Section Five Systematic Management of WHS

Safety Matters II

S E C T I O N F I V E

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Systematic Management

of WHS


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A Guide to

Systematic Management

of WHS


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Systematic Management of WHS

This Section of the Safety Matters Guide looks at overall monitoring and

systematic management of WHS issues. Th is Section outlines some of the

main principles and requirements of eff ective WHS management systems. It

is intended that additional material will be added to this Section that are relevant to

particular workplaces or that address new industry initiatives and developments.

Th e Waterfall train crash and subsequent Inquiry fi nding provide a graphic example

of the consequences of failing to systematically manage OHS. As the Waterfall Inquiry

Interim report made clear that tragedy was a result of systemic failures in capital

equipment, inadequate training, fatigue and inadequate medical care of frontline staff

performing safety critical work.

Waterfall Inquiry Findings

Th e fi ndings of the Waterfall Inquiry were particularly critical at the systemic

failure of State Rail to plan and manage safe operations. Amongst its conclusions

on the factors which contributed to the accident are:

(a) Th e failure of State Rail to manage the risk of a high speed roll-over

(b) Th e deadman pedal was not fail-safe in either its design or operation

(c) No adequate testing of the system was undertaken

(d) No system was established to enable identifi cation of safety hazards

(e) No system of accountability or responsibility for the safety devices

installed on Tangara trains

(f) No adequate assessment of the defi ciencies in the safety system

(ii) Th ese failures were part of a ‘broader failure to properly manage

safety in at least the following respects:

(iii) Th ere was a pervasive lack of safety awareness within the

management of the State Rail Authority

(iv) Th ere was a culture which enabled safety violations to occur

(v) Th ere were no integrated system for communication of safety

critical information

(vi) Th ere was a failure by State Rail to learn from other rail systems

(vii) State Rail Authority failed to disclose information in its annual safety

reports to the Department of Transport

(viii) State rail Authority had a weak safety culture

(ix) Approach of State Rail Authority to safety management was

reactive



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Th e report also identifi ed ‘human factors’ such as the train guards’ inadequate

training and rostering leading to fatigue and diminished capacity to assess and

respond to what was occurring.

Th ese are issues that are of concern to all employees employed by all private and

public transport operators. It will be increasingly necessary for Union and WHS

representatives in the workplace to be actively engaged in the systematic management

and monitoring of WHS systems in their workplace. Th ere is also a responsibility on

the Union and its members and all those involved in WHS to identify key areas of

concern and to work towards eff ective solutions.

Developing WHS Management Systems Th e systematic and strategic management of WHS is vital in preventing workplace

accidents, injuries and illness. Th is involves developing formal and/ or informal

management systems for dealing with occupational health and safety matters.

Th at is, WHS should be integral to the overall strategic business planning of the

company, and not viewed as an ‘add-on’ or side issue.

Th e Australian Standard for Occupational Health and Safety Management

Systems (AS 4804 1997) defi nes an WHS management system as:

Th e part of the overall management system which includes organisational

structure, planning activities, responsibilities, practices, procedures, processes

and resources for developing, implementing, achieving, reviewing and

maintaining the WHS policy, and so managing the WHS risks associated with

the business or the organisation’.

Principles of Workplace Health and Safety Management Systems (WHMS)

Th e Act and its supporting regulatory and advisory framework provide broad objectives

and in some circumstances, detailed guidance to assist employers, employees and

others in achieving health and safety. Th e legislative framework must be considered

and applied specifi cally in relation to each individual workplace in order to achieve

optimum health and safety.

However, due to the complexity of workplaces, the interaction of people, plant,

substances and systems, the organisational structure and workforce culture,

implementing the legislation can be diffi cult and oft en becomes reactive and ad hoc.


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Th e ideal way to implement the Act is through a planned, systematic and coordinated

approach.

Several reports have been written evaluating the eff ectiveness of WHMS, with the

objective of increasing the understanding of the role and function of WHMS to

encourage all Australian workplaces to adopt a more systematic approach to the

management of WHS.

WorkCover NSW has previously developed a Six Step Approach to serve as a guide

in developing WHS systems. Th e steps that should be included in the occupational

health and safety strategy are:

• Develop an WHS policy and related programs

• Set up a consultation mechanism with employees

• Establish a training strategy

• Establish a hazard identifi cation and workplace assessment process

• Develop and implement risk control

• Promote, maintain and improve these strategies

Th ese steps and their components are discussed in more detail in the

following sections.

Employer Commitment and Policy

An organisation’s WHS policy is a public statement signed by senior management

expressing commitment and intent to manage WHS responsibilities throughout the

whole organisation. Th e policy is intended to clearly inform employees, suppliers,

customers and other relevant parties that WHS is an integral part of all operations.

Th e formation of an WHS policy assists in the development of a proactive WHS

culture in the organisation.

An WHS policy should:

• state the organisation’s health and safety objectives

• express the employer’s/organisation’s commitment to WHS and continual

improvement in the control of work-related injury and illness

• include a commitment to comply with relevant WHS legislation and with other

requirements to which the organisation subscribes

• be dynamic and relevant to the organisation’s overall vision and objectives

• be appropriate to the nature and scale of the organisation’s WHS risk

• specify the responsibilities of managers, supervisors and employees in achieving



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WHS objectives • form the basis upon which the WHS programs are established to achieve the

objectives

• allocate appropriate physical and human resources to ensure objectives are

achieved

• be signed or authorised by the most senior person in the organisation

• include an issue and review date

• be documented and communicated throughout the organisation

• be available to interested parties and clearly understood by everyone

• be reviewed regularly to ensure it remains relevant and appropriate to the

organisation.

WHS Programs WHS programs are the specifi c activities that the organisation conducts to

achieve the policy objectives and commitment. Programs can be general in nature or

may apply to specifi c hazards.

A general program could establish risk management in the organisation. Th is

could then lead to more specifi c programs based on various hazards or work areas. A

range of WHS programs could include:

• management of particular hazards

• specifi c safety activities

• reporting systems

• investigation processes

• emergency management

• Personal Protective Equipment (PPE)

• WHS training and other information strategies.


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Developing WHS Programs Successful programs rely on the commitment of everyone in the workplace.

Consultation with all of those aff ected by the program will increase commitment and

acceptance. Th e WHS committee is usually the forum in which employees contribute

to the development of programs.

Some key stages in the development of WHS programs are:

1. Identify the WHS hazards or issues that need to be dealt with

Th e hazards or issues need to be established and clearly defi ned. Th ey should be

considered in terms of the potential outcomes for harm, the context of the workplace

(ie people, plant, substances, the systems or work activities in place etc) current

processes and technology and resources.

2. Determine appropriate action

Consider what needs to be done in order to manage the identifi ed issues.

