Apply Principles of OHS Risk Management

Student Guide BSBOHS504B - Apply Principles of WHS Risk Management Version 1.0

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BSBOHS504B

Apply Principles of OHS Risk Management

Student Guide

Student Guide BSBOHS504B - Apply Principles of WHS Risk Management Version 1.0

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Table of Contents Table of Contents .................................................................................................................................................................... 2

Unit Description ................................................................................................................................................................................... 6

Performance Criteria............................................................................................................................................................................ 7

Skills and Knowledge ............................................................................................................................................................................ 8

Range Statement ................................................................................................................................................................................. 9

Housekeeping Items .................................................................................................................................................................. 13

Objectives .................................................................................................................................................................................. 13

1. Access sources of information and data to identify hazards ................................................................................................14

1.1 - Access external sources of information and data to assist in identifying hazards ............................................................. 14

The type of External sources of information and data may include: ................................................................................................. 18

Journals and websites ........................................................................................................................................................................ 19

WHS and other relevant legislation ................................................................................................................................................... 19

Codes of practice ............................................................................................................................................................................... 20

Australian standards .......................................................................................................................................................................... 20

Exposure standards ............................................................................................................................................................................ 21

Industry standards ............................................................................................................................................................................. 21

International standards ..................................................................................................................................................................... 21

Regulations and standards developed by WHS regulators ................................................................................................................ 22

Guidelines .......................................................................................................................................................................................... 22

Manufacturers' manuals and specifications ...................................................................................................................................... 22

WHS specialists .................................................................................................................................................................................. 22

Unions such as the Australian Council of Trade Unions ..................................................................................................................... 24

Internet Access .................................................................................................................................................................................. 26

Learning Activity One ......................................................................................................................................................................... 27

Activity 1.1 ......................................................................................................................................................................................... 27

1.2 - Review workplace sources of information and data to access and assist in identification of hazards .............................. 28

Plan 28

Do 28

Check 28

Act 29

Workplace sources of information and data...................................................................................................................................... 30

Learning Activity Two ......................................................................................................................................................................... 33

Activity 1.2 ......................................................................................................................................................................................... 33

1.3 - Seek input from stakeholders, key personnel and WHS specialists ................................................................................... 34

Stakeholders ...................................................................................................................................................................................... 35

Key personnel .................................................................................................................................................................................... 37

WHS specialists .................................................................................................................................................................................. 38

Tips for management: ........................................................................................................................................................................ 40

Asking questions: ............................................................................................................................................................................... 40

Listening actively ................................................................................................................................................................................ 40

Building rapport ................................................................................................................................................................................. 40

The purpose of seeking input ............................................................................................................................................................ 41

Obtain feedback through Meetings ................................................................................................................................................... 41

Organisational behaviour ................................................................................................................................................................... 43

Code of Ethics .................................................................................................................................................................................... 43

Ethics and relationships ..................................................................................................................................................................... 43

Learning Activity Three ...................................................................................................................................................................... 48

Activity 1.3 ......................................................................................................................................................................................... 48

1.4 - Conduct formal and informal research to ensure currency of information with workplace issues ................................... 49

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Environmental scanning..................................................................................................................................................................... 51

Internal scanning of the environment ............................................................................................................................................... 51

External scanning of the environment: .............................................................................................................................................. 51

Learning Activity Four ........................................................................................................................................................................ 51

Activity 1.4 ......................................................................................................................................................................................... 58

2. Analyse the work environment to identify hazards .............................................................................................................59

2.1 - Define, document and communicate occasions when action for hazard identification is required .................................. 59

2.2 - Source tools to assist in analysing potential hazards ......................................................................................................... 59

Document .......................................................................................................................................................................................... 63

Audits 64

Learning Activity Five ......................................................................................................................................................................... 65

Cause and effect diagrams ................................................................................................................................................................. 66

Steps to designing a Cause and Effect Diagram include:.................................................................................................................... 68

Learning Activity Six ........................................................................................................................................................................... 69

JSA (Job Safety Analysis) .................................................................................................................................................................... 70

Learning Activity Seven ...................................................................................................................................................................... 71

Survey 72

Learning Activity Eight ....................................................................................................................................................................... 73

Activity 2.1 – 2.2 ................................................................................................................................................................................ 73

2.3 - Examine task demands and task environment for impact on the person to identify situations with a potential for injury

or ill health ................................................................................................................................................................................. 74

2.4 - Examine workforce structure, organisation of work and work relationships to identify situations with a potential for

injury or ill health ....................................................................................................................................................................... 74

2.5 - Examine work environment for agents with a potential for injury or ill health ................................................................. 74

Task demands .................................................................................................................................................................................... 74

Task environment .............................................................................................................................................................................. 77

Examine workforce structure, organisation of work and work relationships .................................................................................... 84

Examine work environment for agents .............................................................................................................................................. 85

Learning Activity Nine ........................................................................................................................................................................ 87

Activity 2.3 – 2.5 ................................................................................................................................................................................ 88

88

2.6 - Seek input from stakeholders to clarify and confirm issues .............................................................................................. 89

Learning Activity Ten.......................................................................................................................................................................... 92

Activity 2.6 ......................................................................................................................................................................................... 92

3. Assess risk associated with hazards ....................................................................................................................................93

3.1 - Identify factors contributing to risk ................................................................................................................................... 93

3.2 - Identify current risk controls for each hazard .................................................................................................................... 93

Six elements of WHS Risk Management ............................................................................................................................................ 94

Equipment ......................................................................................................................................................................................... 94

Frequency and duration of exposure including the type of task ....................................................................................................... 94

Individual/operator and Number of people exposed/involved ......................................................................................................... 97

Work environment ............................................................................................................................................................................. 98

Work organisation ............................................................................................................................................................................. 99

Learning Activity Eleven ................................................................................................................................................................... 100

Activity 3.1 – 3.2 .............................................................................................................................................................................. 100

3.3 - Evaluate adequacy of current controls (if any), taking account of relevant standards and knowledge .......................... 101

3.4 - Identify discrepancies between current controls and required quality of control .......................................................... 101

3.5 - Prioritise hazards requiring further control action .......................................................................................................... 101

3.6 - Document method and outcomes of risk assessment ..................................................................................................... 101

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Process considerations .................................................................................................................................................................... 101

Saliency of references ...................................................................................................................................................................... 102

Consultation ..................................................................................................................................................................................... 102

Comparison ...................................................................................................................................................................................... 102

Relevant standards .......................................................................................................................................................................... 102

Australian standards ........................................................................................................................................................................ 102

Industry standards ........................................................................................................................................................................... 103

Codes of practice ............................................................................................................................................................................. 103

