number of ways are available to eliminate or reduce the influence of these reflections:

Tilt the screen (top part forwards) so that the reflections are directed below eye level.

Purchase a LCD screen.

Cover the screen with a light diffusing surface or anti-glare screen.

Negative contrast screen (dark characters on light background) will reduce the influence of

these reflections.

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If you experience eye discomfort when using a bright screen you should make the following adjustments:

Turn the screen brightness down to a comfortable level.

Look away into the distance in order to rest the eyes for a short while every ten minutes or

so.

Change the text and background colours. Recommended are black characters on white or

yellow background, or yellow on black, white on black, white on blue and green on white.

Avoid red, green or yellow on white.

Using a mouse:

A well designed mouse should not cause undue pressure on the wrist and forearm muscles. A large

bulky mouse may keep the wrist continuously bent at an uncomfortable angle. Pressure can be

reduced by releasing the mouse at frequent intervals, by selecting a slimline, low-profile mouse.

Keep the mouse as close as possible to the keyboard, elbow bent and close to the body.

Keyboard equipment and radiation:

Computer screens emit visible light which allows the characters on the screen to be seen. Weak

electromagnetic fields and very low levels of other radiation, not visible to the human eye, can be

detected by sensitive instruments. Similar emissions are produced by television receivers.

The levels of most radiations and electromagnetic fields emitted from computers are much less than

those from natural sources, such as the sun or even the human body and are well below levels

considered to be harmful by responsible expert bodies such as the International Radiation

Protection Association (IRPA).

Keyboard and telephone operations:

Avoid cradling the phone between your head and shoulder when answering calls. If needing to

access the computer at the same time a headset is recommended. Hands free/speaker phone is

another option if the environment is suitable.

Posture during typing:

Good posture is essential for all users of computers. It comprises of a natural and relaxed position –

but ensure that your back is at the back of the chair, providing opportunity for movement, and from

which the operator can assume a number of alternative positions. It is not a single, rigidly defined

position.

Typing technique:

Typing is a physical activity and using a keyboard requires skill, hence the need to learn correct

typing technique. Unskilled ('hunt and peck') typists are particularly at risk of Occupational Overuse

Injury because they:

Often use only one or two fingers which may overload the finger tendons

Are constantly looking from keyboard to screen to keyboard, which may strain neck muscles

Often adopt a tense posture (wrists bent back and fingers 'poised to strike')

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Speed of keying:

The efficiency and speed of modern computers makes it possible for a skilled operator to type

extremely quickly. This capability, reinforced by workload pressures means the potential exists for

operators to key at speeds which may cause or contribute to Occupational Overuse Syndrome.

The role of the repetitive movement in injury is not fully understood, but is believed to interfere with the lubrication capacity of tendons, and the ability of muscles to receive sufficient oxygen supplies.

10,000 - 12,000 keystrokes per hour is considered an acceptable standard.

Length of time on the keyboard:

The maintenance of a fixed posture for long periods is tiring and increases the likelihood of muscular

aches and pains. In addition, long periods of repetitive movement and sustained visual attention can

also give rise to fatigue-related complaints.

It is recommended that operators avoid spending more than five hours a day on keyboard duties and

no longer than 50 minutes per hour without a postural/stretching break.

Employees newly engaged in keyboard work, and staff returning from an absence of two or more

weeks, need a period of adjustment. The adjustment may be achieved through reduced work rates,

or provision of alternate duties with gradual re-introduction to keyboard work.

Jobs should be designed and organised so that either:

Computer related tasks can be interspersed with non-computer related, or

Computer based tasks can be rotated amongst several staff (task/job sharing).

It is not the change of task per se, but the change to using different movements and postures that is

important. The whole purpose of task variety is to give the overloaded workers a necessary break.

Supervisors should ensure that workload controls are exercised using the following strategies:

Planning ahead to avoid peaks, and rushed jobs

Delegating fairly to all staff not just the best workers

Considering the total workload of the individual (often comes from a number of sources)

Clearly defining each operator's workload

Implementing systems of prioritisation e.g. work request forms, waiting lists etc

Using relief staff

Applying strict tests to the use of 'urgent' labels

Discouraging 'endless' drafts

Discouraging the use of typed internal minutes and memoranda

Encouraging authors to have realistic expectations

Teaching authors keyboard skills

Teaching operators how to be assertive, and how to prioritise

Supporting operators when authors impose unrealistic expectations

Refusing illegible drafts

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Voluntary and 'Wellbeing' Initiatives

There are a number of work related health and safety issues which don’t necessarily present

themselves so clearly. There is a wide range of issues that cover employee health issues which are

very important and need to be looked at. Health and Safety training is a statutory obligation but

there may be programs that are voluntary and deal with the wellbeing of the employees. These

programs can either be suggested to an employee who you think it may be beneficial to or it could

be a program which you think your team should take part in to help them in the workplace and

society.

Your workplace should have information on both statutory and voluntary programs for you to

participate in and your Manager will let you know if any statutory training or programs come up that

you need to participate in. Below is a list of reasons why some people will need extra support in the

workplace and may need to take part in a relevant ‘wellbeing’ voluntary program to help.

Wellbeing

Family pressures:

Many employees are linked into family units in some shape or form. In an aging society employees

may also have dependent parents of their own. Families can be a source of pressure from

expectations – visible and hidden. Modern HR practice encourages family friendly work

environments with flexibility to handle changes in situations. Parental leave and carer’s leave are

two examples of this approach.

Stress:

There are various forms of stress. They can be temporary and enduring. Ongoing stress is dangerous

because it can cause other physical illnesses. It can also create problems with thinking and memory.

Stress is usually dealt with through referral to a counsellor. This may often occur under the

Employee Assistance Program (EAP).

Mental disorder:

More serious forms of stress come from mental disorders. Clinical depression is a major example of

a mental disability. It affects people from all walks of life, from politicians and doctors through to

fire-fighters and executives. Often it not recognised and therefore may account for

underperformance. Passive aggression is often common among people who show signs of stress.

This can show as negative attitudes, cynicism or excessive criticism of others.

Physical disability: Disability has been under-valued in the Australian labour market. Since the mid 1980s there has

been a gradual change through government regulation. Government employment support schemes

now have specialist disability placement agencies. The employment of disabled workers is part of

cultural diversity planning. In the years ahead HR professionals will become more proactive in this

field.

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Drugs and alcohol:

Dependence on drugs and alcohol is an important issue for Australian workplaces. Australian culture

is known for high levels of alcohol use. There are illegal drugs, including party drugs like ICE. These

are important workplace issues and the rights to do testing are an emerging issue.

Illness:

During their lives most employees experience some illnesses. These can range from short term

incidents through to long term conditions, sometimes permanent. Conditions such as high blood

pressure & diabetes are some of the common illnesses. Occasionally illnesses like the flu can impact

an entire workforce. Short term illnesses can seriously affect performance measures for those with

short term targets.

Low work ethic:

Some employees do not have a naturally high work ethic. This problem can come from social

background through to personal attitudes. Some employees may need assistance to deal with this

motivational challenge.

Anxiety or depression:

These are mental health conditions that are becoming more common. They may not be enduring

disorders and they can be treated. But for the period of the illness sufferers can experience

fluctuations in motivation and therefore performance.

Age and energy:

Energy levels often change over time and these changes can impact performance. Australian society

is experiencing an epidemic of obesity. Overweight conditions can definitely impact ability to

perform some forms of work. This is becoming a matter of workplace safety and health.

This constellation of personal barriers changes over time. With an aging population some of these

workplace issues in Australia will skew towards the elderly. Smart employers track these

demographic issues and try to anticipate their impact. Preventive workplace health programs can

help both the employer and the employee. The invisible nature of some conditions or barriers

means that random testing may be necessary. Some workplace health agencies constantly monitor

broader industry and work place trends.

Mandatory Health Monitoring Your State’s Health and Safety Legislation will describe the certain situations where it is mandatory to monitor your workers health. These can include but are not limited to exposure to:

• noise • lighting • chemicals, solvents • vibration • welding fumes • radiation • synthetic fibre • confined Spaces

• dust • metal fumes • asbestos • lead • hydrocarbons • breathing air quality • thermal comfort • hazardous substances

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If you find that your workers are exposed to these situations you are required by law to monitor their health and conditions and the conditions of the work environment. To help us in these obligations we can turn to specialist help from occupational hygienists whose job is to carry out these evaluations and report findings to the employer. Health monitoring initiatives that can be carried out may include:

• Establishing medical tests • Occupational health testing and sampling of work area • Providing controls advice • Delivering training • Specialist intervention • Consultation with work force

Consult with individuals The consultation process should not be constrained to just the workers. It is essential to consult, co-

operate and co-ordinate with workers & others. The person or groups that need to be consulted will

usually be clear when the consultation process is first implemented. “This will usually be apparent

from the circumstances, through contractual arrangements, presences on site or the need for others

to be involved”.

Within these groups there is a huge range of views and opinions. Their understanding of risks and

benefits along with their reasoning will allow for an unbiased view that should be documented so

that you can provide evidence that you considered all aspects of the hazard and its impact on the

organisation and if necessary, surrounding environment.

Clients:

If an employer is not meeting the obligations under the law, there is a chance that the community is

placed at risk due to their inaction.

If for example a client purchases hazardous substances or materials from you, it is important that

they are aware of your obligation under law to provide them with the information that will assist

them in controlling and maintaining the hazard so that the associated risks are minimised. They are

able to learn from their experiences with you.

Contractors:

When a contractor, sub-contractor or their employees work on a work site, they should participate

in an induction to the work site so that they are familiar with its operations. These personnel should

especially be consulted with when a hazard or risk will impact on their activities. Their knowledge

and experience can be added to the knowledge and experience of others, including workers to

ensure that the most information can be received and utilised.

By their professions and unique experiences, they may be able to bring new experiences or

knowledge to the consultation process.

Visitors:

Visitors should also be inducted into the work site.

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WHS legislation

Factors that may impact on work-related health and safety may include:

Health and other requirements for workers undertaking safety critical tasks and jobs

Lifestyle factors

Non-work related health and safety problems

Other factors that need to be addressed to meet specific legislative requirements and

obligations

Workplace psychosocial factors, including bullying, fatigue, harassment and other sources

of work-related stress

Work-related factors

Once you have established the factors that may impact on work-related health and safety, and every

workplace will be different, you will need to consult and discuss with the appropriate parties and

individuals to decide what the best measures and initiatives will be. As discussed previously in this e-

book, measures and initiatives will differ depending on whether they are for statutory (health

monitoring) or voluntary programs.

Measures and initiatives may include:

Health monitoring

Health assessments

Regular breaks

Wellbeing meetings

General health promotion

Support and assistance programs

Counselling

Workplace protection from hazards

There are a number of individuals and parties that you may have to consult with. You will have

identified and evaluated factors impacting on work-related health and safety, determined

appropriate measures and initiatives to address those factors but now you will need to assist with

designing the appropriate measures and initiatives.

The measures and initiatives that will be deemed appropriate will depend on your workplace, the

industry you are in and whether you are dealing with specific legislative requirements or voluntary

health promotion programs.

Contribute to establishing work-related health and safety measures and

initiatives

Development and planning may include:

Liaison with government bodies

Liaison with health promotion program professionals

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There may come a time when you are asked to help with the development and planning of

WHS/OHS safety measures and initiatives in your workplace. You may even already be a WHS/OHS

representative and therefore are always developing and planning new safety measures and

initiatives. Either way, you need to be able to communicate with the right people, whether they may

be government bodies, health promotion program professionals, managers or your colleagues.

You may need to contact government bodies to find out any necessary legislative requirements for

your workplace regarding WHS/OHS or you may wish to put a new voluntary program in place for a

specific member of staff with a particular health need or you may want the team to take part in a

program to help them learn about a relevant health and/or safety topic.

Identify Resourcing Requirements for Monitoring

Once you have designed and discussed the measures and initiatives, you will need to consider what

resources may be required, any timelines that need to be put in place and what your responsibilities

will be regarding the measures and initiatives you wish to implement.

Resourcing requirements:

Depending on the measure/initiative you are implementing, there will be a variety of resources that

you may require. The main resource you will require will always be people, as it will be people who

will give you the information you may require to implement any new measure/initiative. Other

resources may include:

Information packs

Funds

WHS/OHS Legislation

Workplace policies and processes

Activities

Workbooks

WHS/OHS Health/Wellbeing representatives

Classroom/workroom

Voluntary program leaders

Internet access

Timelines:

Timelines will need to be decided so as to determine how long you have to implement the measures

and initiatives. These timelines will need to be communicated to all the appropriate personnel,

which may include:

Managers

Supervisors

Colleagues

WHS/OHS Health/Wellbeing Representatives

External parties

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Timelines may also need to be decided for particular measures and/or initiatives i.e. if you have

decided that an individual or a team need to take part in a voluntary program related to wellbeing or

health, you may wish to make a date for when they need to take part and a timeline for how long

they have to complete the program. This will need to be communicated to the teams or individual,

as well as their direct supervisor or manager as to make sure they are aware that they may need

time off of work to take part.

Responsibilities:

Depending on your role, your responsibilities will vary and you will either need to clarify with others

what your responsibilities will be or you will already know from the process that you have gone

through to get to this point. Your responsibilities may include:

Contacting external parties

Letting teams and individuals know about the measures/initiatives

Setting dates and times

Gathering resources

Leading or assisting with programs

Ensuring Health and Safety Measures and Initiatives Comply With Legislative Requirements and Obligations WHS/OHS procedures for consultation should be agreed upon between the worker and the




with organisational procedures (Model Work Health and Safety Consultation, Cooperation and

Coordination Code of Practice, p.13, 2011).


communicated and agreed to by the workers. Your skills as a facilitator are required here and are an

important part of the consultation process.

A facilitator should be able to:

Lead by example: During the consultation process, demonstrate the behaviour that the WHS/OHS Act and your

workplace procedures emphasise. Back up what you say with actions. When you promise

something and do not deliver, workers will interpret this as acceptable behaviour.

Employers have a basic duty to ensure that the workplace is safe. If a worker reports a hazard to you

and you fail to follow up, you are indicating that even though they have being trained, they also do

not have to follow up.

Over the years, workers have been exposed to many management and supervision initiatives which

are only a front. They have learnt that in most instances management will say to follow these

practices, but in the end the workers were let down. If you work in such an environment, employers

will have to ensure that procedures are always followed; & and follow through in everything that

you promise.

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If you are delayed with a hazard, apologise and make sure short term controls are put in place to

resolve the hazard and control exposure to risk.

Maintain an open environment:

Encourage workers to provide you with feedback, even if it is negative. If a problem arises, do not

point the finger, this will discourage worker participation and their contribution to the consultation

process. To empower workers, work with them to find out the cause of the problem and come up

with ways in which to correct the problem.

For example, one chemical is mixed with another and damages a surface. What is the cause of the

problem? Yes, you may say the worker who mixed the chemicals. There are times when a worker

requires more than one set of training. Another problem that training may not have been reinforced

and workers may need to be trained again every so often.

Involve everyone:

This means everyone who is impacted or influenced by the hazard. Some work groups work over

several shifts. Consider the best times in which to consult with as many personnel as possible,

including meetings, toolbox talks, emails, feedback forms and other forms of consultation or

communication.

Provide these individuals or groups with opportunities to express their views and contribute and to

address their concerns. Provide them with feedback in regards to a decision and ensure that the

feedback is ongoing.

Provide facilities:

Demonstrate that you care by providing the workers with facilities for when they are attending not

only work, but meetings. General facilities include toilets, and tea and coffee. Make sure that

workers have room to sit and that they are not put at risk. For further information on facilities refer

to the Model Managing the Work Environment and Facilities Code of Practice.

Providing a facility not only sends the message that you care, it demonstrates that they are

important to the organisation and will provide the environment that is supportive and reinforces

Management’s commitment to work health and safety.

Listen, listen and listen!

Demonstrate the respect that you expect. When someone is addressing their concerns, expressing

their views and contributing to the Work Health and Safety Process, take the time to stop and give

them your full attention.

This means that you need to acknowledge their contributions and provide feedback in regards to the

final decision made. It is important to explain the reason for your decision and why their

recommendations were not followed up. Highlight that even though the contributions were not

appropriate in this instance, in the future reviews their suggestions will be considered and may be

found appropriate for your needs.

As a facilitator it is important that you consistently emphasise to the workgroup why information is

being exchanged and its importance to the decision making process. As a facilitator, and in

alignment with the consultation process, you need to share information and clarify issues with

workgroups and individuals impacted by the hazard and its associated risks.

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You are required to offer advice and guidance so that workers will be empowered to make their own

decisions. The role of the facilitator is to offer advice to help in the journey of information exchange.

Which parts of the consultation process can you demonstrate these facilitation skills? The

consultation process includes:

Share information with workers

Give workers a chance to share their views and opinions

Give workers a change to contribute to the decision making process

That workers views are considered when a decision is being made

Workers are provided with feedback on a decision in a timely manner

Ensure Work-Related Health and Safety Measures and Initiatives Comply With WHS/OHS Legislation and Workplace Policies And Processes

Legislative requirements and obligations may include:

Award and industrial workplace legislative requirements

Common law rights and duties

Privacy laws and regulations

Workers’ compensation legislation

You will need to consider all of the above, where relevant, when implementing any measures and

initiatives. It is very important that you ensure that any measures/initiatives comply with WHS/OHS

legislation. You will need to access the Acts, Regulations and codes of practice through either your

workplace or external bodies i.e. the government.

Other legislative requirements and obligations will vary, depending on your workplace and/or state

so you will need to determine what is relevant to you. You will also need to check with your

workplace policies and procedures which should be accessible within your workplace or by speaking

to a supervisor.

It is important to make sure that you stay up to date with changes of WHS/OHS information & how it

will impact on the decisions that you make about work health and safety in the workplace. Your

organisation also has a legal obligation to improve safety in the workplace.

To ensure that your information is current, it is essential that you access the most recent

information to make sure that the information used for the decision making process is informed.

When you access a website make sure that the information is recognised and up to date. Industry

and employer websites, professional associations and government websites, such as the regulatory

body within your State or Territory are reliable sources of information. Check the dates of updates

on the website to ensure that information is recent and up to date.

Check trade and industrial journals to ensure that the information you retrieve is the most current.

Failure to use a recognised industry websites (as listed above) and journals means that the

information that you access may not be reliable, valid or current.

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Maintaining your legislative requirements is an important part of sharing information with your staff.

This information will ensure that your workers are making informed decisions. If the information is

not correct, then incorrect and uninformed decisions could be made. These errors could cost the

organisation thousands of dollars in increased fines and compensation and operating costs.