Th is could include:

• changes to the work system, processes or methods

• information and training

• risk management strategies eg. manual handling, noise, hazardous substances

• resources to be provided

• researching new technology

• the role and responsibilities of involved parties

• supervising and reviewing the program.

3. Specify objectives or performance measures

OHS programs should specify objectives in order to determine their success. Objectives

should be specifi c, measurable and achievable. Th ey should also make reference to

time, cost and quality requirements where applicable.

4. Monitor the program

Programs should be reviewed at the end of the stated time frame, however it is usually

necessary to monitor the program on an ongoing basis to enable problems to be dealt

with as they arise, or modifi cations to be made if required. For example, additional

resources may need to be allocated, a certain type of training may be required, new

information or legislation may aff ect current actions etc.



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Mechanisms should be established to enable employees and supervisors to express

their concerns about any aspect of the program. Th e WHS committee and/or WHS

representative should be involved in this process to strengthen consultation and

commitment.

5. Evaluate and review

Programs must be fl exible. Once in place they must be reviewed to ensure their

objectives are being met in eff ectively promoting health and safety in the workplace.

Th e WHS committee representative should have a role in the process of review and

evaluation. Th ey can then make recommendations to management about what should

be done in the future to enable continual improvement or take corrective action. Th is

should be done with direct reference to the stated program objectives or performance

measures.

One method of evaluating the program could be for the WHS committee

representative to survey employees and supervisors about the eff ectiveness of the

program at the end of a designated period.

If the program is successful and a decision is made to continue with it on a permanent

basis, periodic review is important. Changes in technology, legislation and work

systems may result in improved prevention and control strategies.


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Developing WHS Policy? An WHS Policy is a way an organisation communicates its commitment to a safe

and healthy workplace and the responsibilities of everyone in the workplace to

achieve this.

Successful management of health and safety in the workplace requires the

following elements:

1. A commitment by the employer to provide a workplace that is safe and without

risks to health. Th is commitment is demonstrated by giving health and safety issues

priority in all decisions aff ecting the workplace and the conduct of work.

2. Th e provision of adequate resources to ensure the workplace is safe and without

risks. Adequate resources are needed to ensure that things such as equipment are

safe and properly maintained. WHS issues are promptly addressed and employees

are trained to carry out their tasks in a safe manner.

3. WHS responsibilities are clearly defi ned and people in the workplace are aware of

their responsibilities and are competent and resources to meet them.

4. Th ere is an WHS program comprising of a range of health, safety and welfare

to enable the workplace to identify hazards, assess risks and implement control

measures to ensure the highest level of workplace health and safety. Such activities

as hazard reporting, accident and incident reporting, emergency procedures and

incorporating health and safety into job design, training and purchasing would

constitute the WHS program.

By developing an WHS policy which addresses these issues, the organisation can

clearly express its commitment to a safe and healthy workplace and how it is going

to achieve it.

Steps in Developing an WHS Policy

Th e WorkCover Workplace Safety Kit describes the following six steps in developing

an WHS Policy.

• Determine WHS responsibilities

It is important that this is done before the policy is developed so the

responsibilities can be incorporated into the policy to emphasise what the

organisation expects of everyone in ensuring a safe and healthy workplace.


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• Do a rough draft of the policy covering the issues in the sample policy provided.

• Discuss it with senior management and reach agreement on the draft .

• Discuss the draft with your WHS consultative committee, WHS representatives or

other consultative mechanisms established to develop your WHS system.

• Put the draft out for comment by employees and review if necessary

• Have senior management endorse the policy

• Publicise and promote the policy. Th is can be done by:

(a) Placing copies of the policy in prominent positions in the organisation

(notice boards, lunch room, foyer)

(b) Using the policy to drive the WHS program

(c) Incorporating the policy in WHS training

Delegates and WHS Representatives should make themselves familiar with the

WHS and related policies in their workplaces.


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Sample WHS Policy

General Policy

Th e health and safety of all persons employed within the organisation and those

visiting the organisation is considered to be of the utmost importance. Resources

in line with the importance attached to occupational health and safety will be

made available to comply with all relevant Acts and Regulations and to ensure

that the workplace is safe and without risk to health.

Management’s Responsibility

Th e promotion and maintenance of occupational health and safety is primarily

the responsibility of management. Management at all levels is required to take

contribute to the health and safety of all persons in the workplace. To this end, it

is management’s responsibility to develop, implement and keep under review, in

consultation with its employees, the Organisation’s WHS Program.

Specifi c Responsibilities

a) MANAGERS

Each manager is required to ensure that this policy and the WHS Program

is developed and eff ectively implemented in their areas of control, and

to support supervisors and hold them accountable for their specifi c

responsibilities.

b) SUPERVISORS

Each fi rst-line supervisor is responsible, and will be held accountable, for

taking all practical measures to ensure:

• that in the area of their control the WHS Program is complied with and

employees are supervised and trained to meet their requirements under this

Program;

• that employees are consulted in issues which aff ect their health and safety and

any concerns they may have are referred to management.



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c) EMPLOYEES

All employees are required to co-operate with the WHS Policy and Programs

to ensure their own health and safety and the health and safety of others in the

workplace.

d) CONTRACTORS AND SUB-CONTRACTORS

All Contractors and sub-contractors engaged to perform work on the

organisation’s premises or locations are required, as part of their contract,

to comply with the occupational health and safety policies, procedures and

programs of the organisation and to observe directions on health and safety from

designated offi cers of the organisation. Failure to comply or observe a direction

will be considered a breach of the contract and suffi cient grounds for termination

of the contract.

Workplace Health and Safety Program

In order to implement the general provisions of this policy, a program of activities

and procedures will be set up, continually updated and eff ectively carried out.

Th e program will relate to all aspects of occupational health and safety including:

• health and safety training and education;

• work design, workplace design and standard work methods;

• changes to work methods and practice; including those associated with

technological change;

• emergency procedures and drills;

• provision of WHS equipment, services and facilities;

• workplace inspections and evaluations;

• reporting and recording of incidents, accidents, injuries and illnesses; and;

• provision of information to employees, contractors and sub-contractors.

MANAGER’S SIGNATURE _____________________ DATE / /


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ProceduresProcedures provide more detailed instruction and generally support the

implementation of an WHS program. Th ey are usually specifi c to particular hazards

or work activities. For example, an emergency management program may include,

among other things, evacuation procedures, crowed control, bomb threat procedures

and fi rst aid procedures.

Procedures for implementing programs may include:

• induction or other training strategies

• information bulletins

• on the job instruction

• initial increased supervision

• written checklists, safe work methods or job safety analyses

• ongoing monitoring and review.

Benefi ts of Jointly Developing Policy, Programs and Procedures

Th e benefi ts of joint development of policy, programs and procedures are:

• employees consulting and taking ownership of the safety programs and procedures

that directly aff ect them

• increased employee commitment and adherence to the new program and

procedures

• employee empowerment, feeling of involvement and knowledge of why the

programs and procedures have been implemented

• all issues relevant to a safety program are considered

• the development of a comprehensive, eff ective program

• increases probability of success in achieving the objectives.