Current practice in the industry ....................................................................................................................................................... 104

Current knowledge related to the specific hazard and controls ...................................................................................................... 104

Legislation ........................................................................................................................................................................................ 105

Workplace inspections ..................................................................................................................................................................... 106

Checklists produced as part of codes of practice ............................................................................................................................. 107

Notes or drawings ............................................................................................................................................................................ 107

Photographs ..................................................................................................................................................................................... 108

Tools developed for a specific work environment, situation or hazard ........................................................................................... 108

Tools provided by external sources or advisors ............................................................................................................................... 108

Accident/incident reports and Health Monitoring Reports ............................................................................................................. 109

Organisational operational processes .............................................................................................................................................. 109

Standard ranking tools ..................................................................................................................................................................... 109

Risk Rating Matrix ............................................................................................................................................................................ 111

Document method and outcomes of risk assessment ..................................................................................................................... 115

Learning Activity Twelve .................................................................................................................................................................. 117

Activity 3.3 – 3.6 .............................................................................................................................................................................. 120

4. Control risk associated with hazards ................................................................................................................................. 121

4.1 - Develop a range of control options in consultation with stakeholders, taking account of the outcomes of the risk

assessment and the hierarchy of control ................................................................................................................................. 121

Change Agents ................................................................................................................................................................................. 121

Develop control options in consultation with stakeholders ............................................................................................................ 122

What is change about? .................................................................................................................................................................... 123

Essentials of effective organisational change management ............................................................................................................ 124

Change Ethics ................................................................................................................................................................................... 124

Implementation ............................................................................................................................................................................... 125

Consultation and outcomes of risk assessment and hierarchy of risk control ................................................................................. 125

Learning Activity Thirteen ................................................................................................................................................................ 126

Activity 4.1 ....................................................................................................................................................................................... 126

4.2 - Identify potential factors impacting on the effectiveness of controls ............................................................................. 127

Learning Activity Fourteen ............................................................................................................................................................... 130

Activity 4.2 ....................................................................................................................................................................................... 130

4.3 - Seek advice from WHS specialists and key personnel if required .................................................................................... 131

Learning Activity Fifteen .................................................................................................................................................................. 133

Activity 4.3 & 5.5 .............................................................................................................................................................................. 133

4.4 - Identify and seek appropriate authority and relevant resources to initiate and maintain controls ................................ 134

Where to find the level of authority ................................................................................................................................................ 135

Managing Resources ........................................................................................................................................................................ 135

To estimate the resources you need................................................................................................................................................ 136

Learning Activity Sixteen .................................................................................................................................................................. 136

Activity 4.4 ....................................................................................................................................................................................... 137

4.5 - Identify and document actions required to achieve change ............................................................................................ 138

4.6 - Analyse extent of change and reduction in risk, as a result of controls ........................................................................... 138

WHS action plans ............................................................................................................................................................................. 139

The difference between PPIs and HSPIs........................................................................................................................................... 140

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Action plan ....................................................................................................................................................................................... 141

Learning Activity Seventeen ............................................................................................................................................................. 142

Action plan ....................................................................................................................................................................................... 143

Activity 4.5 – 4.6 .............................................................................................................................................................................. 144

5. Maintain hazard identification and risk control processes ................................................................................................ 145

5.1 - Establish and maintain a risk register relevant to the workplace .................................................................................... 145

5.2 - Document and communicate risk management procedures to stakeholders and key personnel, as appropriate ......... 145

Risk Register ..................................................................................................................................................................................... 148

Learning Activity Eighteen ............................................................................................................................................................... 148

Complete the risk register based on the answer that you provided for Learning Activity Seventeen. Activity 5.1 – 5.2 ................ 148

5.3 - Document and communicate outcomes of risk management processes to stakeholders and key personnel, as

appropriate .............................................................................................................................................................................. 149

5.4 - Involve stakeholders and operational staff in risk management processes .................................................................... 149

The consultation process ................................................................................................................................................................. 150

Communication skills in a multicultural work environment ............................................................................................................ 152

Barriers to effective communication in a socially diverse work environment ................................................................................. 153

Written Communication .................................................................................................................................................................. 154

Learning Activity Nineteen ............................................................................................................................................................... 155

Activity 5.3 – 5.4 .............................................................................................................................................................................. 155

5.5 - Identify situations where WHS specialists may be required ............................................................................................ 156

Learning Activity Twenty .................................................................................................................................................................. 157

6. Monitor and review risk management processes .............................................................................................................. 158

6.1 - Determine frequency, method and scope of review in consultation with workplace stakeholders and key personnel . 158

6.2 - Ensure stakeholders and key personnel have input to the review .................................................................................. 158

Scope 158

Frequency ........................................................................................................................................................................................ 159

Method ............................................................................................................................................................................................ 159

Learning Activity Twenty One .......................................................................................................................................................... 160

Activity 6.1 – 6.2 .............................................................................................................................................................................. 160

6.3 - Identify areas for improvement in the risk management processes and make recommendations ................................. 161

What is an improvement plan? ........................................................................................................................................................ 161

Developing improvement plans ....................................................................................................................................................... 161

Performance Improvement Plan ...................................................................................................................................................... 163

The PCDA Cycle Revisited................................................................................................................................................................. 164

Plan 164

Do 164

Check 165

Act 165

Learning Activity Twenty Two .......................................................................................................................................................... 166

Activity 6.3 ....................................................................................................................................................................................... 167

6.4 - Prepare action plans, including allocated responsibilities and timeframes for implementation ..................................... 168

6.5 - Regularly review effectiveness of risk management processes ....................................................................................... 168

Evaluation ........................................................................................................................................................................................ 169

Learning Activity Twenty Three ....................................................................................................................................................... 171

Activity 6.4 – 6.5 .............................................................................................................................................................................. 171

Appendices .............................................................................................................................................................................. 172

Appendix Number One: Legislation may include ............................................................................................................................. 172

Appendix Number Two .................................................................................................................................................................... 176

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Unit Description

Description

This unit describes the performance outcomes, skills and knowledge required to use a generic approach

to identify hazards, and to assess and control occupational health and safety (OHS) risks.

No licensing, legislative, regulatory or certification requirements apply to this unit at the time of

endorsement.

Application of Unit

This unit applies to individuals with managerial responsibility for providing a systematic approach to

hazard identification, risk assessment and risk control, with the emphasis on elimination or, where this is

not possible, minimisation of risk. It also includes conceptual models for understanding the nature of

hazards.

The unit provides a basis for the hazard specific competencies in BSBOHS505C Manage hazards in the

work environment, and BSBOHS506B Monitor and facilitate the management of hazards associated with

plant.