Contribute To Reviewing and Evaluating Work-Related Health and Safety

Measures and Initiatives

With any measure, initiative or plan that is implemented, you will need to be able to review and

evaluate its performance. This way, you can see if it is working or has worked, whether the measure

has made the workplace safer or if the program has helped a team or individual with any wellbeing

issues they may have.

This will also help with continuous improvement, as even though you have implemented a new

measure or initiative that may work now, you will always need to look for ways to improve as what

works for you now may not necessarily benefit your organisation/team in the future and vice versa.

It is your responsibility to help with the review, evaluation and continuous improvement of any

measures and initiatives that you have helped implement.

Monitoring is the collection of information and data that is used to assist individuals to make

decisions on WHS/OHS issues. These issues can be used to measure whether the organisation is:

Making an informed decision in regards to health and safety through the use of

the most recent data,

The WHS/OHS conditions in the workplace sufficient to demonstrate that the

organisation is meeting its legal obligations.

To ensure that these measures are met, your organisation will develop policies and procedures

based on the legislative requirements of the WHS/OHS Act and Regulations. By following these

policies and procedures you will be meeting your duty of care under the WHS/OHS Act.

Monitoring will assist you in determining that the minimum standards are at least maintained. It

should be an objective of the organisation to improve the quality of the health and safety within the

workplace.

Many organisations will have different procedures to monitor the level of performance and in turn

compliance of staff in the workplace. For example, the number of incidents in a work area has

increased over a period. What is the cause of this increase? Monitoring will assist you in

determining the cause of the increase of risk and then determine through the consultation process

how to minimise the risk.

The Model Work Health and Safety Consultation, Cooperation and Coordination Code of Practice

aims to ensure that your legal obligations under the WHS/OHS Act and Regulations are maintained.

Procedures are developed to provide you with the steps to perform work duties. Those procedures

will include how to monitor worker’s health and work conditions.

It is important that these procedures are clear and at a level that the parties have information

communicated to them in a manner that they understand.

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It is important that you not only consult with others with expertise, it is also important that you

ensure that the experts that you access have the legal ability to provide the information that you

require.

Assist with preparing reports on and communicating review and evaluation outcomes to individuals and parties

You have to evaluate the measures/initiatives to see how effective they have been, & prepare a

report to show your findings which will need to be communicated to various people.

This can be done via email or in the form of a meeting; the appropriate method will depend in your

workplace and it is your responsibility to decide on the best option.

Reports:

Reports will be written and formatted in different ways depending on your workplace, your

organisation may already have a template in place or you may even be asked to produce one

yourself. It could be just as simple as a brief written document explaining your findings. Either way,

you will need to make sure it is written clearly and concisely for all to understand, with the option of

contacting you or whoever else is appropriate, if anyone wishes to clarify the findings reported.

Make sure you check with relevant personnel the format of the report you are to assist with to make

sure you comply with workplace policies and procedures. To ensure you have all of the relevant

information to include in the report, gather all of your evidence and findings and make sure are able

to understand and explain them in written form.

Communicate:

When you communicate information to personnel make sure that you follow your organisation’s

communication policy and procedures. For example, in most instances an organisation will usually

require a full report for management. For every recommendation that is made, clear and concise

reliable information must be provided to support any recommendation.

Use information from a government or industry recognised website, then the information can be

trusted.

The Model Work Health and Safety Consultation Cooperation and Coordination Code of Practice

recommend that consultation records should be kept by the organisation to demonstrate that the

organisation is complying with their consultation needs. The records should include discussion of

outcomes, and should be brief and simple and includes:

Listing who is involved in the health and safety issue

What the safety topic is about

The decision made and action taken and when (including when it was

completed)

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Chapter 7

FACILITATE THE

DEVELOPMENT AND USE OF

HAZARD-MANAGEMENT

TOOLS

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Select and develop hazard-management tools

Apply knowledge of hazard-management tools, of the workplace and of WHS/OHS legislation to

identify tools suitable for hazard management in the workplace

Workplace health and safety laws stipulate that an organisation has the legal obligation to provide a

safe and healthy working environment. As we have seen there are various levels of legislation in

place that can be referenced to help achieve this including:

Acts

Regulations


Industry standards

Codes of practice

Guidance Notes

When organisations make a proactive step to comply with this legislation it can be said to be

showing a greater level of due diligence and helping to establish its duty of care obligations.

One way to do this is by carrying out workplace risk assessments. The WHS/OHS Act gives an overall

obligation to monitor the safety of the workplace and health of the workers while the WHS/OHS

regulations are more specific on which areas an organisation has to legally monitor. Your State’s

WHS/OHS regulations may include monitoring of workers when exposed to:

Falls from heights

Hazardous substances

Asbestos

Carcinogenic materials

Radiation

Confined spaces

Noise

Plant

Manual Handling

Lead

Hazardous atmospheres

Electrical Safety

Diving Work

An organisation will have to decide which documents or tools they will use to help record monitoring

processes for these situations as well as general workplace observations for unsafe or non-compliant

areas. An organisation will be able to prove they are showing duty of care once hazardous situations

and the decisions taken to rectify those situations have been recorded into a hazard management

tool.

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Hazard management tools may include:

Hazard and risk checklists

Hazard hunts

Job safety analyses (JSAs)

Manifests and registers, such as for dangerous goods, hazardous chemicals and plant

Procedures, processes, methods and techniques to identify and assess hazards and risks

Safe work method statements (SWMSs)

Surveys using questionnaires, interviews and other survey techniques

Techniques, tools and methods to address specific physical or psychosocial hazards and risks

Workplace inspections and walk throughs

Hazard inspection registers

Risk Registers

Safe Work Procedures (SWP)

Feedback forms

Management and their representatives must understand the workplace they are operating in. This

includes understanding of the tools, techniques, equipment, substances and systems that are in

place and this knowledge can be gathered when establishing the context during the risk

management process. Understanding these processes will help establish an understanding of which

hazard management tool is required to manage health and safety in each situation.

Knowledge of the work environment includes understanding:

Existing workplace WHS/OHS management systems and their components

Other workplace systems such as information systems

Workforce characteristics, composition, structure and organisation

Workplace structures, policies, procedures, processes, work arrangements, activities, jobs

and tasks

Work sites and locations

Consult with individuals and parties on suitable hazard-management tools

As we have seen in Chapter 1 - Health and Safety Legislation, organisations have an obligation under

their state’s WHS/OHS legislation to consult with the workers. This extends to including them in the

discussion surrounding the design, choice, distribution and use of hazard management tools in their

work areas. When a worker has input into decisions being made about how to facilitate their health

and safety at work they will be more likely to be engaged and take ownership of changes that are to

be implemented. This in turn will help to build a strong safety culture.

Workers may have had access in the past to certain hazard management tools that could be used

within the work environment or they may have information about the types of tools that would be

applicable to the specific tasks and therefore risks, they encounter each day. Many workers have

access to unions and industry associations who in turn may have hazard management tools that can

be used in the work place. Many suppliers and manufactures already have tools designed for this

use.

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Individuals and parties that may be included in the consultation process can include:

PCBUs/Employers

Officers/Directors

Managers, supervisors, workers

Contractors and subcontractors

Suppliers, Manufacturers



Unions, association bodies

Consultants

WHS/OHS inspectors, Workers’ Compensation Bodies

Determine hazard-management tools to be used in the workplace

As we have seen in Chapter 4 - Contribute to Managing WHS Information Systems, in the life cycle of

documentation, after needs have been identified, and is collect/produce a document. Management

may find that they already have specific hazard management tools as part of their WHSIS/OHSIS.

These tools will need to be reviewed for their suitability and usefulness. If they have found a need

for a specific tool (for example a SWMS for unloading trucks) and one is not available they will have

to create it themselves or purchase and download an acceptable copy from an outside source. They

may have a similar SWMS or generic template that can be modified to meet the specific needs of the

job task.

Understanding all the job tasks that are carried out within a work environment leads a management

team to creating specific SOP, SWP, SWMS or checklists for each task. This publication includes many

examples of hazard management tools including:

JSA

Hazard and Risk Register

Health and Safety Action Plan

Risk Matrix

All hazard management tools should go through a test and trail run before they are added live to

worksites. In this forum, deficiencies can be ironed out and hazard management tools can be

adjusted before being introduced to the worksite.

Facilitate the use of hazard-management tools

Develop and conduct required training and instruction for individuals and parties who will use

hazard-management tools

New hazard management tools will need to be introduced to the people who are supposed to use

them. They will need to be added to existing work area practices and employees will need an

explanation on how to use them effectively. This means that the hazard management tools need to

be followed & filled out correctly, and capture the required data.

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Organisations have a legislative obligation to pass on information, instruction and training in the

work environment with regards to their stakeholder’s health and safety. Management can help to

facilitate this by presenting training in a positive light (explain the benefits to the worker of the

training), encouraging workers to participate in training and deliver training sessions in a positive

manner.

People can be trained in many ways. Small groups can be formed and demonstration sessions can be

held to inform the stakeholders on the requirements of each tool. These sessions can be delivered

through:

Designated Workgroup Training

Here the tools are put into use in the work environment where they will be used. This helps

stakeholders get a greater understanding on when and how these new processes fit into the work

they are already carrying out.

Simulations/Role Plays

A dummy work area can be set up or role plays can be carried out in training rooms based on

workplace situations to explain and demonstrate the new tools.

E-Sessions

The new tool is explained using online applications. This would be especially helpful to those

employees in remote locations.

Case Studies

Real or fictitious situations that are typical to the work environment can be used to demonstrate

how the new hazard management tool would be used to control that situation.

Chunk it down

One way to facilitate delivery of large or complex training sessions is to break the session down into

smaller, easier to absorb sessions. In this way trainees will not be overwhelmed by the complexities

of the information provided. Also, providing breaks between training sessions gives trainees the time

to let the information “sink in” before moving on to the next concept. Slowing down the training also

helps the message to be absorbed.

Allow for feedback

When planning a training session it is important to factor in when you will receive feedback from

trainees. This can occur before, during or after the training session. Liaising with the trainees

beforehand can help with answering any questions that trainees may have going into the session

and can help put trainees at ease. Gathering feedback during training can establish whether

instructions are being understood, and feedback after a session is useful for finding out if trainees

now understand the requirements of the new hazard management tool.

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Barriers to training

Training and information sessions can sometimes fail to deliver for a number of reasons. Facilitators

must recognise the varying barriers to successful training that exist and have preventative measures

ready to be deployed to assist.

Barriers to training are many and vary from site to site but may include environmental,

organisational and personal barriers.

Environmental Barriers:

Noise

Distractions

Hot/cold training environments

Incorrect lighting

Poor training facilities

Organisational Barriers:

Poor training resources

Insufficient time

Too many trainees per training session

Lack of finances

Incorrect information

Lack of management support for trainees

Inadequate trainers

Organisational scheduling

Personal Barriers:

Learning style or preference

English language, literacy and/or numeracy levels or needs

Psychiatric or psychological disability

Hidden disability such as arthritis, epilepsy, diabetes, asthma

Physical impairment or disability such as those involving hearing, vision, voice, or mobility

Lack of motivation for assessment—personal or organisational

Religious and spiritual observances

Age

Gender

Cultural background

Barriers need to be recognised before a training session and can be overcome by correct planning,

guidance, support and consultation with the parties involved in the barrier.

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Consult and liaise with individuals, parties and work areas regarding logistical arrangements

The organisation will have to now communicate to the individuals and work areas the logistics of the

use of the new hazard management tool. This will include discussion surrounding:

Communications

Ensuring availability or attendance of personnel

Ensuring required work areas, work tasks, processes and activities are accessible and in

operation

Planning

Resources, such as equipment, equipment maintenance and repair, support, materials,

consumables, documents, forms, and computer hardware and software

Timetabling

Transport requirements

A period of communication between those using the hazard management tool and those people and

work areas who will be directly affected by its use need s to occur. This includes making sure there is

availability of personnel who are directly involved in the use of the hazard management tool. In this

forum concerns can be raised and both parties can discuss why there is a need for this new tool,

what the aims are for its use, how it will be implemented and who will use it. Consultation should be

a two way process and feedback should be taken on board and solutions found for problems.

The hazard management tool should be demonstrated and put into use in “live” work place

situations. Work areas operations should continue as per normal situations so the tools objectives

can be demonstrated to those who will use it. In this environment stakeholders who will use the

hazard management tool can develop a greater understanding of the requirements of its use.

Operatives should be supplied with the correct resources to enable the tool to be implemented

effectively. For example the hazard management tool may be a Safe Work Procedure for working in

confined spaces. Part of the procedure requires the operative to carry out a hazard analysis of the

work area before work can commence. The person using the hazard management tool to assess the

hazard will need not just the hazard assessment pro-forma but also the necessary PPE (breathing

apparatus etc.) to enter the workplace safely. This specialised equipment needs to be maintained,

serviced and replaced when appropriate.

The work areas where the hazard management tool is to be used will need to be scrutinized for the

best times to implement that tool. At times it may not be possible to access work areas due to the

nature of the work being carried out, the hostility of the work environment, the availability of

required personnel or the demands of production scheduling. Management will then stipulate,

through policies and procedures, when and where the hazard management tools will be best

implemented and the expected outcomes of their use. This understanding can also be added to

training sessions.

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Software Applications

Many organisations are moving away from using paper based hazard management tools towards

using electronic software applications. There has been an outspread of these applications over the

past few years due to an increasing acceptance of electronic platforms in society in general. More

and more people are adept at using hand help tablets and smart phones to access information and

workplaces are starting to see this as a development that can value add to their WHSIS/OHSIS by

reducing costs associated with cumbersome all paper systems.

Software applications include scope and templates for:

Auditing

Hazard Registers

SWMS

Policies

Procedures

Hazard Registers

Meeting Registers

Incident Investigation

Risk Analysis

The obvious barrier to implementing software applications is the lack of understanding and the

training required for people unfamiliar with such devices especially with older generation workers.

Information and instruction sessions can be designed and delivered to help stakeholders get used to

using software applications before adapting them into work areas.

Use and apply hazard-management tools

Ultimately the hazard management tool will need to be added to general work place practices and

stakeholders will be expected to use and implement the tool into daily work duties.

In Chapter 5 of this publication Manage WHS/OHS Hazards and Risks describes in detail the correct

processes for risk assessment.

Stakeholders will need to understand the concepts of risk assessments and the importance of using

the hazard management tools to capture vital information that will help establish safer and healthier

working conditions.

This includes:

Identifying the risk

Analysing the risk

Evaluating the risk

Carrying out risk treatment

Ultimately hazard management tools are developed to capture part or all of the risk assessment

process.

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For example a workplace hazard register is a collection point for identifying risks associated with the

work environment.

A risk matrix would then be used when analysing the risk to calculate the likelihood and

consequence associated with each risk.

A job safety analysis is helpful when evaluating if the risk is at an acceptable level for work to be

carried out.

Lastly a Control Plan can be established to help carry out risk treatments and describes the actions

needed to return the risk to an acceptable level.

These processes can be added to SWMSs/JSAs and all stakeholders will need to understand the

importance they play in using these hazard management tools to help in the risk assessment

process.

All hazard management tools will have been added to the organisation’s document register and

form part of the WHSIS/OHSIS.

The parameters surrounding successful document handling is described in Chapter 4 - Contribute to

Managing WHS Information Systems.

Ultimately stakeholders will need to understand the importance of completing hazard management

tools correctly.

Documents that capture unclear, redundant, inconsistent, irrelevant data are of no use to anybody

and do not help with the objectives of hazard management. Hazard management tools therefore

need to be easy to use, written in understandable terms, avoid jargon and designed so they can

easily capture relevant data.

Any discrepancies in using hazard management tools must be noted and discussed so problems can

be eradicated, hence the identification of risks are not impeded.

This also extends to the interpretation of data that is collected within hazard management tools.

Data will need to be analysed to create the important information surrounding particular risks

associated with work being performed.

For example, one application is the collection of work place risks in a risk register. It is not enough to

just list where all the risks are within the work environment: that data needs to be interpreted and

real changes have to be made from that interpretation.

Injury statistics may be collected over a period of time. Those statistics need to be analysed and

interpreted to identify trends. The outcomes from the analysis will then have to be presented to

major stakeholders so as to facilitate change within the organisation.

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Communicate outcomes of use of hazard-management tools

Definitions:

Data - a series of observations, measurements, or facts

Information - knowledge acquired through experience or study

It is only when data has been analysed, studied and interpreted that it can then be called

information.

For example consider the list of work place injury statistics below.

Recorded Workplace Injuries - Comparison Between Day Shift and Night Shift

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

AM 3 1 1 3 2 3 6 2 1 1 3 2

PM 4 4 2 5 3 7 6 3 2 2 5 4

At first glance we would see just a group of random numbers listed across a spread sheet.

This data can now be collated, studied and deciphered then turned into easier to understand

information. First of all we might add a total column to help calculate whether or not we

experienced more injuries during the day shift or the evening shift.

Workplace Recorded Injuries - Comparison between Day Shift and Night Shift

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total

AM 3 1 1 3 2 3 6 2 1 1 4 2 29

PM 4 4 2 5 3 7 6 3 2 4 7 4 51

Next we may wish to calculate the mean, medium and mode associated with these figures.

AM Mean 3+1+1+3+2+3+6+2+1+1+4+2 12

29 12

AM Mean is 2.4 Injuries per month

PM Mean 4+4+2+5+3+7+6+3+2+4+7+4 12

51 12

PM Mean is 4.25 Injuries per month

AM Median 3,1,1,3,2,3,6,2,1,1,4,2

3+6 2

AM Median is 4.5 injuries

PM Median 4,4,2,5,3,7,6,3,2,4,7,4

7+6 2

PM Median is 6.5 injuries

AM Mode 3,1,1,3,2,3,6,2,1,1,4,2

Most common

AM Mode is 1

PM Mode 4,4,2,5,3,7,6,3,2,4,7,4

Most common

PM Mode is 4

(See chapter 4 - Contribute to managing WHS/OHS information systems – for greater understanding)

We have discovered by analysing the data that we are experiencing a larger number of injuries

during the evening shift. This data could now be turned into a visual representation so the

information is easier to absorb by the stakeholders who may need to use it.

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We could also present the data as a running total line graph to show trends throughout the year.

From this graphic representation we can see there are upward trends in the months May to July and

also November.

The information derived from all the analysis would now help management pin point, why they are

having almost double the amount of injuries at night and why there were two distinct peak periods.