Safe Systems of Work

One of the key responsibilities of the WHS committee representative or other agreed

consultative mechanism, is to assist in developing a safe working environment and

safe systems of work.

In general terms, the employer can ensure a safe working environment and system of

work by providing:



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• a workplace that is without risk to health, safety and welfare

• safe and adequate plant, equipment and substances

• appropriate plans, procedures, work methods

• suitable instruction, information, training and supervision

• adequate resources, including qualifi ed personnel

• ongoing and eff ective review and improvement.

To ensure a safe working environment and system of work managers and

supervisors (as the employer’s representatives) should:

• implement WHS policy and procedures

• identify workplace hazards

• monitor and enforce corrective action

• consult with employees and WHS committee/OHS representative

• investigate incidents

• provide relevant induction and ongoing training

• respond to WHS issues raised by employees or the WHS committee/OHS

representative and take corrective action where possible

• submit statistics and reports

• develop appropriate WHS solutions

• ensure systems of work are reviewed and continuously improved.

Safe systems of work should:

• designate responsibility for the achievement of objectives and targets to relevant

personnel/supervisors and sections of the organisation

• include timeframes by which objectives and targets will be achieved

• be developed in the planning and design stages of new projects or during initial

business establishment

• include a process for reviewing the system

• directly respond or take account of identifi ed WHS hazards and risk levels

• be considered in relation to the ongoing operations of the organisation

• be updated to refl ect changes to the activities, products or services of the organisation

(eg. introduction of a new product) or signifi cant changes in operating conditions

(eg. change of location).


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Safe Work Method Statements Safe work method statements, known also as safe operating procedures or job safety

analyses (may be named diff erently in your sector of the industry) are particularly

important when planning and implementing work. Th ey specify methods of

carrying out certain types of work activities, tasks or hazardous work. Th e WHS

committee and/or WHS representative can be involved in their development.

A safe work method statement is itself a type of checklist. It is used to describe the job

that has to be done. It can be used to anticipate possible health and safety issues and

to program work eff ectively. Safe work method statements can also assist in quality

assurance and meeting legal or contractual requirements. Th e aims of a safe work

method statement are to:

• describe the task or job to be done

• identify the physical and human resources and skills required

• identify the health, safety and welfare hazards associated with the task

• assess and select hazard controls as appropriate

• systematically plan the job so it can be completed effi ciently and eff ectively.

Safe work method statements should:

• be developed and documented prior to the commencement of a job

• involve consultation with employees

• incorporate risk assessment results

• explain job procedures in a logical step-by-step order

• be read and understood by the employees, before commencing work

• be signed by the employees, once it has been read and understood

• be included as part of an employee’s induction training

• become part of the organisation’s safety plan

• be written in plain English with minimal jargon and presented in a suitable format

(eg. pro-forma charts or forms).



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The WHS Committee Representative and Systematic WHS Management Th e committee and/or WHS representative can assist the employer with every aspect

of systematically managing WHS from the development of policy and programs

through to evaluation and recommending improvements.

Th ey can assist in the development of a safe working environment and safe systems of

work and the formation of WHS policy suitable to their workplace.

When assisting in the development of WHS programs and strategies as part of a

systematic approach, the committee and/or WHS representative should discuss the

issues with employees at the workplace. Consultation will ensure that the suggestions,

concerns and solutions are truly representative of and relevant to the workplace.

Committees and/or WHS representatives also need adequate information to provide

correct and suitable assistance.

Th ere are many publications that can assist in the development and eff ective

implementation of WHSMS. Th ese include:

(b) AS/NZS 4804: 1997 Occupational health and safety management systems –

General guidelines on principles, systems and supporting techniques

(b) AS 4801: 2000 Occupational health and safety management systems – Specifi cation

with guidance for use

(b) Six Step Approach to Managing WHS WorkCover – Workplace Safety Kit – A

step by step guide to safety for business

• Safety Map

• OHS&R Management System Guidelines

Every organisation is unique and will have diff erent requirements of an WHSMS,

therefore the same model will not suit every workplace.


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Managing WHS ChecklistSafety, Health and Environmental Checklist Yes No

Is there a system in place that is routinely used by employees to identify and

report WHS incidents in your workplace?

Have employees been informed of all aspects of the WHS management

system?

Does your workplace have an WHS policy?

Is the employer meeting all of their (under the WHS Act, Regulations)

obligations in relation to WHS management systems?

Is a system in place and routinely used (eg: regular workplace inspections) to

identify, assess and control hazards?

Does your workplace regularly assess and analyse the WHS procedures and

programs?

Is there regular communication and consultation between management

and employees about hazard identifi cation and risk assessment in your

workplace?

Are employee WHS representatives directly involved in WHS policy and

program development in your workplace?

Is there training or skills development for employees to improve WHS

management processes in your workplace?

Are detailed records maintained and analysed by the employer in relation to

injuries, illness and incidents/accidents?

Does your workplace have regular WHS inspections and audits?

Are the WHS management measures in your workplace regularly reviewed?

Is the WHS management system in your workplace routinely monitored,

reviewed and evaluated?

What needs to be done?

• To establish eff ective WHS representation?

• To improve WHS representation in your workplace?



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A Guide to

Risk Management


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WHS Risk Analysis Th e WHS Act and Regulation require that an employer must identify foreseeable

hazards, assess the risks and to eliminate the risks, or where this is not practicable, to

control the risks.

Th is requirement applies to all hazards in all workplaces, and Chapter 2 of the

Regulation makes it clear that no employer or person conducting a business or

undertaking is excluded or exempted from these requirements.

Th at is, all employers and PCBUs must identify hazards, assess the risks associated

with those hazards and put in place eff ective measures and systems to eliminate or

control the risks.

Risk management and Workplace Health and

Safety Management Systems

Management of risk is an integral part of the WHS management process, appropriate

aspects of which are carried out by a multi-disciplinary team. It is an interactive

process of continual improvement.

Th is systematic approach could be as simple as the application of the six step approach

to WHS being promoted by WorkCover NSW in its community awareness campaign,

or it could be as complex as the application of an accredited WHS management system.’

Th e main elements are:

• Establish the Context

• Identify Risks

• Analyse Risks

• Evaluate risks

• Treat risks

• Monitor and review

• Communicate and consult

Risk management can be applied at many levels in an organisation. It may be applied

to specifi c projects to assist with specifi c decisions or to manage specifi c recognised

risk areas. Risk criteria can be strengthened to achieve progressively better levels of

risk management and continual improvement of the whole system.



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Undertaking WHS Risk Management

To be most eff ective risk management should become part of an organisation’s culture.

It should be integrated into an organisation’s philosophy, practices and business plans

so that everyone in the organisation is involved rather than being viewed or practiced

as a separate program.