This unit is underpinned by BSBOHS403B Identify hazards and assess OHS risks, and BSBOHS404B

Contribute to the implementation of strategies to control OHS risk.

A more advanced approach to risk assessment, which identifies the separate elements of risk analysis

and risk evaluation, is provided in BSBOHS603B Analyse and evaluate OHS risk.

Unit Sector

No sector assigned

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Performance Criteria

Element Performance criteria

1. Access sources of information and data to identify hazards

1.1. Access external sources of information and data to assist in identifying hazards 1.2. Review workplace sources of information and data to access and assist in identification of

hazards 1.3. Seek input from stakeholders, key personnel and ohs specialists 1.4. Conduct formal and informal research to ensure currency of information with workplace

issues

2. Analyse the work environment to identify hazards

2.1. Define, document and communicate occasions when action for hazard identification is required

2.2. Source tools to assist in analysing potential hazards 2.3. Examine task demands and task environment for impact on the person to identify

situations with a potential for injury or ill health 2.4. Examine workforce structure, organisation of work and work relationships to identify

situations with a potential for injury or ill health 2.5. Examine work environment for agents with a potential for injury or ill health 2.6. Seek input from stakeholders to clarify and confirm issues

3. Assess risk associated with hazards

3.1. Identify factors contributing to risk 3.2. Identify current risk controls for each hazard 3.3. Evaluate adequacy of current controls (if any), taking account of relevant standards and

knowledge 3.4. Identify discrepancies between current controls and required quality of control 3.5. Prioritise hazards requiring further control action 3.6. Document method and outcomes of risk assessment

4. Control risk associated with hazards

4.1. Develop a range of control options in consultation with stakeholders, taking account of the outcomes of the risk assessment and the hierarchy of control

4.2. Identify potential factors impacting on the effectiveness of controls 4.3. Seek advice from ohs specialists and key personnel if required 4.4. Identify and seek appropriate authority and relevant resources to initiate and maintain

controls 4.5. Identify and document actions required to achieve change 4.6. Analyse extent of change and reduction in risk, as a result of controls

5. Maintain hazard identification and risk control processes

5.1. Establish and maintain a risk register relevant to the workplace 5.2. Document and communicate risk management procedures to stakeholders and key

personnel, as appropriate 5.3. Document and communicate outcomes of risk management processes to stakeholders and

key personnel, as appropriate 5.4. Involve stakeholders and operational staff in risk management processes 5.5. Identify situations where ohs specialists may be required

6. Monitor and review risk management processes

6.1. Determine frequency, method and scope of review in consultation with workplace stakeholders and key personnel

6.2. Ensure stakeholders and key personnel have input to the review 6.3. Identify areas for improvement in the risk management processes and make

recommendations 6.4. Prepare action plans, including allocated responsibilities and timeframes for

implementation 6.5. Regularly review effectiveness of risk management processes

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Skills and Knowledge

This section describes the skills and knowledge required for this unit.

Required skills

• Analytical skills to:

• Identify areas for OHS risk improvement

• Analyse relevant workplace information and data

• Contribute to the assessment of the resources needed to systematically manage OHS and, where appropriate, access resources

• Attention to detail when making observations and recording outcomes • Research skills to access relevant OHS information and data • Numeracy skills to carry out simple arithmetical calculations (e.g. % change), and to produce graphs of

workplace information and data to identify trends and recognise limitations • Communication skills to:

• Conduct effective formal and informal meetings and to communicate effectively with personnel at all levels of the organisation, OHS specialists and, as required, emergency services personnel

• Prepare reports for a range of target groups including OHS committee, OHS representatives, managers and supervisors

• Use language and literacy skills appropriate to the workgroup and the task

• Consultation and negotiation skills to develop plans and to implement and monitor designated actions • Project management skills to achieve change in OHS matters • Organisational skills to manage own tasks within a timeframe • Information technology skills to access and enter internal and external information and data on OHS and to

use a range of communication media

Required knowledge

• Organisational behaviour and culture as it impacts on OHS and on change • Basic physiology relevant to understanding mode of action of physical, biological and chemical agents on the

body and how they produce harm • Basic principles of incident causation and injury processes • Characteristics, mode of action and units of measurement of major hazard types • Concept of common law duty of care • Difference between hazard and risk • Ethics related to professional practice • How the characteristics and composition of the workforce impact on risk and the systematic approach to

managing OHS, for example:

• Communication skills

• Cultural background/workplace diversity

• Gender

• Labour market changes

• Language, literacy and numeracy

• Structure and organisation of workforce e.g. Part-time, casual and contract workers, shift rosters, geographical location

• Workers with specific needs

• Internal and external sources of OHS information and data

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Range Statement

• Language, literacy and cultural profile of the workgroup • Legislative requirements for OHS information and data, and consultation • Limitations of generic hazard and risk checklists, and risk ranking processes • Methods of providing evidence of compliance with OHS legislation • Nature of workplace processes (including work flow, planning and control) and hazards relevant to the

particular workplace • Organisational culture as it impacts on the workgroup • Organisational OHS policies and procedures • Other function areas that impact on the management of OHS • Principles and practices of systematic approaches to managing OHS • Professional liability in relation to providing advice • Requirements under hazard specific OHS legislation and codes of practice • Risk as a measure of uncertainty and the factors that affect risk • Roles and responsibilities under OHS legislation of employees, including supervisors and contractors • Standard industry controls for a range of hazards • State/territory and commonwealth OHS legislation (acts, regulations, codes of practice, associated

standards and guidance material) including prescriptive and performance approaches and links to other relevant legislation such as industrial relations, equal employment opportunity, workers compensation, rehabilitation

• Structure and forms of legislation including regulations, codes of practice, associated standards and guidance material

• Types of hazard identification tools, including job safety analysis (JSA)

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

External sources of information and data may include:

• Databases with national and state injury data such as National Industrial Chemicals Notification and Assessment Scheme (NICNAS)

• Employer groups • Industry bodies • Journals and websites • Legislation, codes of practice and standards • Manufacturers' manual and specifications • OHS regulatory authorities • OHS specialists • Unions.

Hazards may include: • Source or a situation with a potential for harm in terms of human injury or ill health • Damage to property • Damage to the environment • Or a combination of these.

Workplace sources of information and data may include:

• Audits • Employees • Hazard, incident and investigation reports • Manufacturers' manuals and specifications • Material safety data sheets (msdss) • Minutes of meetings • OHS representatives • Reports

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• Workplace inspections.

Stakeholders include: • Employees • Health and safety, and other employee representatives • Managers • OHS committees • Supervisors.