After checking workplace scheduling it was discovered that there was a large quota of jobs that

needed to be filled during both of those peak periods which also resulted in a larger amount of

workers completing overtime.

-5

5

15

25

35

45

55

AM Injuries PM Injuries

Recorded Workplace Injuries

Recorded WorkplaceInjuries

0

1

2

3

4

5

6

7

8

9

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

AM Total

PM Total

Recorded Workplace Injuries

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These graphs were then displayed a the next workplace meeting and when workers were consulted

about this it was revealed that many were suffering from the effects of fatigue and stress related to

working longer hours associated with the increases in production. It was also discovered that they

were not reporting any near misses and had no hazard management tool in place for this purpose

therefore these could not be added to the data collected.

A written report could then be completed by the health and safety manager for discussion and

dissemination with the organisation’s upper management at the next health and safety committee

meeting. Here it could be decided whether further discussion and advice was needed in regards to

developing a new hazard management tool to collect near miss reports, fatigue and stress

management plans as well as improving current risk identification measures.

All stakeholders should be given the opportunity to have input into discussing the ongoing suitability

of hazard management tools and the outcomes from those discussions. Consultation can be

achieved through:

Briefings and meetings

Electronic communications

Written reports.

Outcomes from those discussions could lead to:

Communicating findings to other areas of the organisation or external bodies, such as WHS/OHS jurisdictional bodies

Consulting with specialists and experts

Developing and implementing risk controls

Undertaking further identification and assessment

Review use of hazard-management tools

To determine the usefulness of the tool management will check to see if:

Results enabled the identification and assessment required and were useful in determining outcomes

Results produced by the tool were valid and reliable The tool identified and assessed the required risks and hazards

To determine the usability of the tool management will need to check:

Acceptable costs of using the tool and collating and analysing the results, such as financial, time, effort, training and instruction

The use of the tool not being dangerous, intrusive, disruptive or offensive or otherwise unacceptable to workers, the users or other persons.

The review of hazard management tools can be added to other monitoring and review processes

that are already in place within the organisation. These can include but not limited to:

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Workplace Inspections – During regular workplace inspections it will become apparent fairly quickly

if hazards are being recognised, assessed and controlled. For example observing if general

housekeeping duties have improved, workers are following specified work practices, PPE is being

worn, reductions in near misses, first aid and injuries are all signs that the hazard tools are carrying

out their intended purpose.

Consultation – Bringing together designated work groups and specific work teams to discuss

whether or not the hazard management tools that are in place in their areas of concern are suitable

to their needs. We may find that in high risk areas a generic hazard identification tool is limited in its

range of identifying all risks associated with the work or that workers are having difficulty

understanding the requirements of the tool.

Surveys – Surveys are a good way of capturing relevant information about the usefulness and

useability of hazard management tools from those who use them. One of the positives aspects of

using surveys is that stakeholders can answer them in their own time and hence spend time thinking

about their responses. They can also be answered anonymously. This may help with stakeholders

who may be afraid to speak out loud in the company of others for various reasons such as fear of

retribution, shyness or fear of ridicule.

Stakeholders can answer questions truthfully and this will facilitate real change towards hazard

management tools that may not be adequate.

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Survey – Hazard Management Tools - Hazard Register 1. I found the hazard management tool suitable for my job tasks

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

2. The hazard register was easy to understand

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

3. The hazard register was easy to use

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

4. I removed hazards from my work area when using the register

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

5. My supervisor was helpful when using the hazard register

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

6. A Risk Matrix would help if added to register

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

7. A copy of the hazard register was always available

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree

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Check Statistics – If hazard reporting is on the rise then it could be said that the message of

reporting hazards in the workplace is starting to be taken seriously by stakeholders. Hazard tools will

be successful if there are capturing this reporting activity in a way that helps reduce anticipated

incidents. Hazard and risk registers, checklists, JSAs that are being filled out correctly are all good

examples that the tools and processes are working. Ultimately if incident, first aid or near miss

statistics are starting to show a downward trend then it could be said that the hazard management

tools are living up to expected outcomes.

Document Register Audit – All hazard management tools should be added to the organisation’s

document register. At strategic intervals the document register needs to be checked to make sure

that documents are still current, still relevant, available and being used for their intended needs. A

document register audit is one way to keep track of hazard management tools.

WHSMS/OHSMS Audits – Hazard management tools can be inspected for relevance and suitability

during the organisation’s scheduled WHSMS/OHSMS audits. For example AS/NZS 4804-2001

Occupational health and safety management systems has scope for including review of the hazard

management tools under sections - 4.3.3.3 Documentation, 4.3.3.4 Document Control and 4.3.3.5 -

Records and information management. At these stages of the audit management can review

whether or not the hazard management tools align with organisational information management

principles which include the distribution, usefulness and usability of the hazard management tools.

Modify and/or change hazard-management tools to be used in the future, based on the review

outcomes

The outcomes from the review of hazard management tools will lead to a continual improvement of

those tools so they are still relevant to the work areas and still carry out their intended functions.

Feedback will have to be interpreted and collated to develop improvement strategies.

0

5

10

15

20

25

30

35

40

Jan -Mar Apr - Jun Jul - Sep Oct -Dec

Injuries

Hazards Reports

Incidents versus Hazard Reports

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Some of the concerns we may have surrounding hazard management tools could include:

Ease of use

Ability to capture required information

Accessibility to those who require them

Suitability of tool for work being carried out

Availability

Risks are not being identified

Costs associated with use

These areas of concern can be added to the review processes (as mentioned above) and once all

data is collected modifications can be made appropriately.

Consider that the above survey has been sent out and responses have been collected. Let’s consider

two of the questions from the survey and the responses to these questions:

The hazard register Response Totals was easy to use

Strongly agree 7

Agree 9

Neutral 7

Disagree 18

Strongly Disagree

35

A Risk Matrix would help Response Totals if added to register

Strongly agree 30

Agree 26

Neutral 7

Disagree 8

Strongly Disagree

5

When these two questions are analysed together we could deduce that (1) Employees were not able

to use the hazard register easily and (2) They thought that a risk matrix would help them when using

the hazard register. If we cross referenced this with information we received at the consultation

sessions, audits, and other review methods we may get a greater understanding of this issue.

The hazard register could now be redesigned to include a risk matrix and hopefully bring this hazard

management tool back on track towards its intended purpose.

After a hazard management tool has been redesigned and modified there will be a period of

readjustment as the tool is reintroduced into the work environment.

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Consultation – Stakeholders who use the tool will need modifications explained to them. The review

outcomes can be discussed and the benefits of the changes explained and demonstrated.

Organisations could use the same forums used when introducing new hazard management tools

such as:

Designated work group meetings

Tool box meetings

Health and safety committee meetings

Information sessions

Training sessions

Liaison – There also needs to be liaison between all the parties whose work depends on that tool.

For example a new register may have just been completed and or modified following a review

period. This new version needs to be added to the document register and version control

parameters have to be addressed. More often than not, this would be the responsibility of

somebody within the human resources department and they will need to be informed of changes

made.

New training sessions need to be arranged, booked, planned and paid for and again we may need to

liaise with financial departments and or human resources.

Logistical arrangements – A new hazard management tool, once modified, needs to undergo a test

and trial process to make sure it is now suitable for the needs of stakeholders. It will also have to be

placed in the workplace where it can be accessed and used. A modified tool has a flow on effect of

the WHSIS/OHSIS. Old versions will need to removed from circulation and archived or destroyed.

New versions have to be replaced in filing cabinets and software share folders.

The new hazard management tool will also need to be reviewed at a set date to make sure of its

continuing suitability and usefulness. Once the new version has been added to the document

register it would fall under regular audit conditions.

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Chapter 8

INVESTIGATING

INCIDENTS

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Assist with identifying legislative and other requirements

Policies and Procedures for Organisations

All companies should have in place a relevant WHS/OHS procedure or guidelines which staff

members, managers and team members are expected to adhere to at all times to meet with the

required legislation and Duty of Care.

WHS policies and procedures should be aimed at:

Preventing occupational and environmental hazards, risks and illnesses

Ensuring all staff members have access to a healthy and safe working environment

Ensuring all staff members have an opportunity to become involved in the decision making

processes relating to WHS/OHS issues

Ensuring all staff members are aware of their rights and responsibilities when it comes to safety

and WHS/OHS in the workplace

The aim of the WHS/OHS legislation is to minimise risk of injury or illness at the workplace. The

management and control of risk in the control of hazards and risks in the workplace and provide

them opportunities to contribute and participate in the process. Your States Consultation Code of

Practice/guidelines for example provides for workers to take a more proactive action in the decision

making process through consultation. The more that workers and others participate and contribute

to work health and safety, the more informed their decisions shall be.

Duty holders under the Common Law duty of care need to prove to the satisfaction of the court that

the actions that they have taken to protect others from risk are reasonable and practicable. Duty

holders need to clearly know what their duty is, what the implications are for each group and what

happens if they do not comply.

Ensure that:

Employees know the information held by the employer about hazards in the

workplace and how to control them. If the employee has any information about

improving the hazard control, then they have an obligation to do so

The forms of consultation and participation are up to the employees in the

workplace, and may include the election of a health and safety representative to

act for them

All legislative contingencies are identified

Confidentiality of information and its connection to the WHS/OHS Act and Privacy

Act 1988

The contribution of the community in the work health and safety process

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A major part of compliance with workplace health and safety legislation is that the employer

identifies hazards, communicates this information to employees and has provisions in place to

protect workers from the risks associated with those hazards.

If a worker is injured, or if there is damage to property or the environment then management must

have processes in place to investigate why the controls have been breached and amend workplace

practices appropriately.

Serious injury or illness

Your States WHS/OHS Act will determine what constitutes a serious injury or incident and

requirements for reporting and preserving the incident scene.

When a death or serious incident occurs we are required, under health and safety laws, to report

that incident to the Regulatory body (WorkSafe/WorkCover). A serious injury or illness of a person

may differ from State to State but may include:

Trigger Example

Immediate treatment as an in-patient in a

hospital

Admission into a hospital as an in-patient for any duration,

even if the stay is not overnight or longer.

It does not include:

Out-patient treatment provided by the emergency section of a hospital (i.e. not requiring admission as an in-patient) and immediate discharge.

Subsequent corrective surgery such as that required to fix a fractured nose.

Immediate treatment for the amputation of any

part of the body

Amputation of a limb such as arm or leg, body part such as

hand, foot or the tip of a finger, toe, nose or ear.

It does not include: Bruising or minor abrasion or

laceration to the skin.

Immediate treatment for a serious head injury Fractured skull, loss of consciousness, blood clot or bleeding in the brain, damage to the skull to the extent that it is likely to affect organ/face function.

Head injuries resulting in temporary or permanent amnesia.

Immediate treatment for a serious eye injury Injury that results in or is likely to result in the loss of the eye or total or partial loss of vision.

Injury that involves an object penetrating the eye (for example metal fragment, wood chip).

Exposure of the eye to a substance which poses a risk of serious eye damage.


Eye exposure to a substance that merely causes irritation.

Immediate treatment for a serious burn A burn requiring intensive care or critical care which could

require compression garment or a skin graft.

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Trigger Example


A burn that merely requires washing the wound and

applying a dressing.

Immediate treatment for the separation of skin

from an underlying tissue (such as de-gloving or

scalping)

Separation of skin from an underlying tissue such that

tendon, bone or muscles are exposed (de-gloving or

scalping).

Immediate treatment for a spinal injury Injury to the cervical, thoracic, lumbar or sacral vertebrae

including the discs and spinal cord.

Immediate treatment for the loss of a bodily

function

Loss of consciousness, loss of movement of a limb or loss

of the sense of smell, taste, sight or hearing, or loss of

function of an internal organ.


mere fainting, or

a sprain, strain or fracture.

Immediate treatment for serious lacerations Serious lacerations that cause muscle, tendon, nerve or blood vessel damage or permanent impairment.

Deep or extensive cuts.

Tears of wounds to the flesh or tissues—this may include stitching to prevent loss of blood and/or other treatment to prevent loss of bodily function and/or infection.

Medical treatment within 48 hours of exposure

to a substance.

Any infection to which the carrying out of work is

a significant contributing factor, including any

infection that is reliably attributable to carrying

out work:

(i) with micro-organisms

(ii) that involves providing treatment or care to a

person

(iii) that involves contact with human blood or

body substances

(iv) that involves handling or contact with

animals, animal hides, skins, wool or hair, animal

carcasses or animal waste products.

The following occupational zoonoses contracted

in the course of work involving handling or

contact with animals, animal hides, skins, wool or

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Trigger Example

hair, animal carcasses or animal waste products:

(i) Q fever

(ii) Anthrax

(iii) Leptospirosis

(iv) Brucellosis

(v) Hendra Virus

(vi) Avian Influenza

(vii) Psittacosis.

www.safeworkaustralia.gov.au

Dangerous Incidents Notification to WorkCover/WorkSafe is required for example:

An uncontrolled escape, spillage or leakage of a substance

An uncontrolled implosion, explosion or fire

An uncontrolled escape of gas or steam

An uncontrolled escape of a pressurised substance

Electric shock:

Examples of electrical shock that are not notifiable

o Shock due to static electricity

o ‘Extra low voltage’ shock (i.e. Arising from electrical equipment less than

or equal to 50V AC and less than or equal to 120V DC)

o Defibrillators are used deliberately to shock a person for first aid or

medical reasons

Examples of electrical shocks that are notifiable

o Minor shock resulting from direct contact with exposed live electrical

parts (other than ‘extra low voltage’) including shock from capacitive

discharge

The fall or release from a height

The collapse, overturning, failure or malfunction of, or damage to, any plant that is required to be authorised for use in accordance work health and safety regulations

The collapse or partial collapse of a structure

The collapse or failure of an excavation or of any shoring supporting an excavation

The inrush of water, mud or gas in workings, in an underground excavation or tunnel

The interruption of the main system of ventilation in an underground excavation or tunnel

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For most hazards such as plant or a structure collapsing a person will need to be in the immediate

vicinity to be exposed to a serious risk to their health or safety.

However some hazards such as an uncontrolled leak of a hazardous gas or a fire can travel towards a

person and expose them to a serious risk to health and safety away from the original source.

A dangerous incident includes both immediate serious risks to health or safety, and also a risk from

an immediate exposure to a substance which is likely to create a serious risk to health or safety in

the future, for example asbestos or chemicals.

Work-related incidents that occur outside a workplace may be notifiable

Work-related incidents may occur outside the workplace and these may still be notifiable if they

involve a death, serious illness or injury or a dangerous incident. For example:

An object like a hand tool is kicked off a multi-storey building under

construction hitting a person below

Scaffold collapse that causes serious injury to persons below

Cladding is dislodged from a multi-storey building that is a workplace, hitting a

person passing by at street level.

Communicate Requirements to Individuals and Parties Appropriate to Own Job Role and Work Area Relevant information on WHS/OHS policies and procedures needs to be available to all staff at all

times. Regular meetings should be enforced to ensure staff members are made aware of their

responsibilities and what is expected from them.

Managers should be looking for ways to communicate this information to staff and team members.

Safety is everyone’s job, and everyone should be aware of their roles in keeping each other safe in

the workplace. This can be done via the induction program when an employee first joins the

company or during regular updates and reviews with the employees.

Regular workshops & toolbox talks, updates and meetings should be held to keep employees

updated on progress, changes and any other relevant information they need to manage their

workplace so it is safe, healthy and enjoyable for all staff members.

Some organisations have a safety incentive program in place to encourage staff members to be safe

and report any findings relating to WHS/OHS. Companies that promote the positives when it comes

to safety will have an upper hand in ensuring workplaces are safe.

Information on safety in the workplace should be documented and distributed accordingly to ensure

all staff members are aware of latest developments.

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Assist with Implementing Initial Incident Response Procedures First aid The main aim of immediate first aid response is to offer first aid by qualified staff including:

Preserving life of all personnel

Protecting personnel from harm

Provide pain relief and preventing injury or illness.

There are many types of injury that first aid personnel may need to respond to. Typical injuries in

Australia include:

Loss of consciousness

Asthma

Burns

Chest pains

Dehydration

Drowning

External and internal bleeding

Heat stroke

Poisoning

It is better to offer basic first aid than no first aid at all. Only qualified personnel with the appropriate

minimal qualifications should offer aid.

Here are some basics you may come across in the workplace:

DRSABCD Action Plan:

In an emergency call triple zero (000) and ask for an ambulance DANGER Ensure the area is safe for you, others and the patient RESPONSE Check for response—ask name—squeeze shoulders No response Response - Make comfortable Monitor response SEND for help Call triple zero (000) for an ambulance or ask another person to make the call AIRWAY Open mouth—if foreign material present Place in recovery position Clear airway with fingers BREATHING Check for breathing—look, listen, feel Not normal breathing Normal breathing Start CPR Place in recovery position Monitor breathing CPR Start CPR—30 chest compressions : 2 breaths Continue CPR until help arrives or patient recovers DEFIBRILLATION Apply defibrillator if available and follow voice prompts

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Support/counselling of personnel involved or affected

Psychological services need to be offered as part of any response and recovery service. (These can

be established as part of your wellbeing program). Many personnel will react to incident situations in

different ways. Care and skill should be used to communicate with personnel who may never have

been exposed to psychological services. You may need to offer information to allow them to choose

whether they require services now or in the future. Information will provide them with the chance

to determine what level of assistance they require.

Incidents are dependent upon the severity and will impact on personnel, within the organisation or

part of the community in different ways. Make sure that all personnel are made aware of their

options. It is essential that you alleviate the impact of the incidents and emergency situations and

keep community and personnel at all levels of the assistance and support that they can receive.

If personnel have been exposed to negative emotions, providing them with support and the

opportunity for counselling will provide them with a small level of comfort and in turn assist them in

learning to live and cope with the experience.

Notifying, Reporting and Documenting Incidents

Organisations need to have appropriate record keeping systems in place to streamline the WHS/OHS procedures. Team members have an obligation to report incidents, potential hazards and near misses to management.

For this reason, there needs to be adequate control measures in place to ensure information is being reported properly and according to the required legislation and expected standards.

Companies should have in place a way to document, record, verify and improve on WHS/OHS information within the workplace.

Managers and stakeholders need the reassurance of understanding that the information being supplied to them is accurate and clear, concise and relevant.