WHS risk management involves the process of hazard identifi cation and risk

assessment and control. Information is gathered, decisions made and actions taken

to rectify WHS issues. It is performance based, allowing employers the fl exibility and

capacity to develop more eff ective solutions to workplace health and safety issues.

Th e WHS Regulation 2011 imposes obligations on all employers to implement

risk management processes in all workplaces. Employers must take reasonable

care to identify any foreseeable hazard that has the potential to harm the health

and safety of employees or any other persons in the workplace.

Th e Regulation defi nes a hazard as ‘anything (including work practices or

procedures) that has the potential to harm the health or safety of a person’.

Hazard prevention off ers the best opportunity for reducing workplace injury or

illness.

Hazards arise from the workplace environment, use of plant and substances, poor

work design, inappropriate systems and procedures and human behaviour. In order to

control hazards we need to be aware of their existence. Hazards can be classifi ed into

fi ve broad areas:

• physical eg. noise, radiation, light, vibration

• chemical eg. poisons, dusts

• biological eg. viruses, plants, parasites

• mechanical/electrical eg. slips, trips and falls, tools, electrical equipment

• psychological eg. stress, boring work, violence or aggression.


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Hazard management plans can be developed aft er hazards have been classifi ed, eg. a

chemical hazard management plan.

Th e WHS Act Section 68 and Section 75 and Regulation (Chapters 2 and 3)

clearly identify a key role for WHS Committees and WHS Representatives in

workplace risk assessments and ‘to investigate any matter that may be a risk

to health and safety at the place of work’.

It is important for employees to be aware of hazards. Th e WHS committee may

recommend hazard specifi c training. In particular, the committee should consider the

problems that specifi c groups may have concerning hazards, eg. employees from non-

English speaking backgrounds, shift workers, new employees, young employees and

others.

Hazard Identifi cation Hazard identifi cation is the process of recognising that a hazard exists and defi ning

its characteristics. It involves fi nding all hazardous activities, situations, plant and

equipment, products and processes. Hazards can be identifi ed in a number of ways

and all employees should be involved in hazard identifi cation. It should take place

at all stages of product or service delivery, from design to manufacture, supply and

product use.

Identifying hazards should be a systematic process. Systematic identifi cation enables

workplace hazards to be identifi ed in a logical, structured manner. Systematic hazard

identifi cation methods include:

Safety audit

A systematic and periodic inspection of the workplace to evaluate the implementation

and eff ectiveness of the organisation’s WHS management system.

External consultants or workplace WHS professionals may conduct the audit. Audits

usually result in a written report for management and are referred to the WHS

committee representative for consideration.

Workplace inspections

Regular, systematic, physical inspections of the workplace by managers, supervisors,

WHS committees and WHS representatives. Inspections make use of observation,

checklists and discussion to identify workplace hazards.



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In conducting inspections, consultation and cooperation between employers and

employees is required. Th e WHS committee representative is involved in this process.

Th e outcomes of inspections and control recommendations should be documented

and made available to employees.

Incident/accident investigations

Many workplaces have a set of procedures for reporting and investigating hazards and

circumstances that contribute to incidents/accidents.

Consultation

Mechanisms in the workplace to identify hazards and bring them to the attention of

those responsible for providing a safe and healthy workplace. WHS committees or

representatives are examples of workplace consultation.

Other agreed arrangements for consultation such as work meetings, quality circles

and total quality management philosophies, provide a variety of forums in which

employees can raise WHS issues and concerns.

Records

Workplaces are required to keep records on injuries, illness and incidents/accidents.

Information about near hits can be very helpful in identifying hazards and preventing

potential harm or damage. Registers of hazardous substances, plant or injury are also

useful.

Many workplaces generate reports and statistics based on workers compensation

claims. Th ese statistics can be analysed to alert the organisation to the presence and

frequency of hazards in the workplace.

Environmental and health monitoring

As with WHS audits, monitoring may be undertaken by WHS professionals to provide

technical advice about suspected problems. Monitoring may help in deciding whether

a substance or process is a hazard and, if so, the level of risk involved. In this way,

monitoring is not only associated with hazard identifi cation, but also with workplace

assessment and control measures. Environmental monitoring measures the hazards

present in the workplace environment, whereas health monitoring considers exposure

of the individual.

Hazards may also be identifi ed through the less formal process of incidental

identifi cation. Th is includes observations and complaints.


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WHS Risk Assessment Risk assessment is an evaluation of the health and safety risks involved in using

substances or processes in the workplace. Th e purpose of a risk assessment is to obtain

information and make decisions about the appropriate management of a hazard. It

involves assessing the signifi cance of the hazard in terms of probability or likelihood

of injury, illness or damage and the severity of the consequences that may result. Risk

assessment also assists in determining the measures thought necessary to control the

risk.

Risk assessments must include all signifi cant fi ndings and recommended control

measures. Th ey should be conducted following any injury or incident or prior to

changes to plant, processes, work activities, or as a result of changing technology or

legislation. Specifi c record keeping requirements are contained in the Regulation.

In addition to the record keeping requirements stipulated in the Regulation, employers

need to make a judgement about whether risk assessments should be recorded. Factors

that may be considered could include the signifi cance of the risk and the complexity

of the risk control measures adopted.

To determine the level of risk the following should be considered:

Severity

Th e severity concerns the extent of the injury or illness or degree of harm caused if

exposed to the hazard. A severe eff ect of exposure would include death, permanent

disability or a serious illness such as cancer or hepatitis, whereas a minor eff ect could

be a scratch, graze or irritation resulting in fi rst aid treatment.

Number of factors

For a particular hazard there may be a number of factors that contribute to the

probability and severity of injury, illness or damage. Th ese factors may be from a

health, safety or welfare perspective or a combination of all. Th ere may be a number

of diff erent health outcomes (eg. physical, psychological, temporary, permanent, long/

short term) and routes of entry to the body, which increase the risk.

For example, a chemical may be toxic if spilt and absorbed through the skin and may

give off fumes which are harmful if inhaled, thereby creating health eff ects. It can also

be a safety issue in that it may be highly infl ammable and have potential to explode or

the spillage may cause a slip, trip or fall.

Th e overall level of risk increases when more than one factor is associated with a

hazard.



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Exposure

Th e level of exposure considers such things as how frequently the exposure occurs,

the duration of exposure and the total number of people exposed. Exposure levels can

be aff ected by the work environment, (eg. confi ned space), work processes (eg. use of

PPE) and the way in which exposure occurs (eg. the route of entry to the body).

Human diff erences

In assessing risk it should be remembered that all individuals are diff erent and can

have diff ering reactions to certain hazards. Hazards need to be assessed in terms of

the employees who are exposed to them, eg. individual skills, experience, training and

physical capabilities. Some individuals may be sensitised, allergic or more susceptible

to certain hazards.