Key personnel may include:

• Managers from other areas • People involved in OHS decision making or who are affected by OHS decisions

OHS specialists may include:

• Engineers • Ergonomists • Occupational hygienists • Organisational psychologists • Toxicologists • Workplace injury and return to work advisors.

Workplace issues may include:

• Changes in equipment, including technology • Changes in social, political or community environment • Changes in work organisation, including:

• Contracting

• Hire arrangements

• Casualisation

• Supervisory arrangements

• Outworkers

• Rosters

• Shift work

• Work hours

• Work relations

• Changes in work practice • Changes to legislation and standards • New knowledge on hazards • Outcomes of court rulings.

Occasions when action for hazard identification is required may include:

• At design or pre-purchase of buildings, equipment and materials • At regular intervals during normal operations • Before changes are made to workplace, equipment, work processes or work

arrangements • Commissioning or pre-implementation of new processes or practices • Following an incident report • New forms of work and organisation of work • Planning major tasks or activities, such as equipment shut-downs • Prior to disposal of equipment, buildings or materials • When new knowledge becomes available.

Tools may include: • Audits • Cause and effect diagrams • JSA • Surveys.

Task demands may include:

• Arousal and alertness • Machine pacing or time pressure to complete a task • Physical or physiological demands • Repetitive nature of task • Required precision or accuracy.

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Task environment may include:

• Air quality • Lighting • Noise • Thermal

Agents may be: • Biological, Chemical, Ergonomic, Nuclear, Physical • Psychosocial • Radiological.

Factors contributing to risk may include those associated with:

• Equipment • Frequency and duration of exposure • Individual/operator • Number of people exposed/involved • Task • Work environment • Work organisation.

Relevant standards may include:

• Australian and industry standards • Codes of practice • Current knowledge related to the specific hazard and controls • Current practice in the industry • Legislation.

Prioritising hazards requiring further control action may include:

• Other recognised processes • Specially designed tools & Standard ranking tools.

Risk assessment includes identification of:

• Factors contributing to risk • Current controls and their adequacy • Discrepancy between current control and required standard • Prioritisation or ranking of a number of risks, where appropriate.

Hierarchy of control may include:

• Eliminating hazards • And where this is not practicable, minimising risk by: • Substitution • Isolating the hazard from personnel • Using engineering controls • Using administrative controls (e.g. Procedures, training) • Using personal protective equipment (PPE).

Factors impacting on the effectiveness of controls may include:

• Cultural diversity • Language • Literacy and numeracy levels • Shift work and rostering arrangements • Training required • Workplace culture related to OHS including commitment by managers and supervisors

and compliance with procedures and training • Workplace organisational structures (size of organisation, geographic, hierarchical).

Risk register may include:

• List of hazards, their location and people exposed • Possible 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.

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Evidence Guide

The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the following is essential:

• Products used in:

• The application of a risk management approach to identifying hazards

• Assessing OHS risk

• Controlling OHS risk

• How these products were developed and implemented • Knowledge of relevant OHS legislation (acts, regulations, codes of practice, associated standards

and guidance material.

Context of and specific resources for assessment

Assessment must ensure:

• Access to workplace or simulated workplace • Access to workplace documentation • Access to office equipment and resources • Access to relevant legislation, standards and guidelines relating to risks found in the

workplace.

Method of assessment

A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:

• Analysis of responses to case studies and scenarios • Assessment of written reports on the effectiveness of the hazard identification, risk assessment,

control and management actions taken • Demonstration of techniques used to identify hazards, assess associated risks, control monitor

and evaluate risks • Direct questioning combined with review of portfolios of evidence and third party reports of on-

the-job performance by the candidate • Observation of performance in role plays • Observation of presentations • Oral or written questioning to assess knowledge of the OHS information system • Review of action plans • Written reports on hazard identification and risk management activities, matrices and

measurements undertaken.

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:

• BSBOHS403B Identify hazards and assess OHS risks • BSBOHS404B Contribute to the implementation of strategies to control OHS risk • BSBOHS603B Analyse and evaluate OHS risk.

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Housekeeping Items Your trainer will inform you of the following;

➢ Where the toilets and fire exits are located, what the emergency procedures are and where

the breakout and refreshment areas are.

➢ Any rules, for example asking that all mobile phones are set to silent and of any security

issues they need to be aware of.

➢ What times the breaks will be held and what the smoking policy is.

➢ That this is an interactive course and you should ask questions.

➢ That to get the most out of this workshop, we must all work together, listen to each other,

explore new ideas, and make mistakes. After all, that’s how we learn.

➢ Ground rules for participation;

o Smile

o Support and encourage other participants

o When someone is contributing everyone else is quiet

o Be patient with others who may not be grasping the ideas

o Be on time

o Focus discussion on the topic

o Speak to the trainer if you have any concerns

Objectives

➢ Know how to access sources of information and data to identify hazards

➢ Learn how to analyse the work environment to identify hazards

➢ Discover how to assess and control risk associated with hazards

➢ Understand how to maintain hazard identification and risk control processes

➢ Monitor and review risk management processes

➢ Gain the essential skills and knowledge required for this unit

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1. Access sources of information and data to identify hazards

1.1 Access external sources of information and data to assist in identifying hazards

1.2 Review workplace sources of information and data to access and assist in identification of hazards

1.3 Seek input from stakeholders, key personnel and WHS specialists

1.4 Conduct formal and informal research to ensure currency of information with workplace issues

1.1 - Access external sources of information and data to assist in identifying hazards

A fundamental part of a manager's job in terms of duty of care is to

ensure that the workplace is safe for workers and other stakeholders.

An essential part of this duty of care, as a manager, is to ensure the

health and safety of stakeholders at all times, taking reasonable care

to take into account and weigh up all relevant matters in regards to:

➢ The likelihood of the hazard or risk concerned

occurring

➢ The degree of harm that may result from the hazard

or the risk

➢ The way the person concerned knows or should reasonably know about –

o The hazard or the risk; and

o Ways of eliminating or minimising the risk

➢ The availability and suitability of ways to eliminate or minimise the risk; and

➢ After assessing the risk the extent of the risk and available ways of minimising or

eliminating the risk – the costs associated with ways of eliminating or minimising the

risk. (Section 18 this is the WHS Act, 2011)

This is the definition of reasonably practicable. As a manager as far as reasonably practicable you have a

duty of care to ensure that all of this occurs when you are addressing matters to ensure that the

workplace is safe.

Management's primary duty of care (Section 19 of the WHS Act, 2011) as part of the risk management

process is to ensure that workers are not placed at risk as part of their duties. This also includes that any

other persons are not placed at risk as part of the conduct of the business or undertaking.