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If information provided is not accurate and correct, there is the risk of:

Staff members being given incorrect information which can be detrimental to the organisation

Error rates going up, causing waste of time for staff

Staff members not feeling they can trust other team members

Waste of time taken to find accurate information

Possible consequences that can be detrimental to other staff members and compromise the safety of staff members

Information should be:

Written in a clear and succinct manner

Kept in a centrally located file so the staff members can access it

Updated often

Version & document controlled so staff members know which version they are accessing

Managers need to ensure that they support the record keeping process by monitoring and evaluating the systems regularly, ensuring the systems are structured and well organised, that the policies and procedures support any required resources and that information is clearly assigned and locatable.

It is extremely important that any information provided is accurate, reliable, valid and able to be understood by the people that need to analyse the information for further use.

There are a number of compensation based statistics that set the parameters form the collection of statistics and information relating to the prevention of injury and illness in the workplace.

Managers and staff members can access this information and use it as a base from which to review any statistics relevant to their job roles and industries.

A systematic approach to problem solving and reporting of the results of monitoring should be taken

when monitoring and reviewing information in regards to incidents. A systematic approach will

ensure that danger areas are identified and corrective action is taken to protect the safety of work

site personnel.

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To be systematic in report writing, it is essential that you are aware of:

Organisational procedures

Research protocols to research within the organisation

Legislative requirements that will impact on your actions

Writing style required for the report.

Check the organisation’s template to ensure that you are researching the correct information. Make sure that you have a report of the key issues when you develop a report.

Use findings in the monitoring of the incident to support any decisions that you recommend be made. Monitoring helps personnel to identify areas where improvements in the incident situation can be made. Use these findings to argue your point

When writing a report for key personnel and management, follow the expected pro forma. If there is no template designed for the report, review historical data to find out the expected pro forma for the report.

When writing reports:

Make sure that you stick to the facts. You may believe that the incident was not handled correctly, but it is not a part of the report’s format to make those feelings known. All facts should be supported with data, such as findings in the monitoring process, review of the process and key points used to explain an event. You should make sure that you are completely professional at all times.

Ensure that you follow both work health and safety laws and ensure that any confidentiality or privacy issues are dealt with in the appropriate manner. For example, if an investigator is called in to review the incident and you were asked to attend an interview. In this event, you could refer to the information provided by the worker, but you could not use their name or use information that would make them easily identifiable.

Make sure that any other laws are considered. This will include discrimination and the law of negligence and the ACCC legislation that has replaced Trade Practices law.

Take note of whom you are writing the report for. Language issues can arise at any level in the organisation. Make sure that you consider the wording of your report so that these personnel will be able to read and understand the report. Consider how your report may be used. You may actually write a preliminary report that will be used as the foundation for an investigation. Your findings both from the monitoring and debriefing after the event can be used to identify any breaches in protocols and legislation. It is important to make sure that the facts that are used to support your recommendations are based on fact and not on reaction. For example, when a supervisor acted with negligence, an argument broke out between staff arguing about whether negligence occurred or not. You may mention the issue, but leave the notes on this issue out of the report. If an investigation is performed, the notes would be used then.

Communicate the report to management and key personnel in the appropriate manner. The way in which the report is presented and communicated will vary according to organisational procedures.

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Collecting WHS/OHS Information and Data Relevant to an Investigation

It is important that when obtaining information and data about incidents you understand what

information will be required. With all incidents it is important to collect relevant clear information.

In some cases the incident may be reportable to the regulator and any information you have

collected will help the regulator, if it requires further investigation by the regulator.

WHS/OHS regulators have set out the following in the cases of notifiable (or reportable) incidents:

What happened: an overview Provide an overview of what happened.

Nominate the type of reportable incident—was it death, serious

injury or illness, or ‘dangerous incident’ (as defined above)?

When did it happen Date and time.

Where did it happen Incident address. Details that describe the specific location of the

reportable incident—for example section of the warehouse or the

particular piece of equipment that the incident involved—to assist

instructions about site disturbance.

What happened: detailed description

Detailed description of the reportable incident.

Who did it happen to Injured person’s name, salutation, date of birth, address and

contact number. Injured person’s occupation. Relationship of the injured person to the entity notifying.

How and where are they being treated (if applicable)

Description of serious injury or illness—i.e. nature of injury Initial treatment of serious injury or illness. Where the patient has been taken for treatment.

Who is the PCBU/employer (there may be more than one)

Legal and trading name. Business address (if different from incident address), ABN/ACN

and contact details including phone number and email.

What has/is being done Action taken or intended to be taken to prevent recurrence.

Who is notifying Notifier’s name, salutation, contact phone number and position

at workplace. Name, phone number and position of person to contact

for further information (if different from above).

Although all of this information may not be available at the time that it is reported to the regulator,

PCBUs/employers must still notify the regulator immediately of the incident and provide the

information they have. The rest of the information may be collected by the Regulator at a later time.

The notifier must keep a record of the notifiable incident for at least five years from the date

of notification. Penalties apply for failing to do so.

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As a practical matter these records should include any directions or authorisations given by an

inspector at the time of notification (including authorisations to disturb incident sites) and any

confirmation you received from the Regulator that you notified them about the incident.

Site Preservation

The person with management or control of a workplace at which a notifiable incident has occurred

must ensure, so far as is reasonably practicable, that the site where the incident occurred is not

disturbed until an inspector arrives at the site or directs otherwise (whichever is earlier).

Requirements to preserve the incident site apply to any plant, substance, structure or thing

associated with the notifiable incident. This means that any evidence that may assist an inspector to

determine the cause of the incident is preserved.

Examples of an incident site that may be disturbed:

To assist an injured person

To remove a deceased person

To make the site safe or to minimise the risk of a further notifiable incident

To facilitate a police investigation, or

After an inspector has given a direction to do so either in person or by telephone.

If an inspector considers that it should remain undisturbed in order to facilitate investigation of the

incident they may issue a non-disturbance notice. This notice must specify the period for which the

notice is to apply. Penalties apply if an individual or entity fails to preserve a site.

Assist with Identifying and Accessing Sources of Additional Information and Data Related to an Incident

Research includes the collection and assessment of information to resolve problems and make

informed decisions. When researching and investigating WHS events, it is essential that the most

recent data is used to make a decision.

Information is either Qualitative – descriptive, or Quantitative – statistical.

Appropriate data collection techniques may include:

Accessing information and statistics on incidents and dangerous occurrences

This information can be found on the organisation’s incident reports. During the induction process,

workers must be instructed to report any incident or near miss so that you will be able to gather

data which will give you a clear pattern of trends.

If there is an increase in risk, it is important to identify the cause of the increase in risk in that area.

For example, an increase in risk may correlate with a change in procedure, or the introduction of a

new worker. If there is no correlation, you may even check training records to identify when staff

received their last training or learning session to reinforce their knowledge. If they have not

received training recently, you should consider performing a revision training session to reinforce

their knowledge and/or skills.

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Conducting regular, incident or special workplace WHS/OHS inspections

Changes in procedures, complacency with following procedure or insufficient training and/or

reinforcement may have a negative impact on your statistics. If there is no sufficient information,

changes have been introduced or training revised, you should consider performing a review to

identify whether the corrective action that you may have implemented decreased the incidence

rate.

It is important to review the work area when changes have been made to the workplace. This

process will assist you in ensuring that your corrective action has succeeded.

WHS/OHS specialists and technical testers to be engaged may include:

Audiologists are professionals that study hearing, balance and related orders. They assess how

people hear and use various technologies and therapies to help people with hearing and balance

problems. Audiologists provide specialist services to:

Organisations and other professionals about hearing care

Assess sensory aids, implants and other surgical implant devices

Counselling implants to assist communication in hearing loss is present

Assessments of auditory neural pathways, balance systems of best, central auditory processing and hearing when other disabilities are present

Assessment of workplace hearing

Specialist rehabilitation programs for people who have hearing problems

Ergonomists use data and techniques of several disciplines in the study of workplace design. They

need to have an ability to learn and listen and consult with people carefully in the workplace when

they are going to initiate any change

Health professionals can include physicians, dentists, nurses, pharmacists & dieticians. They usually

work in hospitals, healthcare centres and other service delivery points including research and

administration. They are usually highly skilled so they would be able to provide advice and

recommendations and support to individuals.

Occupational health professionals usually implements and evaluates health and safety programs to

ensure the health and safety of employees, as well as maintaining the level of knowledge in

legislation so that's employees are able to meet their legal obligations under the health and safety

legislation. They are also able to assist workers in returning to the workplace and part of the

rehabilitation process.

Occupational hygienists are dedicated to the recognition, evaluation, communication and control of

environmental stresses that may arise in the workplace as a result of injury, illness and impairment.

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Safety engineers perform studies on a wide range of areas including computer science engineering

mechanics, industrial processes, industrial hygiene, fire protection and system safety. That action to

protect people, uppity and the environment by:

anticipating, identifying and evaluating hazardous conditions and practices

developing hazard control design procedures

implementing, administrating and advising on hazard control programs

measure, audit and evaluate the effectiveness of the hazard control program; and

draft future safety plans or statements as per required by the organisation

Toxicologists study the effects of chemicals, physical or biological agents on people, animals and the

environment.

WHS/OHS technical advisors such as:

Engineers

Design engineer works in multiple engineering disciplines including electrical, mechanical, industrial

design, architectural engineers and civil engineering.

Acoustic engineering studies the branch of engineering that deals with vibration and sound in

technology and has often been referred to as noise control.

Safety engineering may include fire safety engineering or system safety engineering.

Mechanical engineering is related to the principles of physics and material science for analysis,

design, manufacturing and maintenance of mechanical systems

Civil engineering is concerned with our society’s physical infrastructure such as the design of dams,

bridges, pipelines and buildings. Civil engineers plan, test and design the structure of private

and public areas and facilities.

Maintenance and tradespeople

Maintenance involves the repair of mechanical and electrical devices as they become broken. Many

organisations now provide ongoing maintenance as a way of ensuring that the whole system does

not stop operations due to technical difficulties. Tradespersons include skilled manual workers,

including builders, plumbers, electricians and mechanics.

Safety representatives are included in WHS/OHS Act and have the obligation to work in the best

interests of workers.

Investigate workgroup members' complaints thoroughly before presenting them to management or

supervisors.

When you develop a report for management it is essential that you have facts and if necessary

figures to back them up. For example, workgroup members complain of back injuries. You would

need to identify the cause of the back complaints. Has there been a change in procedures? Are

processes or equipment different? If so, what is different? Are staff members performing their jobs

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correctly? Are they stressed? Stress adds strain to muscles, which can in turn exacerbate other

injuries.

If you require further assistance you should consult with the appropriate professionals. When you

develop a report, it is essential that you focus on providing management and supervisors with facts.

For every point or recommendation (for corrective measures) that you make, it is essential to make

sure that you provide facts to support your point of view.

When you make recommendations, you should not only provide support, you should consider the

actions and events that are required to correct the actions that you will need to follow up with.

When you are providing information to management you should consider the likelihood of the

occurrence and the level of severity.

The facts about the incident that you should consider providing management and supervisors with

should include:

Systems - A system relies on documents and procedures to guide management and

workers on how to perform tasks. These documents include job descriptions,

procedures to perform tasks, SDS/MSDSs about how to handle hazardous chemicals

safely, manuals and instructions on how to operate electrical and robotic equipment

safely and when necessary to provide specifications to determine if the equipment or

plant is appropriate for the system.

People - Include the people who perform tasks, give instructions, assess and gather

information on the operations of the firm. This may also include the people who are

affected by the incident and how they are affected. External and internal consultants

and specialists can also assist you in the investigation of a problem, especially when

their unique skills can build on your own skills and knowledge.

Tools - Risk assessments, investigative reports and other statistical and descriptive

information can assist you in your analysis of a WHS/OHS issue. It is important to be

aware of each of the forms and how they are used so that you can relate back to the

facts in each tool to provide evidence to management and supervisors to support your

recommendations.

Equipment - Equipment is needed to perform tests, analyse feedback and statistical data,

such as identifying trends. Equipment can also be a helpful tool that can protect you

from a potentially hazardous risk.

Materials - Materials such as chemicals and raw materials should be considered when

identifying the cause of a hazardous, especially when they have a direct impact on the

level of risk to workgroup members. Risk may arise in the compounds or components

that make up the materials.

Fixtures - Placement of fixtures, lack of guarding, incorrect guarding or even the level of

the fixture can place an unforseen strain on a workers body. Take the time to consider

the height of the fixture. If it is too high or too low the risk to the worker may be

increased.

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Time and nature of any injuries sustained - The time of an injury and nature of an injury

sustained may cause different levels of injury. For example, a worker working on a

manufacturing line may have a higher level of a minimal injury in the early hours of the

day if their repetitive motions in tasks cause risk. As time increases, the higher the

chance the level of injury is increased. If there is a correlation between time and

injury, then you could participate in studies on repetitive injuries. Job rotation or

redesign may need to be considered.

Make sure that you refer to the incident report to ensure that your investigation of the incident is

considered from all angles, even those that are not immediately available.

Assist Investigators and Provide Relevant Information During Investigations

One of the primary duties of a person conducting a business or undertaking/employer is to ensure that workers health and the conditions at the workplace are monitored for the purpose of preventing illness and injury of workers arising from the conduct of the business. Your role will be to identify whether the conditions in the workplace contributed to the illness and/or injury of personnel while they were working.

When you identify the cause of an incident, it is important to determine the impact the hazard will

have to personnel within the workplace.

Under the same principle, workers should report the potential for damage so that others are not

placed at risk.

It is important to talk with all individuals and parties that were involved or in the vicinity of the

incident to gain a clear picture of who or what may have caused the incident. It is not about finding

someone to blame it is about preventing any further incidents as far as possible occurring in the

future. As part of this process, it is important that team members are provided with sufficient

information to ensure that they can provide informed feedback to you. For example, a change

measure has been put in place to improve productivity and ensure that the worker is not stressed

due to the repetitive nature of their job. How can an improvement be identified if the worker is not

aware of their previous work performance and whether the changes put in place achieve their goals

if he or she does not know why the changes were made and the impact of those changes?

Checklists can be used during the investigation to identify hazards. Checklists can help you identify

the area of concern. For example, you may need to check whether workplace changes that have

been implemented have ensured that the goals set have been met.

Your organisation may have one type of checklist, or a series of checklists that are separate for each

area, especially when job roles, equipment and plant are different. It is important to make sure that

you use the correct checklist. This means that you should make sure that you are familiar with the

location of the appropriate checklists on your organisation’s data base. If you do not have access to

the data base and do not have a copy of the checklist, make sure that you obtain a copy of the

appropriate checklist from the appropriate member of your team.

Where an appropriate checklist is not available, you may need to make modifications to an existing

one. Once a workplace investigation has been completed, the incident should be fully documented

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and areas that require corrective action need to be addressed. Hazards that are identified should be

assigned to the appropriate personnel for review and this assignment should be documented as per

your organisations procedures.

Review Reports on Incidents Injuries and Illnesses

All organisations require that staff must complete incident reports. They must provide training in regards to WHS/OHS reporting of incidents when new employees are inducted into the organisation. Many organisations have databases that are used to enter incident report data. This data can then be converted into graphs and tables that will assist you in identifying trends. Many databases can be formatted to present reports to identify trends in incidents. These reports can help you identify trends such as increases and decreases to the incidence of

incidents or near misses.

Always double check the cause of an actual injury. If more than one person is injured or ill, then

each separate report should be processed.

Contact Responsible Persons and Relevant Authorities When Required

Who needs to be notified after an incident will depend upon the nature and severity of the incident. Whoever has the role of managing and investigating the incident within the organisation should be the individual that makes the notification to the relevant Regulator (if required).

An incident, & near misses must be reported to your team leader. In other organisations, you may be required to report to your supervisor and your work health and safety representative. If you are not sure who an incident should be reported to, ask a member of your team or your team leader/supervisor. Every organisation must have its own policies and procedures. Make sure that you familiarise

yourself with the appropriate procedures in your work area.

Communicate Recommendations Arising From Investigations to Relevant Others

All research on investigations needs to be systematic. The research of new knowledge and information should be done in a professional manner, within your level of authority. Remember, your level of authority can be found within your job description. If you need to access information from a different department or outside your level of authority, you must obtain the correct authorisation. When you research information, it is important that you do not access information without the

permission of the worker. It is important that due care is taken to protect the confidentiality of all

employee’s under the 1988 Privacy Act. If you need to use the workers’ information make sure that

the information cannot be used to identify the employee.

When you communicate information and it is part of your responsibility to make recommendations,

make sure that you give facts and figures to justify your recommendation. Investigators need to

understand the reason why the recommendation was made.

If your job is to provide information, it is important to make sure that the information is provided in

a logical, clear and concise manner. This means that you should group information in a way that

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investigators can understand. Your research and recommendations will be used to make informed

decisions.

To maintain your workplace relationship with your work group, take the time to acknowledge their

participation and suggestions.

Your organisation will also have set procedures in regards to the reporting of WHS/OHS in the

workplace. These procedures ensure that you follow your legislative requirements. When you

follow the organisations procedures, you are working in a systematic manner. Take the time to

know how an investigative report is written and what information you are expected to provide.

If necessary, identify where an original investigative report is found and observe how this report was

developed.

In many instances, an organisation will have a template that you will be able to follow. This report

may include: Time, Date, What happened, Where and How (if anyone was) injured. It may also

include the steps that you followed, who you consulted with and their participation in developing

the report.

For every recommendation that you make, you need to provide:

Facts and information

Why did you make the recommendation? If there is more than one choice, give facts and

information explaining why you did not recommend them or why you made that recommendation

over another?

If you make more than one recommendation, explain why you made each recommendation and

prioritise each one.

Acknowledgement of the worker or workers within your workgroup who suggested the

recommendation

Remember the success of any consultation process is maintaining your credibility and making sure

that you treat your team in the way in which you want to be treated. If you do not acknowledge

other workers participation and their ideas and provide them with feedback as to their progress,

they may not be prepared to participate in the consultative process again.

Your report must be appropriate for the audience. If your report is for workers to review, make sure

that you keep it clear and simple. Organisational procedure may require that you use a presentation

with a group meeting so that your team can ask questions and provide you with feedback.

If the report is for the inspector from WorkCover/Worksafe, then you will need to provide them with

all of the information that will influence your answer.

When you write a report, make sure that follow your organisations reporting procedures. This may

require that you number the report in a set manner or complete a document register that allows

staff to track the location of the original copy of the report.

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When a report is sent to such inspector who represents a regulator, you also may be required to

send the report to other appropriate personnel. Conversely you may be required to send the

original report to a certain member of the organisation for review before a final draft is signed off by

a member of management.