Risk Assessment Models

Th ere are many techniques for risk assessment, some of them involving complicated

mathematical models. Most organisations are oft en faced with numerous and complex

health, safety and welfare issues, which cannot all be dealt with at once.

Estimates of the likelihood and severity of outcomes are essential to risk assessment.

However, limited resources may also infl uence WHS priorities and control the range

of options available.

A simple risk assessment model such as that found in the WorkCover Hazpak

publication helps to determine the likelihood and severity of a hazard and can assist

in assigning priority to hazards, on the basis of risk.

Th e benefi t of this reasonably simple model is that it provides an instrument for

establishing the relative seriousness of a health, safety and welfare problem, thus

determining its priority in relation to other problems. Problems that score a 1 have

the highest priority and need to be addressed fi rst.


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Hazpak Risk Assessment Model

1. How severely could it hurt someone

or

How ill could it make someone?

2. How likely is it to be that bad?

(a) Very likely

could happen

any time

(b) Likely

could happen

some time

(c) Unlikely

could happen

but rarely

(d) Very Unlikely

Could happen

but probably

never will

(i) Kill or cause

permanent disability or

ill health 1 1 2 3(ii) Long term illness

or serious injury 1 2 3 4

(iii) Medical attention

and several days off

work 2 3 4 5

(iv) First aid needed

3 4 5 6

Th e numbers indicate how important it is to do something about the problem

1. High risk of serious WHS occurrence = top priority = act immediately

2. Low risk of serious WHS occurrence = low priority = act when feasible

A judgement is made about the likelihood and severity and an appropriate number allocated. Th is

measures the risk exposure on a scale ranging from 1 to 6:

1 = a hazardous event which is very likely and will probably kill or severely disable, to

6 = a hazardous event which is very unlikely and will cause a minor injury.

It is sometimes necessary to undertake more thorough assessment of the risks through

environmental or health monitoring. WHS professionals such as occupational hygienists are oft en

used when detailed or specialised assessment is required.

Adapting the Hazpak Risk Assessment Model

Th e Hazpak model described above is primarily designed and concerned with physical

incidents and injury. Th e WHS Act imposes a general duty on employers to care for the

‘health, safety and welfare’ of employees and others. Th is duty extends to health related

issues as well as to psychological and mental well-being. To adequately identify and

assess these hazards, the model would need to be translated into a multi-dimensional

matrix. To use the example of psychological hazards in the workplace, another layer



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may be added to the model to include:

1. How severely could

it cause psychological

harm to someone

or

How ill could it make

someone?

2. How likely is it to be that bad?

(a) Very likely

could happen

any time

(b) Likely

could happen

some time

(c) Unlikely

could happen

but rarely

(d) Very

Unlikely

Could happen

but probably

never will

(i) Cause permanent

psychological disability

or ill health 1 1 2 3

(ii) Long term

psychological illness or

serious injury 1 2 3 4

(iii) Psychological or

Medical attention and

several days off work 2 3 4 5

(iv) Counselling needed

3 4 5 6

Th e numbers indicate how important it is to do something about the problem

1. High risk of serious WHS occurrence = top priority = act immediately

2. Low risk of serious WHS occurrence = low priority = act when feasible

Th ere are many situations in workplaces where the fi rst model would not indicate that

a risk existed, because it focuses on physical harm. However, in the rail, tram and bus

industry there are a range of hazards and risks that can adversely aff ect an employee,

without necessary physical harm or injury.

Examples of some of these hazards or risks are verbal abuse by passengers or members

of the public, threats of violence, exposure to a range of volatile or violent behaviour,

such as fi ghts, or drug abuse. Similarly, abuse by co-workers or management can have

an adverse eff ect on an employee’s psychological and/or physical health and wellbeing.

Th e Regulation specifi cally identifi es workplace violence as a hazard that must be

identifi ed, assessed and the risks associated with those hazards should be eliminated

or controlled.


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Control of Risks Control strategies should be developed and implemented aft er the hazards have

been identifi ed and risk assessment completed. Once implemented, control

strategies should be documented. Th ey also need to be properly used, monitored,

maintained and training should be provided where necessary.

Th e Regulation (Chapter 3) states that an employer must eliminate any reasonably

foreseeable risk and if this is not practical must control the risks. Section 36 of the

Regulation explains the meaning of ‘control of risks’.

If elimination of the hazard is not possible, then the risk still exists and should be

minimised by using the most eff ective method of control as specifi ed below and

as identifi ed by the risk assessment.

Control of Risks

First Substituting the system of work or plant with something safer

Second Isolating the hazard (eg. introduce a strict work area)

Th ird Minimising the risk by introducing engineering controls (eg. guard

rails or scaff olding)

Fourth Minimising the risk by adopting administrative controls (eg. hazard

warning signs, safe work practices, appropriate training)

Fift h Using personal protective equipment (eg. eye and hearing protection)

If no single control is appropriate, a combination of the above controls needs to be

taken to minimise the risk to the lowest level that is reasonably practical. Th e measures

at the fourth and fi ft h level are less eff ective and require more frequent reviews of the

hazards and systems of work.

Th ere are a range of situations in the rail, tram and bus industry where unsafe

practice can be replaced or entirely removed. Unfortunately, there is a culture in many

workplaces that some of these risks are simply ‘part of the job’. Th is assumption should

always be challenged as the starting point of a risk assessment. Th e correct assumption

should be that all work practices can be conducted safely, without harm to employees,

the public or damage to equipment. Th e fi rst question should always be ‘how can we

remove this hazard and risk from the workplace?’

For example, if a train is operating without proper vigilance controls, communication

systems, appropriately trained staff or other suitable safety devices and procedures,



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they simply should not operate until such devices are fi tted and are fully functional.

Close enough is not good enough when it comes to workplace health and safety. It is

precisely this approach to managing WHS and encouraging a poor safety culture that

was at the centre of the fi ndings of the Waterfall Inquiry.

Personal Protective Equipment (PPE) PPE is the least preferred method of controlling hazards however in some circumstances

it is still the only method available to minimise the risk. It should be used in conjuction

with other control measures, when there is no other suitable method of controlling

the hazard, as an interim measure during short term maintenance or whilst other

control measures are being determined and implemented.

Th ere are oft en disputes and arguments in workplaces about the most appropriate

protective equipment, the issue of the equipment, and similar considerations. Th ese

discussions quite oft en take place in the absence of a thorough assessment or review

of the current work practices, and can be a distraction from better solutions to the

WHS issue.

Th e use of protective equipment is an admission that hazards and risks exist in

the workplace and that employees are continually exposed to the risks. Th e use of

protective equipment needs to be regularly re-examined in light of new practices,

new technology, to determine whether measures can be taken to remove the need for

protection from hazards and risks.

Risk Management Plan A risk management plan sets out the methods required for identifying hazards

and assessing and controlling the risk of these hazards in the workplace.