Part of the risk management process includes:

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➢ The provision and maintenance of a work environment without risks to health and

safety – for example; ensuring that equipment and plant is consistently maintained by

personnel, whenever it is used, for safety and that the equipment and plant is regularly

checked by qualified personnel such as electricians and engineers as per their

organisations or industries legislative requirements.

➢ The provision and maintenance of safe plant and structures and safe systems of work –

for example, ensuring that all personnel are trained in maintaining workplace

equipment and plant as well as ensuring that the equipment and plant is serviced on a

regular basis as per the requirements of industrial standards or relevant health and

safety legislation, including WHS legislation

➢ The provision of adequate facilities for the welfare

of workers in carrying out business or undertaking,

including ensuring access to those facilities – for

example; providing workers with first aid facilities

including access to those facilities whenever they

are required during the normal course of business

or as provided or needed by the organisation

➢ The provision of any information, training,

instruction or supervision that is necessary to

protect all persons from risk to their health and

safety arising from work carried out as part of the

conduct of the business or undertaking – for

example; while you're working throughout the

workplace you observe a worker using equipment that has not been fitted with the

guard. On closer inspection you find that the worker has removed the guard because

they believed that the job is easier without. As a manager or representative of an

organisation, you should provide instant training so that workers are not exposed to

unnecessary risk.

➢ That the health of workers and conditions at the workplace are monitored for the

purpose of preventing illness or injury of workers arising from the conduct of the

business or undertaking. For example; the regular performance of risk assessments,

audits, workplace inspections and investigations including the review and monitoring

and evaluation of these documents can assist in ensuring that the workplace is safe.

Management must work towards maintaining their duty of care. It is also important that management demonstrate a commitment to the risk management process by:

➢ Getting involved in health and safety issues such as the consultation process

➢ Invest time and money on health and safety such as arranging for staff to participate in

training

➢ To ensure that health and safety responsibilities are carried out and understood clearly

by all personnel.

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The How to Manage Work Health and Safety Risks Code of Practice, 2011 writes that a risk management

approach to health and safety risks should be treated when change is a set activities in the workplace.

Some of these activities include:

➢ Starting a new business or purchasing new

business

➢ Changing work practices, procedures or the work

environment

➢ Purchasing new or used equipment or new

substances

➢ Planning to improve productivity or reduce costs

➢ New information about workplace risks become available

➢ Responding to workplace accidents (even if they caused no injury)

➢ Responding to concerns raised by workers, health and safety representatives or others

at the workplace

➢ Required by the WHS regulations for specific hazards

The risk management approach should also be used when designing and planning products, processes or

places used for work, because it is often easier to eliminate a risk before they are introduced to the

workplace.

Management must clearly understand the risk management process. This means that they should understand what the key terms in the risk management process mean. Keywords in risk management include:

➢ Hazard means seeing situations that have the potential to harm a person. Hazards in

your workplace may include loud machinery, chemicals, repetitious jobs, and bullying

and violence in the workplace

➢ Risk is the possibility that harm (death, injury or illness) might occur when exposed to a

hazard

➢ Risk Control means taking action to eliminate health and safety risks so far as is

reasonably practicable, and if it is not possible, minimising the risks so far as is

reasonably practicable. Eliminating a hazard will also eliminate any risk associated with

that hazard.

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Hazard/s may include sources or situations with a potential for harm in terms of:

➢ Injury and Ill health

Injury and ill health under Section 36 of the WHS Act means people who are required to

seek immediate attention as an inpatient in a hospital that requires immediate

treatment for injuries such as spinal injury, burns, head injury, burns, lacerations and

loss of body functions.

➢ Damage to property

When operating equipment and as part of their legal obligation under duty of care

workers must act in a safe manner that does not place them and others around them at

risk. A failure to report a risk is inaction and a failure to act which can leave workers

open to fines and litigation. Damage to property can arise when a worker knows that

equipment is not operating correctly. If a worker or others fail to report the problem

with the property and a worker is injured or made ill then they may be fined under the

WHS Act.

➢ Damage to the environment

Damage to the environment may be concerned with:

o Consumption of energy, water and waste

o Erosion and sediment

o Air and atmospheric contaminants

o Contaminated land and

o Noise.

Under the same principle, workers should report the potential for damage so that

others are not placed at risk.

➢ Or a combination of the above

As part of identifying the cause of the hazard or risk, it is important that you recognise

that an incident may not arise out of one failure to act. Instead you may find that

hazards can arise out of several events. For example, a worker identifies a broken

chemical dispenser. They fail to report it. The broken chemical dispenser that

dispenses hazardous substances causes the substance to seep into the air. This can

have an ongoing impact to not only the health and safety of workers but can also

impact on the environment.

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When gathering information, irrespective the source of information management must be clear of the purpose for collecting the information. Gathering information without a clear purpose can lead to:

1. Information Overload

Information overload is the process of gathering

information without a clear purpose. The

purpose of gathering information at this time is

to identify hazards in the workplace

environment. Information overload can mean

that management loses sight of their goals and

may gather too much information. When too

much information is collected, it is too hard to

put in a controlled format and can lead to

ambiguity which may in turn lead to confusion

in reading the information.

2. Decrease in Productivity due to the fact that management is wasting valuable time

gathering information that may not be needed.

As part of the consultation process as per the WHS consultation cooperation and,

coordination code of practice information should be easily accessible. Even though a

manager may delegate another member of the team to research and source different

types of information and data, the person who performs a task needs to have sufficient

skill and knowledge to know what information needs to be collected and to have the

appropriate level of authority to access the information.

Accessing external sources of information and data may mean that the person

delegated to access information may need an appropriate user name and password to

access not only the organisations intranet but also to access information on employer

and industry websites.

The type of External sources of information and data may include:

Databases with national and state injury data such as National Industrial Chemicals Notification and Assessment Scheme (NICNAS)

The aim of NICNAS is to provide a national notification and assessment scheme to protect workers, the

public and the environment from the harmful effects of industrial chemicals. NICNAS assesses chemicals

new and existing in Australia in response to concerns about the safety of specified chemicals.

NICNAS provides information and assessment reports on safety recommendations for the handling and

labelling of chemicals in Australia. Legislation ensures that chemicals are assessed and registered

nationally to ensure that repetition does not occur.