Participating in group and individual meetings

Group meetings provide you with the opportunity to ensure that information is provided to parties

in a consistent manner. In many instances, organisations will ensure that workgroups are provided

with information during a group meeting. Group meetings are an excellent environment when

consultation is occurring. Group members are able to throw ideas at each other and come to

conclusions.

When group members are not able to attend meetings, it is important to make sure that you share

the same information with them. The one problem that may arise in one on one meeting is that you

may use different words to explain an issue and these words may be interpreted in a different way.

For more information on meetings, please refer to Section One of this e-book.

Presenting findings

Presentations may be in either a report format or given as a presentation. For presentations to be

effective people will develop transparencies and present them using an overhead projector, use

graphic presentation programs such as Lotus FreeLance Graphics and Microsoft PowerPoint.

These software programs allow personnel to create graphics such as flow charts, tables, graphic,

animations and sound in a variety of ways. Presentations can be designed so that information is pre-

set and appears on the screen with just the click of a mouse or touch of the keyboard. The presenter

even has the ability to add, change or remove information just before you present it. Presentations

designed on laptops are convenient and user friendly allowing personnel to present presentations

almost anywhere.

When used correctly, a presentation can make a positive impact in that viewers remember the

material that is carefully designed. However, if you have too much animation, too many

transparencies, colors, fonts or too much sound effects, you may overwhelm the viewer.

Providing written summaries, letters, emails, memos, minutes and reports

When you communicate with other parties it is important to consider the most appropriate way in

which to reach the other party. For example, a manager who is always hard to reach may require

that information is sent to them via email so that they can review the information at their own

leisure. Conversely, committee members will prefer a copy of minutes to a meeting to ensure that

they are aware of what arose in the last meeting, the agreed delegation of duties.

Copies of formal communication WHS issues are usually filed in a folder within your database. Take

the time to learn the location of these files to ensure that you can refer to them as part of your

research.

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Using interpreters and translators

The only difference between interpreters and translation is the difference between medium. The

interpreter translates orally, whereas a translator interprets written text. The key skill of a translator

is their ability to write well, express themselves clearly in the target language. In a culturally diverse

work environment, when information needs to be interpreted to ensure that workers clearly

understand a hazard, it’s possible control and resolution issues, interpreters and translators may be

called in to interpret or translate information so that workers can consult and cooperate when they

understand what is happening.

The method of communication that you use will vary according to not only legislative and

organisational requirements, but also in regards to the needs and requirements of the stakeholder.

It is essential to make sure that the information is easily accessible, easy to understand and

communicated in a way which will ensure that the recipient receives it.

Ensure Initial Responses to the Incident are Properly Carried Out

Part of your responsibility during the investigative process may be to provide copies of reports to

members of your team and to members of management. You may even be called upon to provide

reports to external specialists and professionals so that they can analyse the information they are

provided to identify different control measures.

Another one of your responsibilities or roles may be to participate in the investigation of your

workplace to ensure that all contingencies are met. Appropriate techniques that you may be

required to perform may include:

Examination of relevant information and data

One set of information and data may only provide part of the answer for a problem. You may need

to look at a series of information and data to determine the cause of the hazard or risk. At times, a

series of unusual circumstances may come together to cause an incident. All procedures separately

may not contribute to the risk, but when placed together form the cause of the incident.

Cause and effect shows us that one change may be cause a potential risk but when you consider all

contingencies, the effect is that a hazard or risk put workers in danger. Your role is to examine the

data and information to ascertain what really happened.

Inspections

Work health and safety inspections are a useful tool to identify risk and report it before it becomes

an incident. Inspections should be performed by the area supervisor or the work health and safety

representative. The identification of hazards is an important process as ideally if a hazard is

identified steps can be taken to ensure an incident does not occur. Incidents can cost an

organisation a lot of money, including costs to replace workers, to train them and to pay for workers’

compensation.

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Once a hazard is identified you should take action to minimise the risk, report it to the appropriate

party and provide the information you require to confirm that risk has been minimised until you

establish that the change has been minimised or eliminated.

Interviews

Interviews are an excellent way of gathering information. Using questions to gather information can

be enhanced with the knowledge of what different types of questioning hope to achieve. Different

questioning techniques include:

Open ended questions – What, where, when, why, which or how can be used to obtain an

explanation, where as

Closed ended questions can ensure that you obtain a one worded answer such as yes or no. Closed

questions can be used to control the response that you obtain, while open ended questions give the

other party a chance to provide you with more information.

Clarifying questions can be used to clarify details to ensure that you have obtained a correct

understanding of the information that you have been provided with. For example, did you mean to

say, that the worker slipped on a dirty greasy rag? These type of questions allow the interviewee to

respond in either a yes or no answer or to provide more information to ensure that you have a

thorough understanding of the issue.

Investigations

Investigations arise in work health and safety when an incident arises. Investigations are usually

performed by Workplace health and safety officers, work place health and safety representative and

their committees. The employer is encouraged to perform their own investigations internally and to

ensure that they resolve any issues as they arise.

Use of incident models

An incident model is the steps are followed to identify and report an incident. Reports of incidents

can be communicated in many different ways including:

Verbal reports to supervision;

Incident reporting

Worker’s compensation claim forms

Once the incident is reported, the level of support and resolution should be addressed. Each level of

support and action should be covered in the organisations policies and procedures

Simulations

WHS/OHS simulations provide you with an interactive workplace that workers who have an inability

to clearly explain the cause of an incident can be provided with a secure environment where they

can demonstrate what happened and the actual events that took place up to and including trials of

possible resolutions to the problems. Simulations take away from the stress of workers trying to

explain what they observed and what they participated in.

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Timelines of actions and events

A timeline of actions and events can give you a clear picture of what happened. For example, a

worker in the workgroup is injured. They had taken a break and pieces built up. They worked fast to

catch up and strained muscles or made mistakes and became careless so the amount of errors

increased and this caused other workgroup members to strain to catch up.

Time and motion studies are usually performed on production lines to ensure that workers are not

strained with repetition. Precise studies aim to ensure that workers are not stressed with work.

When workgroup members do not follow procedure, they can stress out team members. This stress

makes team members tense and the chance of injury via muscle strain can increase.

Timelines can also be used to identify what processes and systems were followed correctly. One

error could escalate to a series of errors that can cause incidents.

Develop an Investigation Plan

Identifying Duty Holders

Depending on your organisation, there will be a variety of duty holders who will have responsibilities to look after work health and safety and will have roles within the WHSMS/OHSMS. Duty holders could be internal or external and depending on the area of health and/or safety you require advice in, for example, you will need to determine who to approach. This is where your knowledge of WHS legislation and your organisation will be required.

Form an appropriate investigation team

Depending on your organisation, there may be specific individuals who need to be a part of the

investigation team. Chances are the individuals that may need to be involved will include:

Manager

Supervisor with technical knowledge

WHS Representative

Health and Safety Specialists

Hazard/Incident Specialist (depending on the incident)

You will have to interview the person or people who were involved in the incident, as you will need

to gather evidence on what actually happened.

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Communicate

You will need to make the individuals who will become a part of the investigation team aware of

your needs, including resources. You will also need to inform them of their roles and responsibilities

when undertaking the investigation. The team should be aware of WHS/OHS legislation, workplace

policies, procedures, processes and systems, as well as the details of the incident so that they can

analyse the events in full.

Depending on the individuals, you may need to contact them externally and give them specific dates

and times that they will be required for, so they may need some notice. Make sure you choose the

most appropriate communication method to ensure they get the message clearly and efficiently,

whilst making sure you ensure accuracy and confidentiality at all times.

Define the Scope and Purpose of the Investigation

Research is an important part of any investigation into a WHS/OHS hazard and its associated risks.

To ensure that you gather the correct information, it is essential that you clearly identify what

information you need to ensure that you can minimise the hazard and the risks associated with the

hazard.

When defining the scope and purpose of the investigation the investigation teams needs to

understand:

Which areas are being investigated and which are not

That the purpose for the investigation is to find where controls are not satisfactory NOT apportion blame

Who will be interviewed and when

Which documentation needs to be accessed

Which resources will be needed for the investigation

What timeframe is allowed for the investigation

Which specialists may be required

Failure to systematically identify what you are investigating could mean that the investigation

becomes confused, unfocused and runs in an ad-hoc manner. This in turn may mean that you will be

gathering a lot of information or information that is not appropriate. This could lead to the

investigation losing focus and being overloaded when it could be avoided.

To be systematic in your investigation:

Create a list of areas to be investigated

Use a step by step approach

Create an action plan for the investigation

Divide task appropriately between team members

Periodically check that the investigation is on track

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You cannot however, be systematic if you are not sure about the information that you are required

to gather. Incorrect data and information will not provide you with the correct information to

resolve the issue.

Collect information

Information as you now know can be gathered both internally and externally from the organisation.

The information that you gather should support your recommendations and the recommendations

that you have gathered from your team.

Remember to make sure that the information is supported and from a reliable source.

Ensure Participation of Stakeholders


Community


Contractors

Coroners

Designers

Government agencies, including WHS/OHS and emergency services agencies

Importers

Installers

Insurance companies

Internal and external specialists


Manufacturers

Media

Occupational health and safety professionals

Organisation’s board

PCBUs /Employers

Suppliers and distributors

Union representatives

Worker assistance personnel

Workers and family members





with organisational procedures.

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Record Keeping

Records are used to demonstrate that you are following your legislative and regulative

requirements. A systematic approach to work health and safety is to ensure that a system is put in

place so that your organisation integrates safety into every aspect of the organisation in a proactive

manner. This means that records must not be seen as separate from each other, but as a part of a

well-run system.

WHS/OHS Planning

No matter what kind of industry you work in, there may come a time when you will need to

contribute to WHS/OHS planning. These plans are put in place to ensure compliance and to make

sure that there are effective systems for identifying hazards, controlling risks, injury management

amongst other important criteria. It will also allow for objectives and targets to be implemented,

whilst making sure everyone knows their responsibilities in regards to the plan.


Depending on your workplace & the structure of your team, you will communicate the planning

process accordingly i.e.

Meetings/Workshops

Toolbox talks

One on one discussions

Email/Memos

There may be a number of people that you need to communicate your plan to and this could include:

Company directors/Officers

Managers

Supervisors

Stakeholders

Team Members

Specialists

External workers

Workers, supervisors and health and safety representatives

What staff should you consult with? Do you have a reporting structure that you need to follow in

regards to the site? Do you have safety representatives that need to be consulted with if you make

changes to the way in which a task is performed? If you answered yes to any of these questions,

then it is important to consult with them and communicate any changes that you may implement.

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Staff members who may be exposed to the control measure

Employees of your organisation may not be the only party that is exposed to risk. You may also

consider members of the public. If there is any chance that a member of the public is exposed to

risk, then it is important to take steps to ensure that they are aware of the risk.

Consult and monitor incident reports

Incident reports should be collated and any incidents that arise on a regular basis may be indicative

of a problem in the organisation’s processes, regarding the causes of the incidents.

Review safety committee meetings where possible

Follow up committee meeting to ensure that all problems identified have been followed up and

finalised. Committee meetings can also identify the different ways in which a problem could be

resolved. The review process needs to integrate key performance indicators of the organisation.

The risk management plan needs to link personal performance and drivers to make sure that they

are measurable to the organisation. For example, by changing the way in which a procedure is

performed, you may save the organisation money if less injuries occur. Consulting with workers who

will most likely be directly affected by the WHSMS/OHSMS will also allow you to get detailed

feedback on whether the system is working or whether there is a way in which it can be improved.

Resources to Conduct the Investigation

Resources

There are many different emergency situations or incidents which may require an investigation to

take place. For every one of those in the workplace, there should be an emergency or incident

response plan that allows organisations to provide a pro forma for each emergency response

example. As people are a primary resource within an organisation and are the most important

priority in the event of an incident, it is essential that they are trained in how to respond to any

incident in their workplace.

Training personnel are part of the preparation for training in regards to evacuating the premises. It

is the responsibility of the organisation to ensure that trained personnel are in places of

responsibility when an emergency situation arises. You may also require expert advice, which is also

considered a resource to your investigation. You will need to make sure that once you have

identified the resources required, that you document what it is and why it is required so that you

can then obtain it.

The investigation will run a lot smoother if you have a number of practical resources on hand.

External Resources:

WorkCover/WorkSafe

WHS/OHS legislation/Codes of Practice/Australian Standards

External Consultants, such as safety, chemicals, engineering, security and emergency response

Solicitor

(Possibly): Police/Ambulance/Fire brigade/Hazardous material response teams (HAZMAT)

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Internal Resources:

WHS/OHS personnel/Investigation team

Funds

Time

Pen/paper/computer/camera/audio recorder/PPE/tape measure

(Possibly): Torch/barrier tape/sample jar or bag/meters ( light, sound, noise etc)

First aid personnel and equipment

A person conducting a business or undertaking/employer at a workplace must ensure that the

provision for first aid equipment is available in the workplace.

First aid resources includes a first aid kit, trained personnel who can handle responses such as

workers suffering breathing difficultly, defibrillation, CPR and control of contacting emergency

services when a worker is ill.

Emergency services personnel

Preparedness for an emergency is essential. This means that resources need to be accurately

identified and prepared for use in the case of an evacuation. These resources will vary according to

the type of incident and the emergency services called in.

Refer to either the emergency plan or emergency response plan to identify the appropriate party.

It is important that you know the location, the reason why you need the equipment, how it is

maintained and that the equipment and work area remains clean.

You have a legal responsibility to report any possible hazards in the workplace as part of your

responsibilities of a worker in the workplace.

Barriers to Investigation

Barriers to investigation may include:

Availability of required resources, information and data, for example in relation to specific workplace issues, such as substance abuse

Availability of witnesses

Cultural issues

Language

Length of time from when incident occurred or was first identified

Location and/or accessibility of site

Management and worker attitude, including desire to protect self and others

Political and community stakeholder sensitivity

Time limits imposed

Unsecured incident site

Legal restrictions or limitations (temporary, short-term or long-term)

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Addressing barriers

You may even find you come across a barrier which was not expected and you will have to use your initiative, along with the support of colleagues, to overcome it. Always expect the unexpected! It is not negative to assume something will go wrong with your investigation, as it is better to be prepared for a number of barriers, just in case you do come across one, or two, of them. The main thing to remember when identifying any barrier is that you document it, if it occurs again, you can look back on how it was dealt with. It is also important to document and keep records of such occurrences to make sure that your organisation is covered in the instance of any legal enquiries, especially if the barrier is concerned with legal restrictions or limitations.

Examples of addressing such barriers:

Assist with any language, literacy or educational problems; avoid technical jargon

Acquire the required resources, information and data, to effectively conduct the investigation. Training may be required

Ensure that the incident site is effectively preserved, in accordance with the WHS/OHS legislation

Interview the witnesses individually as soon as possible after the incident (with regard to the time lapse; it is important that interviewees do not concoct a story about the incident)

Create Timelines for the Investigation

Once you have designed and discussed the action plan, you will need to agree upon any timelines

and objectives that need to be put in place and what everyone’s responsibilities and roles will be

regarding the investigation. You will also need to include any relevant documentation to complete

the investigation, along with any actions that need to be implemented and outcomes that should

occur.

Timelines

Timelines will need to be decided so as to determine how long you have to undergo the

investigation, for example. These timelines will need to be communicated to all the appropriate

personnel.

Timelines may also need to be decided for particular objectives or actions which will also need to be

communicated to the appropriate personnel.

Objectives, Actions and Outcomes

Not only are you undertaking an investigation to discover why the incident happened but also to

understand how to stop it from happening again. Your objectives will be concerned with finding out

what happened, how and why, whilst also considering what actions will need to be implemented.

Actions cannot necessarily be decided upon until your investigation has taken place but chances are

you will know the main issues surrounding the incident and therefore will be able to decide what

actions will need to be implemented. Once you have both the objectives and actions, you will be

able to decide on what the outcomes SHOULD be.

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Responsibilities

Depending on your role, your responsibilities will vary and you will either need to clarify with others

what your responsibilities will be or you will already know from the process that you have gone

through to get to this point. Your responsibilities may include:

Contacting external parties

Letting teams and individuals know about the measures/initiatives

Setting dates and times

Gathering resources

Leading or assisting with programs

Collect Information and Data

Using reviews, tools and techniques to source information from others can assist you in identifying

possible risk or hazards in the workplace. To narrow down a hazard or risk and to identify possible

causes of a problem you can source other organisation data such as WHS/OHS information and data.

Inspect Incident Site, Equipment and Other Evidence, and Document Outcome of Inspection

It may be your role to inspect the incident site or you may be asked to help inspect the evidence and

equipment that was a part of the incident. Either way, it is very important that you take all of the

necessary precautions when entering an incident site as the cause may not yet have been dealt with

or discovered.

Inspecting incident sites and equipment

If the incident has involved a trip or fall, your inspection will need to consider any upturned carpets,

exposed wired or objects placed inappropriately, for example. If the incident had involved a piece of

equipment i.e. a computer or a vacuum cleaner, you may need to check it over to look for any

exposed wires or broken fuses.

If you are dealing with a piece of electric equipment, it may be an idea to consult with an electrician

or a specialist who deals with that piece of equipment as there may be a risk of electrocution. On the

other hand, it may just be a case of checking over a ladder that an employee has fallen off of, to

check for any uneven balance or missing steps.

Other evidence

Other evidence could range from witness reports to CCTV of what actually happened to cause the

incident. All forms of evidence would help greatly with your investigation and can include:

Physical evidence - Machinery/Plant/Equipment/Work environment etc.

Eyewitness accounts /Interviews/Questioning

Check workplace /organisational information

Samples of substances

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Documentation may include: Internal documents:

o Maintenance reports

o Past reports of incidents

o Information on work processes (eg Policies & Procedures)

o Safe work procedures (eg JSA)

o Training records (eg training matrix, training needs analysis)

o Audits

o Hazard identification forms, First Aid Register

o (Possibly): MSDS, Take Fives

o External documents:

o Cause & effect templates

o Legislation/Standards/Codes of Practice

o Plant & equipment manuals

o (Possibly): External audits

Eye Witness Accounts

If you are fortunate enough to have witnesses to the incident, it is vital that you record anything you

discuss and take notes of everything they saw, heard etc. Your witness may be the individual or

individuals who were involved in the incident so discretion and sensitivity is required.