Th e employer is responsible for developing and implementing a risk management

plan and ensuring that employees and their representatives are involved in all stages

of the process. Th e WHS committee and WHS representatives should be involved

with the development of hazard management plans.

Th ese plans should include procedures for:

• hazard identifi cation and reporting

• risk assessment

• risk control

• accident and incident reporting

• purchasing

• emergencies

• information dissemination

• instruction, supervision and training in risk management procedures for all

employees.


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Many organisations have informal procedures in place. A risk management plan,

developed through consultation with everyone in the workplace, will assist in

formalising these procedures and delegating responsibility.

Risk Management Procedures Checklist

Th e following sample checklist is extracted from the WorkCover NSW Workplace

Safety Kit, 2001.,

PROCEDURE:

In developing or reviewing the procedure do the following elements form part of

the process?

1. Risk Management Yes/No How?

Are hazards identifi ed and

assessed?

Are all possible control

strategies considered?

Are control strategies

incorporated into the

procedure?

2. Training Yes/No For Whom? When?

Is training provided for the

procedure?

3. Improving Yes/No By Whom? When?

Is the procedure reviewed

and revised?

4. Consultation Yes/No How? When?

Are those who carry out the procedure involved in its:

• Development

• Review



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Risk Management ChecklistSafety, Health and Environmental Checklist Yes No

Is there a system in place that is routinely used by all employees to report

hazards and incidents in your workplace?

Are hazards reported and dealt with before injury occurs (that is, are there

regular safety audits conducted in your workplace)?

Are dangerous occurrences and near misses, compared to injuries, reported

and acted upon?

Is the employer meeting all of their (under the WHS Act, Regulations)

obligations in relation to risk management?

Is a system in place and routinely used by all employees (eg: regular

workplace inspections) to identify, assess and control hazards?

Are employees in the workplace aware of the risk management mechanisms,

procedures and processes?

Does your workplace regularly assess and analyse risks and trends in relation

to WHS hazards and incidents?

Is there regular communication and consultation, between management

and employees about hazard identifi cation and risk assessment in your

workplace?

Are employee WHS representatives directly involved in risk assessments

conducted in your workplace?

Is there training or skills development to improve risk managemnt processes

in your workplace?

Are detailed records maintained and analysed in relation to injuries, illness

and incidents/accidents?

Does your workplace have clearly defi ned methods and procedures for

conducting risk assessments and allocating priority to WHS issues?

Are the control measures in your workplace (eg: work and job design,

engineering eff orts, protective equipment regularly reviewed?

Is the risk management system in your workplace routinely monitored,

reviewed and evaluated?

What needs to be done?

• To establish eff ective WHS representation?

• To improve WHS representation in your workplace?



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A Guide to

Safe Work Practices


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Safe Work Practices

The WHS Regulation 2011 and a range of Standards and Codes of Practice

provide specifi c advice in meeting the requirements for the identifi cation,

assessment and control of risks arising from a range of activity in workplaces.

Th e following material provides a general summary and trainers should refer to

the National Standards and National Codes of Practice for more detail on specifi c

activities.

Th e National Standard for Manual Handling, for example, (Section 3) provides that an

employer shall take all workable steps to make sure:

(a) that the plant, equipment and containers used in the workplace are designed,

constructed and maintained to be, as far as workable, safe and without risk to

health and safety when manually handled;

(b) that the work practices carried out in the workplace involving manual handling

are designed to be, as far as workable, safe and without risk to health and safety;

and

(c) that the working environment is designed to be, as far as workable, consistent with

safe manual handling activities.

Some general principles for reducing risks associated with manual handling, which

should be incorporated into the design of work spaces, plant and equipment are:

• minimise the lift ing and lowering forces exerted;

• avoid the need for bending, twisting and reaching movements;

• reduce pushing, pulling, carrying and holding.

Risk Identifi cation, Assessment and Control

As a general guide the following three key stages (See Figure 1 for summary of the

three stages) can be used in the process of reducing a range of workplace injuries:

• identifi cation of risk factors in the workplace likely to cause injury;

• detailed assessment of particular risk factors; and

• principles and examples of control measures to eliminate or reduce risk.



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Figure 1: Three Stages to Safe Work Practices

Risk Identifi cation

• Analysis of Workplace Injury Records

• Consultation with Employees

• Direct Observations

Risk Assessment

• Actions and Movements

• Workplace and Workstation layout

• Working Posture and Position

• Duration and Frequency of Activity

• Location of Loads and Equipment

• Work Organisation

• Work Environment

• Skills and Experience

• Age

• Clothing

• Special Needs

Risk Control

• Analysis of Workplace Injury Records

• Job Redesign Modify Object Modify Workplace Layout Diff erent Actions,

Movements, Forces Rearrange Materials Flow Modify Task -Mechanical

Assistance

• Mechanical Handling Equipment Examples of Mechanical Handling

Equipment

• Training Particular training Training in the Principles of Correct

Procedures

• Other Administrative Controls Special Needs Clothing


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Risk AssessmentAn employer is required to ensure that any activity which is likely to be a risk

to health and safety, is examined and assessed.

Actions and movements Actions and movements should not cause undue discomfort or pain. Actions should be

performed smoothly and with control, avoiding sudden or jerky movements. Manual

handling should be performed in a balanced and comfortable posture. Extreme ranges

of joint movement should be avoided, especially when this is prolonged or repetitive.

Repetitive bending, twisting and overreaching movements are among those liable to

increase the risk of manual handling injuries.

Variation from the above and/or answering YES to any of the following questions

indicates an increased risk:

• Is the load shared unevenly between both hands, or lift ed by one hand only?

• Is the material pushed or pulled across the front of the body?

• Is there a need to bend over to one side to lift and object or exert a force?

• Are two actions performed at the same time when one action is holding an

unsupported fi xed position?

• Are several tasks performed in the one position where some are best done in a

seated position and the others are best done in a standing position?

Workplace and Workstation Layout Th e positioning of plant and its controls, equipment, tools and other materials

in relation to each other and the employee aff ects the working posture, working

height, manual handling technique, duration, frequency and other work actions and

movements.

Th e layout should permit the employee to work in:

• an upright and forward facing posture

• to have good visibility of the task

• to perform the majority of tasks at comfortably without unnecessary bending or

stretching and to have controls and tasks within easy reach



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Answering No to any of the following questions indicates an increased risk:

• Is the layout appropriate for the task and the physical dimensions of the employee(s)

performing the task?

• Is there adequate space for all movements involved in the manual task?

• Are appropriate mechanica aids readily available for the task?

• Are the working heights adjustable or matched to the size of the employees and the

tasks?

• Is there adequate clear space for moving legs and feet?

• Are the diff erent tasks performed by one person arranged so that excessive

movement is avoided?