The schemes that work together, complemented each other and cover:

➢ Industrial chemicals, including those used domestically

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➢ Agricultural and veterinary chemicals

➢ Chemicals used in (or with) food, including additives, contaminants and natural

toxicants

➢ Medicines and pharmaceuticals

There are also several chemical regulation frameworks that support the management of chemicals including:

➢ Poisons scheduling

➢ Maintaining safety in the workplace

➢ Transporting of dangers boards

➢ Managing chemicals in the environment

➢ Chemicals of security concern

➢ Illicit drugs precursor chemicals

More information on chemicals can be found at the URL address:

http://www.nicnas.gov.au/About_NICNAS.asp Access Date: 12.06.12

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.

So what is a reputable source?

A reputable source of information is information that is supplied from a reputable source. A reputable

source of information is information taken from government and official industry experts such as

employer associations, trade and industry journals and magazines and websites.

WHS and other relevant legislation

Work Health and Safety Legislation will assist you in determining the level of access that you are allowed

in regards to specific information. Other legislation and laws, such as industry laws will vary the

information you can have access to. You are able to access information on work health and safety with

your State/Territory Regulator (See Appendix A)

If none of the above can provide you with information you need, resort to legislation. The main free

legal database in Australia is the Australasian Legal Information Institute database at URL address:

http://www.austlii.edu.au/ Access Date: 15.01.2012. This website will provide you with copies of all of

the legislation in Australia for each State/Territory and the Commonwealth

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

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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.

Codes of practice

Under WHS Act and Work Health and Safety Regulations (the WHS

Regulations), an approved code of practice is a practical guide to

achieving the standards required. 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 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.

Note that organisations do not need to follow the code of practice. However, they are required to use

another method, such as technical or an industry standard, if it provides the same or a higher level of

work practices than the code of practice demonstrates.

Your organisation may also demonstrate their compliance with the WHS 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 to WHS against. 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.

Standards

Australian standards

To be able to compete in a globalised market, organisations need to develop and

maintain the safety of their products, while addresses environmental, social and

technological issues. Standards Australia1 writes that there are seven benefits to

having standards and they are that they:

1 http://www.standards.org.au/DevelopingStandards/BenefitsofStandards.aspx

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➢ 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.

Exposure standards2

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.

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 standards3

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:

2http://safeworkaustralia.gov.au/SafetyInYourWorkplace/HazardousSubstancesAndDangerousGoods/RegulatoryP

ackage/Pages/ExposureStandards.aspx

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

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http://www.iso.org/iso/home.htm Access Date: 30.12.2011

National standards developed by the office of the Australian safety and compensation Council

The Australian Safety and Compensation Council (ASCC), formerly the National Occupational Health and

Safety Commission aims to ensure that all Australian workers within their States and Territories work

together to improve the efforts to minimise and prevent workplace deaths, injuries and disease.

National standards will assist in meeting these aims by ensuring that all State and Territory governments

work together to maintain the same standards in regards to Work Health and Safety in the Workplace.

Legislation pertaining to the development of national standards and codes of practice can be found at

URL Address: http://www.comlaw.gov.au/Details/F2005L03863 Access Date 30.12.11

Regulations and standards developed by WHS regulators

These national standards in turn operate to ensure that the Commonwealth, each State and Territory

within Australia works together to ensuring that WHS laws are reflected in their Regulations and Codes

of Practice. The regulators outlined in the above table are responsible for ensuring the development of

their own WHS laws, but now are harmonised to ensure that no confusion appears within the new WHS

Act and its Regulations.

Guidelines

If you ever 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 for your State or Territory go

to URL Address:

http://www.commerce.wa.gov.au/WorkSafe/Content/About_Us/Legislation/Guidance_notes.html

Access Date: 29.11.11

Manufacturers' manuals and specifications

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, who 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 specialists

WHS 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

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➢ 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/

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Regulatory authorities (for codes of practice, legislation) Regulation in Australia is developed by government bodies. A list of 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/

Australian Workplace http://www.workplace.gov.au/

Competitions & Markets Advisory Committee http://www.camac.gov.au/

Consumer & Employment Protection, Governments of Western Australia http://www.safetyline.wa.gov.au.

Department of Employment & Workplace Relations http://www.dewrsb.gov.au/

Department of Treasury http://www.treasury.gov.au/home.asp?Content ID=521

Insolvency & Trustee Service Australia http://www.itsa.gov.au/

Legislative Assembly for the ACT http://www.legassembly.act.gov.au/

National Industrial Chemicals Notification and Assessment Scheme http://www.nicnas.gov.au

National Occupational Health & Safety Commission http://www.nohsc.gov.au

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

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

Reserve Bank of Australia http://www.rba.gov.au

Superannuation Complaints Tribunal http://www.sct.gov.au

The Takeovers Panel http://www.takeovers.gov.au

Victorian Work cover Authority http://www.workcover.vic.gov.au Workplace Health & Safety, Queensland

Government

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

Workplace Standards Tasmania

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

The strategic role of regulation is increasing due to the effects of globalisation and technological

development. Regulation may be local, national, international and global 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.

Unions such as the Australian Council of Trade Unions

Many unions see the implementation of the new WHS 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 OHS laws in

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place today and will 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 at URL Address:

http://www.unionsaustralia.com.au/unions.aspx Access Date 11.01.2012

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.

The five main industry bodies in Australia include:

➢ Australian Chamber of Commerce and Industry (ACCI) http://www.acci.asn.au/

➢ 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

So you have accessed the internet, so what are you looking for?

At times, you may have a specific purpose for accessing specific hazards on the internet. For example,

you may have heard about a change of legislation for your industry. Accessing industry sites will usually

confirm and provide the information that you require. Conversely, new equipment or plant may be

introduced to industry that will improve productivity. As a manager, continuous improvement is a large

part of your responsibility.

You also should consult with workers and personnel that may

be impacted by the introduction of new equipment or plant to

the worksite as part of the consultation process. If the

resources have been allocated to improve productivity and the

plant or equipment is within your budget, care should be taken

to introduce the idea of change to staff. As it is important to

consider worker views and to address worker concerns, it is

essential that they have access to information about the

equipment or plant. Make sure that workers and those that

may be impacted by the change have sufficient time to read the

information.

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Information may include:

➢ Manufacturer’s manual and specifications – including risks

➢ Feedback from other clients including issues that these previous clients may need to

address

➢ Specifications about the product.

➢ The objectives and goals for implementing change.

Even though you do not need to have the support of staff when making a decision, you must still consult

with workers and those who will impacted by the change and consider their concerns and views when

making a decision. If you decide to make a decision that does not meet the agreement of personnel, it is

important that you provide them with sufficient feedback to support the decision that you make

without breaching your level of authority.

The reasons why management may need to access external sources of information may include:

➢ Confirmation of industry trends

➢ In response to changes in legislation

➢ In response to changing market demand

➢ Research hazards and resultant risks

➢ Finding out how competitors are doing in regards to hazards and risks.