It is a good idea to:

• Interview witnesses individually rather than in a group. Have an audio recorder and notes

• Try to put the witness at ease - be supportive, non-intimidating, non-judgemental

• Assist with any language, literacy or educational problems; avoid technical jargon

• Emphasise the reason for the investigation – to prevent a recurrence

• Allow the witness to talk – do not interrupt, prompt or ask leading questions; use simple,

positive, open questions

Asking open-ended questions is not only less threatening, but increases the chances of getting

additional details and greater accuracy from that person’s perspective

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Document outcome of inspection

You will need to keep a record of your inspection and anything that you find, this will be used for

your investigation, future evidence and will also need to be communicated to the appropriate

personnel. It is also important to record any discussions you have with witnesses or findings from

your inspection to ensure you meet the relevant WHS/OHS legislation, workplace policies and

procedures.

Gather Information and Data in Ways that Ensure Objectivity, Confidentiality,

Validity and Accuracy

Gathering information and data

Throughout your investigation, you will be collecting and gathering information and data regarding

legislation, policies, procedures as well as the actual incident itself. The report must be objective &

avoid personal views of team members. Also it must not lay blame on a person.

The evidence must be analysed objectively - which may consist of photographic evidence or witness

statements - & establishing the root causes of the incident.

Confidentiality

When dealing with any investigation in the workplace, you must ensure confidentiality. This may be

of documents or the confidentiality of those you have spoken to in regards to the incident. Names of

individuals should be kept anonymous where possible and when communicating information, you

should make sure that only the relevant personnel receive the required information.

All of the evidence that relates to the investigation must be stored to comply with the Privacy Act

1988, & the organisation’s Privacy Policy.

Legal Implications

With regard to investigations, the following must be taken into account:

• The Regulator must be notified as soon as possible (if the matter is a notifiable incident). The

incident report must be held for five years

• If an audio recorder is used in the interviewing process, the witness must give permission to

the interviewer beforehand

• The interviewees must understand that the information that they provide may be used in

Court as evidence

Validity and Accuracy

As with any information, data or evidence that you collect, it is extremely important that it is both

valid and accurate, whether that is a piece of legislation or a witness statement. You cannot present

any information that has any uncertainties, is irrelevant or is not up to date. You may find whilst

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gathering information and data that processes or procedures are out of date and then this will

become your evidence as to why the incident occurred.

Even though witness statements are valuable evidence tools, they may be little vague and not

necessarily accurate. Don’t let this stop you from using them, especially as they can sometimes be

the only pieces of evidence you have but try not to take them as verbatim, especially if you have two

statements that are completely different or if the witness seems a little uncertain as to what they

have witnessed.

Analyse Information and Data Gathered

Once you have an appropriate investigation team in place, you will need to make sure they

understand their roles and responsibilities, as well as the conceptual bases for the analysis.

The conceptual basis for the analysis includes:

Adopting an open-minded and objective approach

Analysing policies, procedures, processes and systems in place at the time of

the incident

Focusing on the how, what and why of the incident

Not focusing on individual behaviour or fault

Using applicable models of causation and occurrence

When dealing with any incident, it is vital that everyone involved keeps an open mind and does not

focus on individual behaviour or fault. That is why you need to pick your investigation team very

carefully, as you not only need to make sure it included relevant personnel but you also want a team

that have the ability to take on an objective approach and purely focus on the how, what and why of

the incident rather than the who.

The incident isn’t about the blame-game, you aren’t trying to pinpoint an individual. There may be a

number of reasons for an incident to occur and even if it was partly caused by a person’s actions, it

may be that they had insufficient training or weren’t provided with the correct PPE.

Once you have gone through the conceptual bases with the team you will need to make sure that

they have the ability to identify the areas discussed and are able to apply them when investigating

the incident. You can do this by getting feedback on the investigation from each team member and

keeping records of the findings.

Along with finding out the reason for the incident, the investigation team will need to be aware of

the current policies, procedures, processes and systems in place within your organisation. This way

they can analyse whether a change to any of them will be necessary, as it may be a case that a

particular procedure or system needs to be updated & administered.

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Investigate Key Events

Timeline of events may include:

Events and processes that extend back in time as far as required to identify root causes

Not just focusing on recent and immediate events and processes

No matter how big or small the incident may appear it will always have a cause which must be

investigated. It may be something as simple as someone falling off of a ladder which could easily be

put down to the individual losing his or her footing. It could have also happened due to reasons that

need to be dealt with a.s.a.p.

Consider the reasons why the individual fell off the ladder:

They were messing around

The ladder wasn’t placed properly

Lack of training

The individual was tired

Drug or alcohol abuse

The last reason may seem a bit extreme but it shouldn’t be ignored. It is within the organisation’s

responsibility to ensure both their employees’ health and safety is looked after. If an employee has

personal issues, is stressed or tired for example, the organisation must do everything that is within

their power to help them - this is a part of their duty of care. There are a number of voluntary health

and wellbeing programs that can be suggested or even made into a session for a team as to help

them understand certain health and wellbeing issues.

A timeline of events will give the investigation a visual run through of what was occurring a certain

key points if the incident. A snap shot of a timeline is provided below:

TIME EVENT

8.00 am Majority of workers start shift as per requirements

8.15 am Collection of materials for days work

9.30 am Supervisor notices chemical is not stored away

10.00 am Injured person did not take morning break

12.30 pm Welder notices injured person yawning and “nodding off”

1.00 pm Injured person - Lunch taken (only 15 mins)

1.15 pm Injured person returns to work

2.15 pm Injured person - Finishes work with welder

2.19 pm Injured person - told to put chemical away by supervisor

2.20 pm Injured person runs to chemical position

2.21 pm Injured person slips and spills chemicals over hands and arms

2.22 pm Labourer 1 witnessed incident - calls for first aid officer

2.26 pm First Aider arrives to calm injured person. Ambulance called

2.28 pm Labourer 2 (interpreter) attends scene

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Investigating Key Events and Circumstances

Using the evidence you will have gathered from your initial inspection of the incident site, you may

be able to determine key events and circumstances that led to the incident occurring. You may also

need to do some further investigation by either talking to the individual or individuals who were

involved in the incident, as you may discover that they hadn’t had sufficient training or they have

been dealing with a lot of stress in their role which led to them being distracted.

It is impossible to give every example of possible WHS/OHS incidents and the reasons for them

occurring, as the list is endless. It is your job to investigate the situation as best as you can, ensuring

you do so in an objective, non-biased manner.

Causative Analysis

Incidents may be indicative of a broader range of organisational issues or systems failures. We may

identify what has happened at a basic level (Direct Causes) but without uncovering where the deep

seated problems of an incident lay (Root Causes) we leave ourselves open for the incident

reoccurring.

For example let’s imagine an incident has occurred where a worker has caught part of their hand in a

piece of machinery. It may be apparent at a basic level that if the worker had not reached into the

piece of machinery then they would not have injured their hand. This is a “Direct Cause” of the

incident. If we dig deeper though, we may find that the reason the worker has reached into the

piece of machinery may be due to lack of training, poor safety procedures for the piece of

equipment, lack of supervision or a lack or safety barriers. These “Root Causes” would be uncovered

only after causative analysis has been carried out.

Contributory Factors – We can break our analysis down into four main focus groups called

Contributory Factors. These are the areas that we will investigate to find out where systematic root

causes lay. Contributory Factors include:

Environment – Temperature (hot or cold), Moisture (rain, wind, condensation) wind (outside

activities) & untidy work areas

Workplace design and layout – Plant, Machinery, Lighting layouts; Warning systems, guards, barriers,

ventilation

Procedures and Systems – Operating methods, Safety procedures, Roles and responsibilities,

technical advice, lack of supervision & training

Human Factors – Inexperience, lack of understanding, emotional issues, psychosocial issues,

misconduct, altered states

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Causative Modelling – One technique we can use to help isolate the individual contributory factors

is by using a model or diagram. This gives us a template to log the events that have led to an

incident occurring as well as a visual timeline of the steps leading back from an incident towards root

causes.

Five Whys Principle - The 5 Whys is a question-asking technique used to explore the cause-and-

effect relationships underlying a particular problem.

The primary goal of the technique is to determine the root cause of a defect or problem. We always

start the Five Whys process with a problem statement. For example;

Problem Statement: Worker hand injured in moving plant

1. Why was the worker’s hand injured in moving plant? - Because he reached into machine (Direct

Cause)

2. Why did he reach into machine? - Because product was stuck in machine

3. Why was the product stuck in machine? - Because it had not been loaded correctly.

4. Why was the product not loaded correctly? - Because he had not been trained in correct

procedures to load machine

5. Why has he not been trained in correct procedure? - Because there was no procedure written

(Root Cause)

In this instance we can say that the root cause is an insufficient safe work procedure for operating

this machine.

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Causative Tree Analysis – A causative tree analysis combines our Five Whys questioning techniques

of our investigation. We may find that we have more than one answer to each “Why question”.

When laid out they give a visual representation similar to the roots of a tree.

The answer to your first why question is a direct cause and the answer to your fifth why is a root

cause. If we were to put the scenario above of the worker who has been overcome from painting

fumes into the causative tree diagram it may look like this:

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We could assume from this causative tree diagram that the direct cause from this incident was that

the worker reached into the machine and two of the root causes could be that there is no safe

operational procedure in place for this piece of equipment and that there are unreasonable time

allocations for employees to completing tasks on time.

These diagrams can get very complex and have many branches reaching through all gaps we have

identified within the four contributory factors.

Ishikawa Diagram – The Ishikawa diagram was invented as a quality control process for the Kawasaki

shipyards. The process is similar to a tree analysis and researches where there have been gaps in the

four contributory factors that have led to a defect or incident. Each of the arms of the diagram

(Environment, Design, Procedures and Human Behaviour) would be investigated to find out whether

they played any influence on the incident occurring then control measures would be put in place to

prevent a reoccurrence.

ICAM – Incident Cause Analysis Method or ECAM - Event Causal Analysis Matrix are complex

incident investigation methodologies that provide high level analysis of causative events and

generate highly quality corrective actions. There are several stand-alone training courses that take

investigators through these intense processes and these skills are highly sort after in the mining,

aviation, rail, and civil construction and oil/gas fields.

Corrective Actions

Whichever model of incident causation is used we must remember that the overall objective is to

find areas of non-compliance or where control measures are missing and to put corrective plans in

place to make sure the same or similar incident does not happen again.

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Develop Actions and Interventions

As we have seen root causes may include:

Workplace Design

Environment

Policies

Systems/Procedures/Processes

Human Behaviour

No matter the root cause of an incident, you will always need to develop and/or implement an

action, intervention or practical measure. Workplace policies, procedures, processes and systems

may be the root cause as they may not be up to date, & there might not actually be anything in place

to deal with the incident or someone might have missed a policy that actually was in place.

Actions, interventions and practical measures can include:

Effective consultation with stakeholders

Training & checking competencies of workers

Ensuring workers adhere to training

Audits & inspections

Updates/Safety Alerts

Employment of specialists

Addressing policies, procedures, processes and systems

New equipment

Control measures

Accident investigations

Improving Supervision

Establishing a WHSMS/OHSMS

Improving safety culture/commitment about safety

Forced rest breaks

Version & document control

Even though there may not have been policy, procedure, process or system in place to deal with the

incident - it may actually be that one was on place but wasn’t up to date or relevant OR there might

have been one in place that would have been perfectly appropriate, yet was missed. Do not assume

there wasn’t something in place! Make sure you do your research. It may also be the case that

training needs to be repeated or issued equipment should be reconsidered.

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Recommend Actions

With any measure, initiative or plan that is implemented, you will need to be able to review and

evaluate its performance. This way, you can see if it is working or has worked, whether the measure

has made the workplace safer or if the program has helped a team or individual with any wellbeing

issues they may have.

This will also help with continuous improvement, as even though you have implemented a new

measure or initiative that may work now, you will always need to look for ways to improve as what

works for you now may not necessarily benefit your organisation/team in the future and vice versa.

It is your responsibility to help with the review, evaluation and continuous improvement of any

measures and initiatives that you have helped implement.

Compile and Communicate Investigation Report

A systematic approach to problem solving and reporting of the results of monitoring should be taken

when monitoring and reviewing information in regards to incidents. A systematic approach will

ensure that danger areas are identified and corrective action is taken to protect the safety of work

site personnel.

To be systematic in report writing, it is essential that you are aware of:

Organisational procedures

Research protocols to research within the organisation

Legislative requirements that will impact on your actions

Writing style required for the report.

Check the organisation’s template to ensure that you are researching the correct information. Make

sure that you have a report of the key issues when you develop a report.

Use findings in the monitoring of the incident to support any decisions that you recommend to be

implemented. Monitoring helps personnel to identify areas where improvements can be made. Use

these findings to argue your point. No matter how well planned an emergency response plan is

planned, there may be areas in which improvements can be made, contingencies not yet considered

are identified and reactions that were not considered.

When writing a report for key personnel and management, follow the expected proforma. If there is

no template designed for the report, review historical data to find out the expected proforma for the

report.

Review your own performance to identify areas in which you can improve. Obtain feedback from

key personnel about your performance. Consult with work group members and perform a self-

assessment on your performance. One you have identified the area/s in which you are required to

improve, consult with your supervisor to determine the option/s available to you.

By phrasing the report in objective terms, you are looking forward to what the outcomes should

hopefully be once the investigation has taken place and measures.

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Cite Evidence and Basis for Conclusions and Recommendations

Evidence

Part of your report will need to include the evidence you have collected, with an explanation as to why the evidence has brought you to the conclusions and recommendations you have decided on. Workplaces may have a template or guidelines as to the way in which a report should be written and what it should it include. Depending on your organisation, the evidence you have gathered will need to be presented in different ways.

Conclusions

You will need to present your evidence in a logical order by explaining how the evidence was collected, what it covers and how it has led you to a particular conclusion. In most situations, a detailed explanation of why the evidence has led to a conclusion/recommendation will be required as this information will be passed on to managers, stakeholders, specialists etc. who will have the final say on whether the recommendations will be implemented.

An explanation is also important for the investigation conclusion, as the conclusion will be providing the why the incident occurred, which will have an impact on workplace policies, procedures, processes and systems, as well as staff members.

Examples of conclusions may be:

Establishing a WHSMS/OHSMS

Engaging a specialist to assist with the operations

The fundamental requirement of the organisation complying with the legislation as soon as reasonably practicable

Types of evidence can include:

Witness Statements

CCTV

Photographs

Faulty equipment

Policies

Procedures

Processes

Systems

Notes/measurements/diagrams

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Not only will you need to cite evidence but you may also need to provide proof by including witness

statements, photographs or photocopies of procedures, for example. Make sure in this situation that

you are complying with all legislation and confidentiality laws.

Communicate the Report to Individuals and Parties


Depending on your workplace and the structure of your team, you will communicate the report to

individuals accordingly i.e.

Meetings

Email

Memos

One on one discussion

There may be a number of people that you need to communicate your report to and this could include:

Managers

Supervisors

Stakeholders

Team Members

WHS Specialists

External workers

No matter who you need to communicate with, it is important you do not leave any relevant

personnel out as they need to be aware of the outcomes of the report, especially if any changes are

to take place. You will also need to include anyone who has made a contribution to the report and

investigation in the communication.

Once you have completed the report you should send copies to all of the relevant personnel or

where areas need to be discussed, & it is best to arrange a time to meet with the necessary people

and discuss the findings.

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Chapter 9

DEVELOP WORKPLACE POLICY

AND PROCEDURES FOR

SUSTAINABILITY

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What is sustainability?

Sustainability provides a way for organisations to achieve environmental, economic and social

outcomes, without limiting resources for future generations.

Sustainability is about cherishing biodiversity and human wellness and equity. It means maintaining

economic security without contaminating the water, soil and air. It requires creating economic and

social systems that concurrently meet human physical needs.

There are many reasons why an organisation would decide to develop and implement a

sustainability policy. It may be part of their business model or corporate responsibility to embed

sustainable business practices. It may be part of the organisation’s approach to business in that they

are committed to making a profit but not at the expenses of environmental and social damage.

There may be overriding local, state, national or international legislation that requires the company

to minimise its environmental footprint. It is important to remember that these laws and regulations

are always changing and being improved so organisations will need to be aware of the

environmental sustainability approaches and commitments in their district or specific area of

expertise.

Benefits of a sustainability policy

Reduce Environmental Impact

In the last decade there has been a notable increase in sustainable business approaches on a global

scale. Governments from all over the world have recognised that the challenges faced because of

continuing global environmental damage and climate change pose a real threat not just to one

society but to all and as such there is a concerted world effort to limit each countries’ environmental

damage and contribute to the overall wellbeing of the planet. Many organisations have bought in to

that philosophy and have decided to change way they approach business to limit their

environmental impact.

Positive Business Image

Many businesses have noted that there is also a definite consumer trend towards “green products”

and businesses that have a sustainable approach. Many businesses are changing their approach

towards production to include recycled or biodynamic resources, greater energy efficient production

processes as well as using greener approaches to attract this market base. Being “green” is seen as a

definite attraction to some consumers and the positive corporate image derived from adopting this

approach can definitely play a part in attracting the “green dollar”.

Increase Profits

Changing the way an organisation consumes resources can at times prove beneficial from a cost

perspective. For example if a company is drawing all its water from the local water supply there is an

obvious cost associated with that. Implementing a range of water storage tanks may reduce the

costs of getting water from a supplier.

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This could also extend to electricity use. Instead of an organisation using all electrical lights it may be

possible to install light wells, use natural light, and change to more efficient globe options. Many

workplaces now install the use of solar panels and wind turbines to help generate part of their

electrical needs. Switching off lighting and machinery when not in use can help save money as well.

Limiting the amount of waste associated with production may also save money. Changing

production processes to more efficient streams can reduce waste and hence increase profit. This is

especially relevant to food production. Many types of waste products such as steel, aluminium, used

oil and paper are in high demand and can be sold to recyclers for additional revenue.

All of these approaches will have initial development and implementation costs but over a longer

period of time the benefits from all additional financial streams should start to be realised. A cost

benefit analysis could be initiated by management to forecast expected timeframes and profit and

loss from sustainability practices that could then be monitored.

Healthier and Safer Workplace

Reducing an organisation’s waste output will have a positive flow on effect to not just for the

organisation’s employees but also the surrounding local community as well as global societies.

For example limiting the amount of emissions that are generated from plant, vehicles and

productions will mean that employees will be working in a healthier working environment. The

reduced emissions will also have a positive effect on global communities as it lessens our cumulative

impact on climate change.

Working in natural light work spaces increase levels of vitamin D and also has positive health

benefits for employees.

Reducing the amount of chemicals and hazardous substances used by replacing them with bio-

diverse safer alternatives will have a flow-on effect to those who transport, handle store and dispose

these substances.

Avoiding the use of lead based products such as lead based paints and solvents has an obvious flow-

on effect for the workforce and when disposed of, the local environment.