Working Posture and Position Work activities should permit the employee to adopt several diff erent, but equally

healthy and safe, working postures. Any one posture should not be maintained for

long periods without the opportunity to change posture through variation of activity

or rest.

During the performance of tasks, bending and/or twisting of the spine should be

avoided, especially when this is prolonged or repetitive.

Answering YES to any of the following questions indicates an increased risk:

• Is the object presented to the employee in a position which makes it diffi cult to

reach or grasp?

• During manual handling, is there frequent or prolonged:

above shoulder reach?

forward bending of the back?

twisting of the back?

sideways bending of the back?

Weights and ForcesTh e weight of any load which is handled should be considered in relation to other key

risk factors including, in particular:

• frequency and duration

• position of load relative to the body

• distance moved

• characteristics of the load


• When sliding, pulling or pushing an object, is the object diffi cult to move?

• Is the employee required to exert a large force while seated?

• Is the employee required to push/pull while seated without having good seating

and solid foot support?


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Characteristics of Loads and Equipment

Characteristics of loads and equipment to consider when assessing risk, in addition to

weights and forces, include dimensions, stability, rigidity, predictability, surface texture

and temperature, grips and handles.

Answering YES to any of the following indicates an increased risk:

• Is the object an awkward shape to carry in a balanced posture?

• Is the object diffi cult to grasp or hold?

• Is the object unstable or unbalanced, or does it have contents that may move

suddenly?

• Is the object smooth, slippery, greasy or wet?

• Does the object have sharp edges or protrusions?

• Is the object very hot or cold?

• Does the object block the view of the employee when being handled?

• Is the object more than 30 cm long (measured in direction away from body)?

Work Organisation

Work organisation factors that may infl uence risk by interacting with other risk

factors include staffi ng levels, availability of equipment, work schedules, shift work,

workspace, task variety, rest breaks and recovery time and work procedures.


• Is the work frequency aff ected by bottlenecks, or sudden changes or delays to the

fl ow of materials?

• Is the work aff ected by the unavailability of people to complete tasks within a

deadline?

• Are there insuffi cient numbers of employees to carry out the work including where

peak workloads occur?

• Is there lack of an eff ective maintenance program for tools, plant and equipment

used for workplace activities?

• Are procedures for reporting and fi xing unsafe equipment or environmental

conditions inadequate?

• Is the workfl ow not smooth and even?

• Is there a lack of eff ective selection/purchasing, instruction and maintenance

program for loads, equipment and mechanical handling devices?



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Work Environment

Factors in the work environment that infl uence risk include climate, lighting, space,

and fl oors and other surfaces underfoot.


• Are the fl oors and surfaces underfoot uneven or slippery?

• Are there diff erent fl oor levels in the workplace?

• Is the workplace untidy with a lack of attention to housekeeping details?

• Are there extremes of heat, cold, wind or humidity?

• Are there high levels fumes, dusts, gases or vapours?

• Is there excessive vibration?

• Is the task performed in a confi ned space?

Risk Control

Th e NSW Occupational Health & Safety Act, 2000 and Occupational Health and Safety

Regulations, 2001 require that risks associated with work performance are controlled

in consultation with employees required to carry out the tasks.

Safe Work Practices Checklist:General Risk Identifi cation

Please place a in the appropriate box for general practices which occur in your work area.

Movements, Posture and Layout During Work

Yes No

1. Is there frequent or prolonged bending down where the hands pass below mid-

thigh height?

2. Is there frequent or prolonged reaching above the shoulder?

3. Is there frequent or prolonged bending due to extended reach forward?

4. Is there frequent or prolonged twisting of the back?

5. Are awkward postures assumed frequently or over prolonged periods, that is,

postures that are not forward facing and upright?


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Task and Object

Yes No

6. Is manual handling performed frequently or for long periods by the employee(s)?

7. Are there long periods of same posture?

8. Is there repetition of particular tasks?

9. For pushing, pulling, or other application of forces: are large push/pulling forces

involved?

10. Is the task diffi cult or awkward to handle, for example, due to its size, shape,

temperature, instability or unpredictability?

11. Is it diffi cult or unsafe to carry out the task under normal working conditions?

Work Environment

Yes No

12. Is the task performed in a confi ned space?

13. Is the lighting inadequate for performing the task?

14. Is the climate particularly cold or hot?

15. Are the fl oor working surfaces cluttered, uneven, slippery or otherwise unsafe?

Individual Factors

Yes No

16. Is the employee new to the work or returning from an extended period away

from work?

17. Are there age-related factors, disabilities or other special factors that may aff ect

task performance?

18. Does the employee’s clothing or personal protective equipment interfere with

manual handling performance?

If any of the questions in the checklist result in a YES answer, further assessment of

that risk factor is required. Generally the more YES answers that result for a particular

task, then the higher the priority for risk assessment.



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A Guide to

Conducting Workplace Inspections


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This Section of the Guide looks at a number of key areas that union delegates

and WHS representatives will need to monitor as part of their role in ensuring

that WHS is managed systematically and in compliance with legal and other

industry standards. Delegates and WHS representatives will need to gather details

of policies and procedures specifi c to their workplace. Th is Section simply provides

general guidance on some of these key areas.

Workplace Inspections as Part of the Consultative Process Workplace inspections conducted by the WHS committee representative can provide

signifi cant information to assist management in its duty to provide a healthy and safe

workplace.

Under the Work Health and Safety Act 2011 an WHS committee representative

has the following functions:

• to keep under review the measures taken to ensure the health, safety and

welfare of persons at the place of work

• to investigate any matter that may be a risk to health and safety at the place

of work

• to attempt to resolve the matter but, if unable to do so, to request an

investigation by an inspector for that purpose’.

Th e objective of the WHS committee’s representative’s involvement in workplace

inspections is prevention. Regular inspections of the workplace encourage consultation

and provide information about health and safety issues.

Workplace inspections are planned systematic examinations of the workplace

for the purpose of identifying hazards, assessing the risks involved and controlling

those risks in order to comply with the legislation. Th e need for inspections can be

diverse and therefore should be organised according to the reason for the inspection.

Th ese may include:

(a) routine inspection of the workplace to identify hazards

(b) specifi c inspections of particular work areas or procedures

(c) investigations of accidents/incidents

(d) investigation of complaints

(e) follow up inspections aft er changes to plant, work activities and processes.



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Safety issues can oft en be identifi ed and solved during the inspection process and

can prevent an accident or incident occurring. Regular inspections can also assist

in identifying whether the workplace complies with the current legislation. It is

important however, to look beyond the identifi cation of hazards and consider the

cause to establish where the system is failing.

Generally, employees are more familiar with the work environment, equipment

and processes, than anyone else in the workplace. Th eir observations and ideas can

generate very eff ective and effi cient solutions to health and safety issues. Regular

consultation between employees and management will assist in developing

mutual respect and ultimately a productive, solution-orientated relationship that

will improve health and safety performance.