Internet Access

When management allocates workers with roles and

responsibilities in regards to the consultation process, care should

be taken to ensure that workers have the appropriate level of

authority for performing tasks. This means that even if their job

does not include providing access to the internet, that

management ensures that workers are provided with access.

Access may also include making sure that workers have the

technical knowledge to access the intranet or internet to research

information.

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Learning Activity One

Internet access is required for this activity.

Access the internet and find relevant information regarding your industry in regards to WHS. Your aim is

to access and identify hazards that you may need to review in regards to your environment. What are

the URL website and the name of the website where you found this information?

List at least three hazards.

Activity 1.1

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Plan

Can

Do

Act

1.2 - Review workplace sources of information and data to access and assist in identification of hazards

Once a possible hazard has been identified, steps must be taken to review the hazard as part of both the

continuous improvement process and consultation process. The success of any WHS Management

System requires a continuous improvement cycle. Continuous improvement is about doing things right,

reviewing them and then improving upon them.

The Plan to Check Act cycle can help you achieve these aims. The cycle requires you to:

Plan

➢ Identify and analyse the problem

➢ Set goals based on the problem

➢ Communicate the plan

Do

➢ Implement the plan

Check

➢ Make sure what you are doing is correct and that you evaluate progress according to

the plan

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Act

➢ If you are not achieving your goals review the plan

➢ If the plan is working still review it and look for achievements

➢ Integrate your actions into your organisation

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 that there is a measurement upon which to determine what is being measured.

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

(PPIs) measures that the organisation takes to achieve to meet organisational WHS targets.

Good performance against PPIs 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 processes will

take time to demonstrate WHS improvements

For example, the data from Accident/Incident reports demonstrate that there is a 25% increase in

injuries over quarter 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 PPI to

measure an outcome measure and you can use the information to

improve policy, procedures and processes. Once a hazard is

identified, management will need to review the hazard. The PPI

and outcome indicator will assist in ensuring that workplace

information and data collected will be controlled and will ensure

that the chance of information overload will not occur.

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Workplace sources of information and data may include:

➢ Audits – On-site inspections can be used to ensure that your organisations’ WHS 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 at URL Address:

http://www.safetyculture.com.au/audits/self_diagnostic.php Access Date 01.12.2011

➢ Employees and Health and safety representatives - Employees may elect a health and safety

representative upon request or may choose to act upon their own interests in regards to the

consultation process. As sources of information employees and/or their

representatives will be able to provide management with a different

perspective in regards to choosing a course of action. Employees are

familiar with an area and will be able to identify hazards in the

implementation of a control measure or raise concerns that will impact

on the decision the management makes.

➢ 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 Act.

Investigations can be raised:

o As a normal part of operations

o Upon request to ensure that changes already implemented are meeting their goals and objectives; or

o In response to an accident/incident report being raised.

➢ Incident 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. You employer is

encouraged to perform their own investigations internally and to ensure that they resolve any

issues as they arise.

➢ Manufacturers' manuals and specifications - 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.

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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, who 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.

➢ Questionnaire information and data -

Questionnaires can be used to identify areas that

may be a cause for concern, but workers are not

able to identify the risks. Tell-tale twinges and

stiffness in the neck or cramps may not be a sign

that you are getting older. It may be a sign that you

are being exposed to chemicals, that the job you are

performing is wearing on your body, that are the

early warning signs that something wrong is

happening to your body.

General or specific questionnaires may target common issues that may arise in your industry and can

be used to ensure that your workers are not placed at risk.

➢ SDS’S and registers

The register of SDS’s and SDS’s should be accessible to workers. They can be stored:

o Physically on paper and made available to all workers; and

o Computerised and internet SDS databases.

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The SDS register is a tool that is used to ensure that everyone involved in managing hazardous

substances exposures at the workplace. An SDS provides you with information on the hazardous

chemicals in your workplace and includes the following information:

o Products name

o The ingredients of the chemical

o What the chemical is made of

o Health hazard information and first aid

o Precautions for safe use and handling; and

o Contact details

➢ Reports - play an important role in the internal operations of any

organisation. They leave a historical record of the organisations

WHS/WHS efforts and can be used to not only ensure that the

organisation’s legal requirements are met, but to ensure that:

o Changes to the worksite is ensuring that risk is minimised or eliminated

o The reasons for the change and why the decision was made

o The different types of options available

➢ Work Health and Safety Legislation - Due to the changing nature of work health and safety

legislation, it is important that you make sure that you keep up to changes during the

transitional stage of work health and safety between January 2012 and 2013. Regular updates

will be made to work health and safety and the codes of practice used to demonstrate that you

are following your legal obligations.

➢ Workplace inspections - Workplace inspections are events that are planned as a pro-active way

in which to identify hazards before they can develop into an injury or illness. There are no rules

as to who can do a workplace inspection; however, it is recommended that the person who

performs the inspection has experience in the work area. This person should be either a

supervisor for that area or the Health and safety representative or safety officer.

As per the Consultation process, once you have all of the information, you need to share the

information so that it was readily accessible to appropriate personnel.

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Learning Activity Two

Choose one of the hazards that you identified in Learning Activity One.

What information would you need to collect to research the information? Use a PPI and outcome indicator if necessary.

How would this information assist in the continuous improvement process? (i.e. what does this information tell you?)

What are you trying to achieve? Why?

Draw a flow chart demonstrating the consultation process in your workplace in regards to this hazard.

Activity 1.2

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1.3 - Seek input from stakeholders, key personnel and WHS specialists

Management’s role in the consultation and communication process is to:

Now you have gathered the information and data that will require feedback from personnel, you need

to share that information with workers or their health and safety representatives or those impacted by

the hazard. If your organisation has a health and safety committee, then you should prepare

information for them.

When you communicate information, it should be communicated using the methods agreed as per the

agreed consultation process. Communication techniques will vary according to the needs of the

recipients. For example, communicating information to managers may require that you write a full

report citing facts and using graphical data to justify your recommendations. Conversely when you

communicate with workgroups in a culturally diverse environment you may need to choose various

ways of sharing information including using pictorials and simple words to explain key issues. If you are

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in a work environment where English levels are low, you might need an interpreter to translate the

information that you are sharing so that they can contribute to the consultation process by providing

views and addressing any concerns.

The type of personnel that you may require input from can include stakeholders, key personnel and

WHS specialists. These people will now be discussed.

Stakeholders may include:

➢ Employees

Under the requirements set out in the Work Health and safety Consultation, Cooperation and Coordination code of practice, management should provide workers with information about an incident so that the worker can provide feedback to them. When a decision is made based on that feedback, they must be told about the decision. The aim of this process is to ensure that workers have a say about their work environment.