Comply With Legislation

Following environmental sustainability procedures and policies will also help organisations comply

with legislation, codes and by-laws that may be in place in that jurisdiction.

Legislation

There are many pieces of legislation in effect at both State and Commonwealth levels to give

guidance with regards to protecting the environment. These include but are not limited to:

Commonwealth - Environment Protection and Biodiversity Conservation Act 1999

VIC - Environment Protection Act 1970

NSW – Protection of the Environment Operations Act 1997

WA – Environmental Protection Act 1986

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Queensland – Environmental Protection Act 1994

South Australia – Environmental Protection Act 1993

Tasmania - Environmental Management and Pollution Control Act 1994

Northern Territory –Northern Territory Environment Protection Authority Act 2012

Australian Capital Territory - Environment Protection Act 1997

Most Environmental Protection Acts carry the same message: that protection of the environment is

a shared responsibility and includes scope for the duty of Government, business and citizens alike.

A typical example is from the EPA Act of Victoria 1970 which states … “Principle of intergenerational

equity - The present generation should ensure that the health, diversity and productivity of the

environment is maintained or enhanced for the benefit of future generations.”

And … “Principle of shared responsibility”

(1) Protection of the environment is a responsibility shared by all levels of Government and industry,

business, communities and the people of Victoria.

(2) Producers of goods and services should produce competitively priced goods and services that

satisfy human needs and improve quality of life while progressively reducing ecological degradation

and resource intensity throughout the full life cycle of the goods and services to a level consistent

with the sustainability of biodiversity and ecological systems.”

With this in mind, it’s the responsibility of organisations to produce their products and operate their

businesses using the most productive and sustainable model appropriate.

Each State and Territory has a dedicated department of the environment which can be a useful

resource when developing the organisations sustainability policy. They also regulate and enforce the

laws surrounding environment and sustainability.

Commonwealth – http://www.environment.gov.au/index.html

NSW - www.environment.nsw.gov.au

Victoria - http://www.epa.vic.gov.au/

W.A. - http://www.epa.wa.gov.au/Pages/default.aspx

S.A. - http://www.epa.sa.gov.au/

Tasmania - http://epa.tas.gov.au/epa/

Northern Territory - http://www.ntepa.nt.gov.au/

A.C.T. -http://www.environment.act.gov.au/environment/environment_protection_authority

Develop workplace sustainability policy

As with the creation of a WHS/OHS Policy, management can show commitment to developing

workplace sustainability by producing a comprehensive sustainability policy.

Consultation with stakeholders, identifying strategies for minimising resource use and planning the

implementation of the policy and related procedures all need close attention.


http://www.environment.nsw.gov.au/

http://www.epa.vic.gov.au/

http://www.epa.wa.gov.au/Pages/default.aspx

http://www.epa.sa.gov.au/

http://epa.tas.gov.au/epa/

http://www.ntepa.nt.gov.au/

http://www.environment.act.gov.au/environment/environment_protection_authority

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An environmental sustainability policy is the communication of your intentions both internally within

your organisation and externally to your customers and suppliers. Once you have understood the

principals involved and have accepted responsibility for the pollution generated by your

organisation, the first step towards sustainability is to create a written commitment in the form of

an environmental sustainability policy. This should acknowledge the reasons for doing it, be specific

and achievable and clearly written for an audience of staff, suppliers, customers and the general

public. It must be signed by a senior executive to demonstrate commitment from the highest level of

the organisation. The policy should also be reviewed at regular intervals.

Scope of the Policy

This will involve consideration of the areas that need to be covered within the policy while is being

developed. This includes making sure that the policy:

• Has a commitment from the highest level of management towards sustainable

approaches

• Meets legislative requirements

• Is compliant with industry and international standards

• Identifies areas of the organisation for sustainable approaches

• Recognises any external initiatives that are to be implemented

• Supports a commitment to people, planet and profit

Ultimately the policy will establish which areas are to undergo a sustainable approach and create an

understanding of which laws, standards and initiatives will be followed to establish procedures.

Gather Information

Before the policy can be produced the organisation will have to gather as much information as

possible in regards to the company’s environmental footprint, legislative requirements, sustainable

initiatives and changes to work areas that will be affected by sustainable business changes.

An organisation’s management will have to consider what it wants to achieve through the

introduction of a sustainability policy. This will include:

Targeting environmental activities

Identifying the benefits

Identifying the costs

Establishing objectives

Adopting sustainability initiatives

Identifying relative stakeholders

Meeting legislative requirements

Resources – What are the current inputs to production? Are the basic resources used in the

organisation’s operations from sustainable sources? What are the costs associated with resources

and their alternatives?

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Waste – What are the by-products of production? Can they be reduced, reused or recycled? Will

changing the input, increase or decrease by-products?

Stakeholders - Who are the people that may be affected by our production? Have we consulted with

them? Relevant personnel can include suppliers, workers, supervisors, management, customers as

well as general members of the public.

Regulatory sources – The organisation will need to establish what are the legal parameters. What

are the controls on emission levels, development approvals, pollution effects, expected standards

that affect the creation of the Policy? Industry bodies, government departments, consultants and

technical specialists can all be contacted for the latest advice.

Sustainability initiative approaches

These initiatives can include an integrated approach to sustainability: which includes environmental,

economic and social aspects, or a specific approach that focuses on each aspect individually.

It will need to be established if there any established programs that can be adopted by the

organisation that will help embed sustainable business activities. The scope of the workplace

sustainability policy may also include addressing sustainability initiatives through reference to

standards, guidelines and approaches such as:

• Ecological foot printing

• Environmental Management System

• Energy Efficiency Opportunities Act (2006)

• Global Reporting Initiative

• Green office program

• Green purchasing

• Living Greener and Energy Efficiency Exchange (Australian government initiatives)

• Greenhouse Challenge Plus (Australian government initiative)

ISO 14001:1996 Environmental management systems life cycle analyses

• Life cycle analyses

• Supply chain management

• Sustainability covenants/compacts

• Triple bottom line reporting (people, planet & profit)

Environmental Management Systems

An Environmental Management System (EMS) is a structured system or management tool which,

once implemented, helps an organisation to identify the environmental impacts resulting from its

business activities and to improve its environmental performance. The system aims to provide a

methodical approach to planning, implementing and reviewing an organisation’s environmental

management.

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AS/NZS ISO 14001:2004 Environmental Management Systems

The ISO 14000 series comprises a range of standards on environmental management systems,

environmental assessment, environmental performance evaluation, environmental labelling, and life

cycle analysis and greenhouse gases.

Triple Bottom Line Reporting

A holistic approach to sustainability aims to incorporate the triple bottom line analysis model,

abbreviated as TBL or 3BL. Also known as people, planet, profit or the three pillars it captures an

expanded spectrum of values and criteria for measuring organisational success: economic,

ecological, and social. The scope of the sustainability policy needs to take into consideration the 3BL

approach.

Principles of Waste Hierarchy

Waste hierarchy is a basic concept and cornerstone of most waste minimisations strategies.

The aim is to extract the maximum practical benefits from products and to generate the minimum

amount of waste.

The first three stages of the principles of waste hierarchy would be well known to most people

through the use of this promotional symbol:

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Can we reduce our need for a certain resource or process or avoid it all together?

If we can’t reduce our need can we reuse the waste that is being produced?

If we can’t reduce or reuse is there an opportunity to recycle the waste associated with our

production?

Policy structure

As a minimum, a basic template for a sustainability policy should include:

1. State the organisation's missions and core values

2. Commit to: o Protecting the environment

o Complying with relevant legislation

o Complying with relevant government policy commitments

o Continual improvement in environmental performance

3. Get sign-off from your CEO, board or executive

A sustainability policy does not need to be overly complex and or verbose. It should be a short

explanation of the organisation’s beliefs, motivations and reasoning behind developing sustainable

business activities.

It should be written in a language that is appropriate for the stakeholders who are able to read and

disseminate the policy.

Associated Considerations

When designing the policy the organisation will have to take into consideration:

• Timelines for periodically reviewing environmental goals

• Associated costs with implementation

• Making policy publicly available

• Staff and contractor inductions

• Updating other relevant documents (e.g. contract and business planning documents)

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XYZ Pty Ltd Sustainability Policy

Company XYZ Pty Ltd is committed to excellence, quality and leadership in all of its activities. XYZ strives to

lead through an innovative approach and commitment to social justice, human rights and a sustainable

environment.

XYZ respects our relationship with the natural environment and its life-sustaining ecosystems and recognises

the need to maintain and restore a rich biodiversity. The company acknowledges the adverse impacts that

human activity can impose and takes actions to prevent degradation of our natural systems, while supporting

the repair and recovery of those systems.

The company, in support of its commitment to the Environmental Protection Act 1970, strives to lead the local,

national and international community in the innovation and practice toward a sustainable environment by:

continuously integrating best practice in regards to sustainable activities;

setting, communicating and achieving leading environmental objectives and targets for all aspects of the company to continue to reduce natural resource use and minimise and prevent adverse environmental impacts;

incorporating environmental sustainability principles, awareness and understanding through research, consultancy and community engagement;

following the directives of the Australian governments “Energy Efficiency Exchange” to embed sustainable best practises;

administering sustainable practices using the ISO 14001:1996 Environmental management systems life cycle analyses;

establishing practices that meet or exceed relevant environmental legislation and adhering to agreements and standards at local, national and international levels

integrating principles of ecologically sustainable development into all corporative activities so that it is a value-add to the company.

XYZ recognises its responsibility to practice and promote behaviours that support activities which contribute to

environmental sustainability within the local, national and international community.

This policy applies to the activities of XYZ Pty Ltd and to all XYZ controlled entities.

Signed: Julie Green

Julie Green CEO XYZ Pty Ltd 12/7/2016

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Communicate workplace sustainability policy

The success of the organisation’s sustainability policy depends on how well it is understood and then

implemented into the work environment. This will not be achieved without communicating the

policy to the workplace and other stakeholders who need understand the organisation’s

commitment to a sustainable approach to business.

The policy may need to be communicated with:

• personnel in the organisation

• customers

• Government

• Regulators

• investors

• local community

• suppliers

Workers and work groups will want to know how their work is affected by the implementation of

sustainability practices. Many workplace documents may need to be amended to include additions

that will help comply with the sustainability policy. For example, a SWMS is in place for the cutting of

wood for furniture. In the document one of the stages includes throwing all off cuts into the general

rubbish skip. The organisation has since realised that those off-cuts can be reused in other purposes

or turned into pulp so a designated collection point has been added for these purposes. This will

have to be added to the SWMS for this job task.

Workers will also want to know what the benefits are for themselves and the organisation. Once

employees understand the benefits of a sustainable approach they will be more inclined to play their

part in procedures.

Customers will now need to be made aware of the organisation’s new stance on environmental

friendly business activities and how this may have a positive flow-on effect to the products and

services being supplied to them. Advertising campaigns, billboards, television & radio

advertisements, on-line banner ads, promotional activities, flyers are all good ways to get the green

message across.

Many organisations have compliance and regulatory conditions imposed upon business activities

and the environmental flow on effect from these. These businesses have to periodically report back

to their respective local, state or Commonwealth government departments or state regulators on

their emission levels, gas outflows, water outflows and or hazardous waste materials.

Local communities are sometimes overlooked in a change period for businesses as focus may be on

financial and production issues. It should not be forgotten that one of the major supplies of labour

and resources may be coming form that community directly and our changes towards the

environment will directly affect the local surrounds. Letting the local community know about the

organisation’s changing attitude to the environment in their vicinity can only have a positive flow-on

effect and help build stronger relationships in this area.

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It is worth noting that many organisations will only do business with “Green” companies and they

will lock out those companies that are having a negative impact on the environment. Manufacturers,

suppliers and investors should also be communicated with regarding the changing face of the

company towards a more sustainable approach and encourage these to accept these changes as a

part of continuing business relationships. This can be achieved through meetings, promotional mail

outs and improved contractual arrangements.

Those involved in implementing the policy will need to communicate with all of the stakeholders

mentioned above and they will need to have the policy explained to them in regards to the

outcomes expected, activities to be undertaken and how responsibilities will be assigned.

Communication mechanisms and consultative processes are discussed in depth in Chapter 2 Manage

Consultation and Participation Processes

It is worth reiterating some points about the consultation process here as the techniques and

approaches are as applicable when discussing sustainability issues as they are with health and safety

issues.

Consultative Mechanisms

There are many ways to facilitate communication and consultation within the workplace. These

can include:

Inductions

Consultation and discussions with HSRs and safety committees

Daily communication on the job between managers and workers

Provision of sustainability information through intranet email, newsletters, safety alerts

Liaising with contractors and sub-contractors regarding sustainability issues

Discussion of sustainability issues raised through workplace meetings

Provision of input into safety audits, hazard identification, risk assessments

Distribution of safety surveys and checklists

Toolbox meetings, floor meetings

Suggestion boxes, surveys

Posters The type of advice that you provide to workers and others associating with the change may include:

Making personnel understand that change is an on-going process even beyond the

finalisation of the change in place

Continuously reinforce what the change will mean for them

Requiring on-going feedback to ensure that they are meeting the organisation’s goals

Make sure that union officials and workplace officials are up to date with changes to work

Make sure that personnel know that you are always available to answer their concerns and

help them solve their problems as they arise

Providing information regarding the final planning, implementation and the way in which the

change will be monitored and evaluated.

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Implement workplace sustainability policy

The next task is to implement the policy and to actually put it into practice. This is where the

organisation will see the policy brought to life, as people start to interpret it and use it in the

workplace.

At times it may be found that employees don’t implement the policy correctly or it may be that the

person responsible for creating the policy hasn’t thought about exactly how it will be implemented.

Strategies and a plan of action can be designed to achieve particular goals.

A clear strategy will specify what action is needed when developing and planning a sustainability

workplace policy.

Action plans can be used to implement the objectives/commitments of the sustainability policy into

the workplace. Their purpose is to make you really think about how the policy can actually translate

to the work space and how people will use these policies in their work.

The person responsible can utilise the same style of “Action Plan” designed for implementing safety

factors into the workplace, to help implement environmental sustainable objectives.

(See Chapter 2 - Manage Consultation and Participation Processes)

The sustainability initiatives once listed in the action plan can then be explained to work groups and

stakeholders who are to implement them so any concerns can be discussed.

These could include:

Why the action is being implemented

What outcomes are expected from each action?

Which work group members, employees, stakeholders are responsible for each action

What are the objectives targets and KPIs for each action?

Which resources will be used to complete each action?

What is the time line for completing the action?

For example, if one of the company's aims of the sustainability policy is to introduce a recycling

scheme, reduce water use and reduce electricity consumption & they could be presented in the

action plan as below:

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ACTION PLAN

Action Plan Completed By HSE Manager Today’s Date 12.08.2016

Action to be taken Current status

Improvements needed

Priority (critical, major, minor)

Objectives, targets, KPI

Resources Responsible person to

track progress

Timeline

1. Implement a recycling program

No waste recycling

Create a waste collection point with bins for paper, plastic, steel

Major Recycling target per month. Plastic = 2 Bins Paper = 1 Bin Steel = 1 Bin

Recycling contractor. Paper, plastic, steel recyclable materials Bins for each recycling type Signage Training sessions Funds

WHS/OHS Manager with support from employees

Program fully operational by 31.08.2016 Audit at end of each month

2. Reduce energy usage

Nothing in place

Prevent unnecessary use of energy

Major Reduce annual energy usage from 25kWh to 20kWh

Posters, newsletters, staff meetings, intranet, newsletters Funds

Production Manager

(12 months) Review usage quarterly

3. Promote efficient water usage

No strategy in place

Capture rain water to use in the business.

Minor Reduction of 10,000 litres of water from local supply on an annual basis

Tanks, piping, pumps. Signage, staff meetings Information sessions Funds

Production Manager

Implement by 31.08.2016 Review usage quarterly

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Procedures

A policy is a statement about an issue within the workplace and describes the organisations beliefs,

core values and objectives about the issue.

A procedure sets out step-by-step instructions on how to deal with an activity in the workplace.

While a policy can be as little as one page long a procedure can run into numbers of pages

depending on how much information needs to be designated to each procedural step.

A procedure can be in the form of:

Organisational Procedure

Safe Work Procedure (SWP)

Safe Work Method Statement (SWMS)

Safe Operational Procedure (SOP)

Operational Plan

Work Manual

An organisation may already have many procedures in place such as:

Risk management procedures

Confined spaces procedures

Working at height procedures

Consultation procedures


Forklift procedures

Hazard reporting procedures

Procedures for management of hazardous substances

Incident or injury reporting procedures

Manual handling procedures

Fatigue management procedures

Risk assessment procedures

Rehabilitation and workers compensation procedures

Working from home procedures

Each sustainable work practice (or action) can have a specific procedure written for them which can

then be explained to stakeholders.

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Procedures for sustainability may include:

Risk management procedures

Consultation procedures

Risk assessment procedures

Hazardous waste procedures

Recycling procedures

Electrical use procedures

Water use procedures

Waste management procedures

The templates used for writing health and safety procedures can be adapted for sustainability

activities and these procedures can then be added to workplace operations.

A typical procedure includes:

Title

Purpose

Scope

Procedural steps

Authorisation

Version Control

Title – the procedure should be specific, clearly labelled and unambiguous. Each person who picks up

the procedure should know exactly what it is about from the overriding title

Purpose – describes what the procedure is designed for. Why do we have this procedure? What

does this procedure want us to achieve?

Scope – What areas does the procedure cover and who does it apply to?

Procedural steps – What has to be done? What are the tasks that have to be carried out for this

procedure to be implemented? The procedural steps should be listed logically and in a sequential

manner so they can be enacted successfully by anybody that may have to use the procedure.

Authorisation – The procedure will need to be authorised by somebody in upper management or

from the relevant department with the required authorisation to add gravitas to the document

Document Control – The procedure, as for all organisational documents, will fall under the stringent

requirements of the company’s Information Management Systems (IMS). It will need to be added to

the document register, be version controlled and supported through the document life cycle.