It is important for employees and management to consult when developing a system

for workplace inspection. Th is would include:

(a) the aim and scope of the inspection

(b) how the inspection is to be conducted

(c) the frequency of inspections

(d) people involved in the inspection

(e) roles and responsibilities of those people involved

(f) review of existing programs that require monitoring

(g) measures to ensure that corrective action has been taken

(h) documentation of inspection process

(i) development of relevant checklists or review of existing ones.

Workplace inspections should occur on a regular basis but the frequency will

depend on the nature and culture of the workplace eg inspections may be more

frequent in workplaces that are subject to continual change. Inspections to identify

specifi c problems should take place at a time when the problem is most evident to

ensure that relevant, accurate information is gathered.

When deciding areas of the work environment that need to be inspected

the following should be considered:

• existing and potential hazards

• awareness of the current regulation, standards and codes of practice that

apply to areas to be inspected eg noise, manual handling, fi rst aid, plant, work

environment, hazardous substances etc

• specifi c occupations, processes and procedures in the workplace

• new processes or arrangements


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• history of past injuries or disease

• areas where changes have been implemented

• consultation mechanism to be used

• results of previous inspections and corrective actions.

Once the areas that need to be inspected have been identifi ed, checklists or a series

of questions can be developed and used as an identifi cation tool. Checklists and

questionnaires provide an eff ective method of gathering a diverse range of information

eff ectively and quickly. Th ese checklists can be tailored for use in a specifi c environment

and modifi ed later for use in diff erent circumstances. Th is will ensure that existing and

potential problems are addressed.

Standard checklists have been produced and can be found in various guidance

material, codes of practice, and related resources. A sample inspection checklist has

been included here as a model of the type of information that will be gathered.

Conducting Workplace InspectionAn inspection may involve a walk though the workplace by the entire WHS committee

or the WHS representative(s). Alternatively the workplace can be divided up and

inspected by diff erent members of the committee or diff erent representatives in

consultation with employees who are working with the hazards.

All of the information gathered during the course of the workplace inspection will

be refl ected in the inspection checklist or questionnaire. Careful evaluation of this

information should indicate the areas of concern in the workplace. All information

gathered during the inspection needs to be reviewed by the WHS committee and/or

WHS representative. Th e analysis of this information, in terms of the overall WHS

management system (WHSMS), will assist in determining where the breakdown in

the system has occurred.

Employees, supervisors and WHS representatives should be encouraged to resolve

common WHS issues as part of their day-to-day work activities. When issues are

unable to be resolved at this level, the WHS committee should then become involved.

Th e role of the WHS committee should move beyond only identifying WHS hazards

and suggesting corrective action to include making recommendations about how

systems of work can be put in place or improved to avoid hazards arising in the fi rst

place.



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Preparing and Presenting a Workplace Inspection Report Th e objective of the committee’s and/or WHS representatives’ involvement in

workplace inspections is prevention. Regular systematic inspections of the workplace

encourage consultation about health and safety issues to occur between employees

and management.

Th e workplace inspection process can be divided into three stages:

1 Planning for the inspection

• collecting information

• notifying management.

2 Conducting the inspection

• identifying potential and existing hazards

• consulting with managers and employees.

3 Writing the report

Th e workplace inspection is not complete until the report is written and provided to

the WHS committee. Th is report will provide the committee with valuable information

concerning the eff ectiveness of the WHS systems in the workplace and also specifi c

information on hazards and WHS issues.

Th e Workplace Inspection report should include:

• the reason for the inspection eg, routine or hazard specifi c

• where and when the inspection took place

• who was involved in the inspection

• identifi cation and recording of hazards

• risk assessment results and priority of hazards

• corrective actions recommended

• persons responsible for taking action and timeframe

• follow-up procedures on the eff ectiveness of corrective actions.

A copy of the workplace inspection report (and checklist if used) should be provided

to management. Th e report must clearly identify high priority WHS issues that require

management’s immediate attention.


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It is important to note that the WHS committee is an advisory body only and cannot

make decisions about WHS issues. Th at remains the responsibility of the employer.

An WHS committee assists the employer to make better decisions by providing

recommendations regarding WHS issues.

Employer responses to committee recommendations should be recorded in the

minutes. A reasonable period for responding to recommendations should be

determined in consultation with the committee. Th ere may be diff erent time frames

depending on the signifi cance of the hazard.



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Sample Workplace Inspection ChecklistTh is checklist will need to be adopted to meet the detailed requirements and specifi c

needs of your workplace.

Company Name/ Details:

Work Area

Date of Inspection: Action Required

Time: Good O.K Urgent Schedule

Fire

Extinguishers in place, clearly marked for type of fi re

and recently serviced

Adequate direction notices for fi re exits

Exit doors easily opened from inside

Fire wardens appointed

Exits clear of obstructions

Fire alarm system functioning correctly

Fire instructions available and displayed

Assembly points clearly identifi ed

Regular fi re drills carried out

Training sessions conducted

Electrical

No broken plugs, sockets or switches

No frayed or damaged leads

Portable power tools in good condition

No temporary leads on fl oor

All electrical equipment has been taged

Emergency shut-down procedures in place

No strained leads

General Lighting

Adequate illumination

Good natural lighting

No direct or refl ected glare

Light fi ttings clean and in good condition

Emergency lighting operable


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Date of Inspection: Action Required

Good O.K Urgent Schedule

Chemicals On-Site

MSDS for all chemicals

Containers clearly labelled

Do special storage conditions apply?

First Aid

Cabinets and contents clean and orderly

Easy access to cabinets

Employees aware of location of fi rst aid cabinet

First aid cabinet clearly labelled

Eye wash facilities are provided (were appropriate)

Emergency numbers displayed

Supply of soap and towels

Adequate stocks

Floors

Even surface, no cracks or holes

Loose boards or drainage grills or vents are cleaned

regularly

Oil and grease removed

Entry across walkways kept clear

No electrical leads across walkways

Walkways adequately lit and clearly marked

Unobstructed vision at intersections

Offi ce Hazards

Filing

Chairs

Desks

Glare from windows

Photocopiers – fumes

Air conditioning maintained regularly

Disposal of waste

Machines

Kept clean

Adequately guarded

Starting and stopping devices within easy reach

Waste storage / disposal

Drip pans to prevent spillage



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Action Required

Good O.K Urgent Schedule

Adequate work space around machine

Noise levels controlled

Lighting satisfactory

No bending or stooping required

Rubbish – Waste

Bins located at suitable points in plant

Bins emptied regularly

Oily rags and combustibles in covered container

Work benches

Clear of rubbish

Tools not in use stored correctly

No damaged hand-tools

Work height

No sharp edges

Storage

Materials stored in racks & bins

Storage designed to minimise lift ing

Floors around racking clear of rubbish

General conditions of racks & pallets

Other Items

Documents

Section Five Systematic Management of WHS