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XYX PTY LTD Environmental: Procedure: 0012

WASTE MINIMISATION AND RECYCLING PROCEDURE 1. Purpose - XYZ Pty Ltd Waste Minimisation and Recycling procedure is designed to support and promote opportunities and practices to reduce landfill and greenhouse gas emissions in the workplace. The aim of these recycling programs is to:

• Reduce the output of the general waste stream • Minimise contamination of the recycling stream • Reduce the need for landfill space • Take advantage of the economic benefits of recycling • Reduce carbon dioxide emissions associated with waste to landfill

2. Scope - This procedure applies to all consumables used at XYZ premises and work environment. The waste minimisation and recycling programs are to be supported by the management and staff at XYZ as well as XYZs service contractors, visitors and clients. This procedure applies to the following recycling streams at XYZ:

• Paper • Cardboard • Polystyrene • Toner and Ink Jet Printer Cartridges • Mobile Phones • E-Waste (computers and other electronic equipment) • Florescent tubes and other lamps; and • Co-mingled (aluminium, glass, and plastics)

3. Procedure Please sort and dispose of your recyclables thoughtfully. General Managers, project managers, factory managers, purchasing officers and human resources management should also consider the use of alternative means of disposal, e.g. agreement with computer manufacturers for disposal service during procurement of new computers. Appropriate receptacles for select recycling categories are placed throughout all XYZ buildings and grounds. 3.1 Paper Recycling 3.1.1 Paper Recycling Boxes in administration Paper recycling boxes are available for you to use at your desk. Items you can and cannot recycle are listed on the side of the box. Once filled, please empty your box into the 120 litre paper recycling wheelie bins located within your building. 3.1.2 Paper Recycling Bins Secure Paper Destruction Service Secure 240 litre wheelie bins with a lockable lid will be supplied for all confidential documents. To arrange secure paper recycling service Ph: 1333 333 333. If required, you can request a Certificate of Destruction. In situations where it is determined necessary, Shredder Pty Ltd will provide an additional service where documents will be destroyed on site. An extra cost will be charged. Paper Recycling – not confidential Unlocked 120 litre wheelie bins are supplied in all work departments. The material is not shredded, but it is ultimately reprocessed.

3.2 Cardboard Recycling All types of cardboard except waxed or glossy can be disposed of through this system.

Flatten cardboard and leave at designated collection points in buildings or in containers located near your building.

Discard ancillary waste (e.g. polystyrene packaging, wood crates) appropriately not with cardboard.

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3.3 Polystyrene and plastic recycling Separate polystyrene and plastics from all other waste. These should then be put in designated recycling bin

3.4 Toner and Ink Jet Printer Cartridges Send empty toner and ink jet printer cartridges to the human resource manager who will arrange for the cartridges to be sent to a recycling facility. Place empty cartridges in SEALED plastic bags beforehand. 3.5 Mobile Phones, Two ways, Walkie Talkies Staff can return mobile phones with batteries and accessories to suppliers. Mobile phone satchels are available at Australia Post outlets. Mobile phone handsets, batteries and accessories can be handed in to the human resources manager. They can also be collected free of charge by the Mobile Phone Industry Recycling Program. For further information, go to: http://www.mobilemuster.com.au 3.6 E-Waste Management collects and arranges for the disposal of office equipment (computers, monitors, photocopiers, etc.) This equipment is sent to companies who recycle the raw material. Make sure that all data has been deleted and removed from obsolete computers that are to be disposed of. These computers should also be delisted and taken off the asset register. Note: Please remove toner cartridges from printers prior to collection and recycle separately. 3.7 Fluorescent tubes and other lamps Fluorescent tubes are replaced by site electricians as required. Old fluorescent tubes are stored in cardboard containers which are then placed in a skip located in Factory 1 Workshop. Once the skip is full, the fluorescent tubes and lamps are collected by a contractor for recycling. 3.8 Co-mingled recycling Co-mingled recycling bins for general glass, plastics and aluminium cans are located across the company. Small recycling bins are also supplied in kitchens. 3.9 Bins for off-site work Arrange with factory managers to take a general recycling wheelie bin and general rubbish bin when required to work off site.

4. Document control

Effective date: November 2013 Prepared by: Ken Nguyen – OHS Manager Authorised by: OHS Committee Approved by: CEO Jane Citizen Document identifier: XYZ PTY LTD Environmental : Recycling Procedure 0012 Next review: June 2014

Version control

Author Date Version No Changes made (minor or major)*

Ken Nguyen Nov 2013 6.1 Major

Ken Nguyen June 2013 5.9 Minor

Ken Nguyen Nov 2012 5.8 Minor * Minor = e.g. spelling, formatting, slight change in wording etc

http://www.mobilemuster.com.au/

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Major = e.g. context, structure

The procedure needs to be:

• Accessible

• Relate to policy requirements

• Relevant

• Be approved by authorised member of the organisation

• Easy to read - written in easy to understand terms

• Compliant with environmental and OHS/WHS legislation

• Explain what is to be achieved when following the procedure

Communicate the Procedure

At this stage the procedures that have been designed for sustainable business activities will need to

be explained to the people who are to use them. An organisation could use the same techniques

used when consulting about the sustainability policy although rather than describing an overall

description of why the organisation has chosen to adopt a sustainability policy stakeholders will now

be informed on the steps they are to take to administer the objectives of the policy through the

actions of the procedure into their work areas.

Training, information and demonstration sessions

One of the most effective ways to describe to internal stakeholders what is involved with the

implantation of each procedure is to take them through a training, information and/or

demonstration session.

Workers can be separated into designated work groups or areas and the information could then be

disseminated to each group pertaining to their particular work place sustainability work activities.

During information sessions facilitators can use a number of resources to help stakeholders

understand the requirements of each procedure.

These can include but are not limited to:

• Hands on coaching session/buddy system

• Posters

• Demonstrations

• Video presentations

• Case studies

• Discussion sessions

• Role plays

• Modelling

During these sessions the steps in the procedures can be explained and described as well as the

typical positive outcomes that are expected. The benefits of these outcomes to workers, the

company, the local community and globally can all be discussed. Conversely, the negatives

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associated with not following a procedure can also be discussed.

You can read more about training techniques and the issues surrounding the delivery of training

sessions in Chapter 2 - Manage Consultation and Participation Processes

External stakeholders will also need to be updated on the specific changes to work place procedures

especially where it concerns their interaction with the organisation. These external stakeholders can

include:

• Contractors

• Manufacturers

• Suppliers

• Delivery personnel

• Other companies

• Local Community

• Councils

• Regulatory bodies

Implementing a sustainable approach to business activities is not just about writing policies and

procedures. It depends on ALL stakeholders who are to implement these procedures accepting

change and taking ownership. Once a workplace has “buy in” to the sustainability initiatives large

changes can then be made.

Review workplace sustainability policy implementation

Reports will need to be generated to show how efficient, or not, sustainability practices have been.

Reports will contain information on how compliance has been meet, which targets have been

accomplished and any areas that need improvement.

For external stakeholders reports can provide a positive view of the organisation and its

commitment to environmental responsibility. This can value-add to a business identity.

For internal stakeholders reports show how employees are helping to meet the organisation’s

targets and as a result can in turn raise awareness, commitment and motivation amongst staff.

Various methods may be used to communicate this information. These could include staff meetings,

Annual General Meetings, newsletters, company websites, posters and the company’s intranet.

Compliance reports

State and federal governments expect organisations to report their environmental impacts and

report to government or stakeholders. Reporting may also require companies to verify and audit

their levels of compliance, and demonstrate plans for improvement. These reports demonstrate the

organisation’s adherence to guidelines and are delivered on a regular (usually annual) basis.

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Reports also have to be submitted if a breach of compliance occurs. When an organisation submits

legally required reports, the regulatory body will check the system to ensure that compliance has

been achieved. If this is not the case, a review of the systems will be imposed.

Efficiency reports

Efficiency reports focus on the targets, KPI’s or objectives that have been set and provide a tool to

check progress. They are generated from observation and monitoring reports and can be produced

monthly, quarterly or every six months. Efficiency reporting allows you to focus on targets that have

been met or surpassed and identify areas or activities that are unsuccessful.

Annual reports

These provide an opportunity for companies to share information on their sustainability

commitment with stakeholders.

Newsletters

These may be internal or external, but provide an accessible means of conveying environmental

information to stakeholders. They usually provide ideas for improved sustainability practices, and

often contain a message from the CEO or a senior management representative to lend credibility

and reinforce the organisation’s environmental commitment.

Workgroup meetings

Meetings with relevant staff to discuss current efficiency and requirements for meeting targets

provide opportunities for feedback, questions and suggestions, and may reveal problems with

adhering to procedures and meeting targets.

Posters

Using posters that promote sustainability policy objectives can be used in the workplace to reinforce

points or to make employees aware of the targets that are being met. They can help motivate

employees towards a better sustainable performance.

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© http://www.sustainabilityatwork.com.au

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The internet

Most medium to large companies have designated web pages that promote their environmental and

sustainability commitment to the outside world. Company websites provide an opportunity for

interested parties to view their sustainability practices and can include sustainability reports, case

studies and statistics in the hope that it will attract clients, tenders and customers as well as allay

any fears the community may have about that company’s environmental footprint.

http://www.shell.com/global/environment-society.html

Some companies take it a step further and use the internet to show-case their environmental

approach using presentations. For example, YouTube has a number of videos whereby companies

explain and promote their environmental practices. These are sometimes supported by third parties

such as education and government departments to help spread the word on sustainable business

practices.

https://www.youtube.com/watch?v=mffBpgi57Ec

Investigate successes or otherwise of policy

Records and feedback from internal and external stakeholders can be utilised to investigate the

outcomes of the policy, and its success or otherwise.

Performance should be measured over a set time period and compared to previous performance

and targets set for improvement. For example, electricity invoices will show clearly whether savings

in energy usage have occurred, so this information can be easily captured and compared. This

measurement and monitoring allows a company to determine whether the policy and procedures

have been successful, and whether targets need to be modified or reset.

http://www.shell.com/global/environment-society.html

https://www.youtube.com/watch?v=mffBpgi57Ec

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If the results are negative, or show no real progress, then you should investigate possible reasons.

After checking the data for reliability to ensure there are no problems with your measurement

systems, you can conduct discussions with employees to determine whether any other factors are

contributors to the result (e.g. machine faults, staffing issues, lack of staff training). Suggestions can

be gathered from stakeholders - particularly staff responsible for carrying out the procedures – to

determine what changes may be made if necessary. This gives the opportunity to pinpoint areas for

future consideration and make recommendations for corrective action if this is required.

Once you have checked the data obtained for reliability, identified problem areas and made

recommendations for improvement, changes can be designed and implemented. You may need to

establish new targets for performance.

Monitor records to identify trends

The procedures used for risk management are crucial to identifying areas of non-compliance and

these same concepts apply equally to the area of sustainability. It is important to design and

implement procedures to minimise risk, and this is achieved through a process of continuous

improvement. New procedures will require adjustment and so must be evaluated within a

reasonable time frame in order to determine their effectiveness and applicability to relevant

workgroups.

Is legal compliance being met and have all necessary records been kept? Your organisation may also

carry documentation of recording systems such as checklists or audits which will allow you to

determine whether remedial action is required.

It may be necessary to examine records of employee’s performance, workplace appraisals or

reviews, which may reveal problems with the effectiveness and or clarity of the policy and

procedures.

For example, if a number of employees demonstrate a poor level compliance with the policy and so

do not meet their benchmarks, this would indicate problems with the policy achievability and KPIs

set. However, if only one or a few employees are not meeting the targets, it’s likely that there is a

degree of apathy, carelessness, or lack of understanding of the procedures or the language being

used.

Monitoring documents will allow you to notice trends and identify strategies that are working. You

will be able to determine levels of compliance (legal), and reviews will provide useful information on

whether the organisation’s operating procedures are assisting stakeholders to achieve their targets.

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Modify the policy and/or procedures as required to ensure improvements are made.

Procedures may need to be modified due to the following reasons:

• targets which have been set are unrealistic

• laws have been changed so compliance requirements have to be reviewed

• the business has expanded or changed focus, so that policy has to apply to new

areas of operation

• targets have not been met, and it’s clear that the procedures are confusing or

incomplete

If you need to modify the policy, the continuous improvement cycle starts again:

• conduct investigations

• make recommendations

• evaluate recommendations

• rewrite the policy and procedures as required

• set new targets

• plan the process and methods of implementation

• monitor and evaluate the new process

• consult with stakeholders

If it is found that a sustainability policy or procedure needs to be modified, management would then

add that to the next round of document control edits which are part of the overall WHSIS/OHSIS and

form part of the WHSMS/OHSMS. Documents would then go through the process of being updated

on the document register and reintroduced to the work environment, communicated, implemented

and reviewed for continual improvement.

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INDEX

A

A safety culture, 52

Action plan, 82, 96, 101, 102, 332

Age, 253

Agenda, 81

ALTR, 170

Anxiety, 253

AS 1885, 169

AS/NZS ISO 14001:2004, 326

Audiologists, 291

Audits, 110, 196, 205, 233, 276

Australian bureau of statistics, 150

B

Barriers to Investigation, 305

Barriers to training, 267

Body mapping, 233

C

Causative analysis, 312

Causative tree analysis, 314

Cause and effect diagram, 84

Chairperson, 81

Change agents, 153

Charts, 191

Checklists, 233

Clients, 254

Clipart, 190

Coaching, 90

Code of ethics, 62, 159

Code of practice, 17

Codification, 32, 33

Commitment, 121

Common law, 10, 37

Communication, 67, 118, 164, 242, 243, 301, 329

Company directors, 26

Confidentiality, 158, 309

Consequence, 227

Consultation, 50, 73, 79, 103, 119, 120, 124, 198, 233, 259

Consultative mechanisms, 330

Contract law, 10

Contractors, 24, 254

Contributory factors, 312

Controls, 225

Criminal law, 11

Cultural diversity, 63

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D

Dangerous goods, 11

Dangerous Incidents, 283

Data, 147, 151 165, 172, 179, 271, 272, 289

Databases, 148

Designers, 23

Documents, 143

DRSABCD, 285

Drugs and alcohol, 253

Duty holders, 216, 300

Duty of Care, 38, 117, 214, 232

E

Electronic systems, 174

Emergencies, 166, 305

Employees, 146

Employer, 21, 146

Employer groups, 205

Environmental Management Systems, 325

Environmental protection, 12

Equal opportunity, 12

Equipment, 215, 217

Equity, 157

Erectors, 23

Ergonomics, 246

Ergonomists, 291

Evaluation, 106, 107, 115, 194, 137, 230, 260

Evidence, 307, 318

Eye Witness Accounts, 308

F

Facilitation, 47

Feedback, 112, 161

First aid, 285

First Aid Records, 205

Five Whys Principle, 313

G

Graphics - General, 193

Graphics - Shapes, 192

Graphics - smartart, 191

Graphs, 272, 273

Guidance notes, 19

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H

Harmonisation, 4

Hazard Identification, 232

Hazard management tools, 264

Hazards, 209, 210

Health and Safety Committees, 24, 25, 74, 139

Health and Safety Representatives, 24, 25, 26, 74, 138

Health professionals, 291

Hierarchy of risk control, 223

I

Icam, 315

Illness, 253

Implementation, 115, 123

Importers, 22

Improvement notices, 35

Incident models, 239

Incidents, 2, 156, 279, 286

Indicators, 166, 169, 171

Induction, 80

Industrial relations, 13

Industry bodies, 146

Industry standards, 20

Information, 147, 151, 172, 271, 289

Information - external, 94, 149, 308

Information - internal, 94, 152, 308

Inspections, 165, 239, 298

Inspectors, 30, 68

International standards, 20

Interviews, 220, 235, 299

Investigation team, 300

Investigations, 235, 294, 299, 301

Ishikawa diagram, 315

J

Job Safety Analysis, 152, 167, 235, 236

L

Language, 63, 78

Legal Advice, 27

Legislation, 3, 10, 16, 40, 42, 51, 62, 255, 259, 263

Likelihood, 228

Literacy and numeracy, 63

Logic models, 108

LTIFR, 170

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M

Management, 51

Managers, 26

Mandatory Health Monitoring, 253

Manufacturer, 22, 150, 176

Mean, 180, 271

Median, 181, 271

Meetings, 80

Mentoring, 91

Minutes, 82, 110

Mission statement, 55

Mode, 181, 271

Monitor Health, 167

Monitor records, 342

Monitoring, 237, 256

MSDSs, 152, 235, 206

N

Negligence, 37, 38, 39

O

Observation, 237

Occupational Hygienists, 291

Officers, 21

OHS Plan, 127

OHSMS, 59, 115, 116, 118, 201, 215

P

PCBU, 146

Performance Appraisals, 200

Performance Indicator, 99, 100

Persons In Control Of Workplaces, 23

Picture, 190

Planning, 115, 303

Policies, 43, 77, 115, 121, 122, 145, 168, 280

Principles Of Waste Hierarchy, 326

Privacy, 13, 56

Privacy Law, 160

Privacy Principles, 57, 58

Procedures, 43, 77, 145, 168, 333, 335

Professional Bodies, 151, 207

Professional Liability, 39, 62

Prohibition Notices, 34

Provisional Improvement Notices, 35

Q

Questionnaires, 111, 221

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R

Reasonably Practicable, 9, 224

Record Keeping, 127, 303

Record Keeping Tools, 174

Records, 154, 158

Registers, 175

Regulations, 17

Regulator, 4, 5, 34

Reporting, 176

Reports, 111, 206, 261, 288317, 319

Resources, 304

Responsibilities, 257, 307

Review, 116, 338

Risk, 211, 212, 213

Risk Assessment, 168, 229, 269

Risk Management 229

Risk Rating Matrix, 228

Risk Register, 239, 241

S

Safe Work Australia, 150

Safety Engineers, 292

Safety Handbooks, 172

Sdss, 152, 206, 235

Self-Employed Persons, 22

Shift Work, 64

Simulations, 238, 299

Site Preservation, 290

Skills Audit, 88

Smart Goals, 97

Software Applications, 186, 269

Specialist Advice, 126, 207

Specialists, 207

Stakeholders, 163, 302

Standards, 18

Standards Australia, 18

Statistics, 232, 276

Statutory Law, 9, 37

Stress, 252

Supervisors, 26, 251

Surveys, 111, 221, 274, 275

Sustainability, 321

Sustainability Policy, 321, 323, 328

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T

Team Leaders, 26

Technical Advisors, 292

The Internet, 341

Timelines, 238, 256, 300, 306, 311

Tools, 263

Trade Practices, 14

Training, 87, 95, 200

Triple Bottom Line Reporting, 326

U

Unions, 146

V

Validity, 169

Version Control, 77

Vision statement, 55

Visitors, 254

W

Websites, 95

Wellbeing, 252

WHSIS, 143, 153, 198, 216

Work Instructions, 173

Workers, 20

Workers’ Compensation, 14, 156

Workgroups, 71

Workplace Inspections, 274

Writing Styles, 187