Workers are in a unique position of working on a specific change. If they are consulted on the change, they become empowered and will usually take ownership of the change, especially if they requested that the change was initiated by them. This level of confidence will only be attained if they are working in a supportive work environment.

The level of access a worker obtains to records usually relates to their level of authority. The type of industry and the level of authority will also guide how much access workers will obtain to specific information and the way in which they obtain that access.

For example, a worker works in an office. They can obtain access to information on the organisations intranet, whereas a worker in a commercial or industrial work site cannot. It is hard for them to access the intranet because they are not allocated with a pass word and user name. A printed procedure may be provided in strategic locations in the workplace.

➢ Managers and supervisors

Consultation under Section 48 of the WHS Act requires that Managers and Supervisors:

o Share information with workers

o Give workers a chance to share their views and opinions

o Give workers a change to contribute to the decision making process;

o That workers views are considered when a decision is being made; and that

o Workers are provided with feedback on a decision in a timely manner.

Management support needs to be demonstrated through commitment and open

communication by actively working with employees to resolve problems.

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There is more than one way in which to consult with workers, including:

o Through a health and safety representative – when a worker make a request for a HSR to represent them or

o Through a health and safety committee when five or more workers request a committee to represent them.

Consultation can also be designed to suit the needs of the

worker and workplace situation, including the way in which

the consultation will take place as long as it aligns to WHS

legislation.

As a part of a manager or supervisors legal duty to consult,

it is essential that all workers consult in the process.

This means that the HSR representative and committee can represent each worker

when it is appropriate.

Under Section 47 (2) of the WHS Act, consultation procedures must be agreed upon

and the consultation must be performed as agreed by the procedure. Again

management needs to consult with staff and/or their representative so that an agreed

procedure is implemented and all parties agree to the way in which they contribute to

the consultation process.

Just because a manager has the position of managing an area, it does not automatically

mean that the manager has access to all of the information on the intranet. Job

descriptions are developed to outline a manager’s level of authority and the

department that the manager is working in. Information from another department

may be blocked and special permission may be required to access this information.

This means that a new set of procedures need to be developed in regards to providing

workers with access to another department. One organisation requires that:

o Subordinate manager makes an appointment via email or telephone with appropriate personnel (if a CEO, you may need to contact a personal assistant) to arrange an appointment with senior manager of another department.

o Appointment is made and needs of party are addressed. Manager may or may not allocate approval for access. The manager may make another referral such as allocating a member of their team to consult with the subordinate managers team as the proposed risk changes to risk may directly impact on their department.

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Key personnel may include:

Managers from other areas

When change is made in one part of the organisation, other sections of the

organisation will be impacted upon. 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 decision making or who are likely to be impacted by decisions relating to WHS

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.

Even though there is industry legislation, regulations and standards that you should

know that are impacts on your actions, it is also important to make sure that managers

are aware of the generic legislation that guides the industry information that forms the

basis of your actions in the workplace.

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WHS specialists such as:

➢ 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, physical therapist and patient will purpose. They usually work in

hospitals, healthcare centres and other service delivery points including

research and administration. They usually are highly skilled so they would

be able to provide advice and recommendations and support to individuals

as long as their feedback is relevant to the problems that they are trying to

resolve.

➢ Industry management advisors will provide workers with health and

safety advice in regards to risk management and work health and safety

that is relevant to the industry that you work in. So if you are working in

the Construction industry, you would need to search for a Construction

Industry Management Advisor

➢ 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.

➢ Safety engineers perform studies on a wide range of areas including computer science

engineering mechanics, industrial processes, industrial hygiene, toxicology, as a control, fire

protection and system safety. Their action to protect people, uppity and the environment by:

o Anticipating, identifying and evaluating hazardous conditions and practices

o Developing hazard control design procedures

o Implementing, administrating and advising on hazard control programs,

o Measure, audit and evaluate the effectiveness of the hazard control program; and

o Draft future safety plans or statements as per required by the organization

➢ Safety professionals are qualified advisors of work health and safety.

➢ Workplace injury and return to work advisors - Rather than keeping your workgroup on workers

compensation for long periods of time, workplace injury and return to work advisors will work

with management, the worker and medical practitioner to organise suitable work that workers

can perform as part of their entry back into the workforce.

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A return to work plan will usually:

o Take into consideration the details of work restrictions outlined by the medical practitioner

o Consider the nature of an injury and a normal job of a worker

o Consider the age, education, skills and work experience of the worker; and

o Offer suitable duties to the worker.

This plan will usually be designed in consultation with you, the manager, the

immediate supervisor, the nominated medical practitioner, the insurer and the

rehabilitation provider otherwise known as a return to work advisor.

Organisational policies and procedures will help guide management in the

consultation and communication process in any work environment. Management

needs to be willing and able to use appropriate communication techniques to

clearly communicate information to its appropriate stakeholders, key personnel

and WHS specialists.

The formatting and communication method will vary according to the needs and

requirements of the stakeholders, key personnel on WHS specialists. In most

instances, and as a way in which to communicate and consult with as many stakeholders as possible,

management will usually arrange a series of team meetings.

When sharing information with work group members, management must ensure that they are clear in

regards to any information that they provide workgroup members. In some instances, WHS specialists

may be invited to the workplace to explain key health and safety issues to personnel so that the views

received from work group members and/or their representatives and their concerns are addressed and

will assist management with the decision making process.

Poor communication results in a waste of time and money. Being successful in the workplace is a direct

result of the way in which a message is communicated. Communicating with stakeholders is vital to the

success of any business.

When communicating with personnel; whether that is to provide feedback or to receive feedback,

management must take into consideration the skill level of the stakeholder to ensure that the

information being shared is clear and understandable. Failure to communicate information clearly can

lead to a poor decision being made in regards to hazards. Managers cannot afford to let this happen.

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Tips for management:

➢ Make sure that you know what you need to say and be clear. If

necessary, right down what you need to say so you will be able to

clarify your message.

➢ Speak clearly and concisely. This means that you should only say what

you need to say using appropriate methods to assist you in

communicating to stakeholders.

➢ Make sure that you are clearly understood. Ask questions to clarify and

confirm that what you have said has been understood.

Asking questions:

➢ Use open ended questions to him advice discussion and allow

communication to flow

➢ Use close ended questions for yes or no responses

➢ Ask for feedback to make sure that stakeholders and/or their representatives can

demonstrate that they have understood what has been communicated.

➢ Follow-up questions can provide you with the feedback that you require to make a

decision to minimise risk.

Listening actively

It is important to make sure that all parties understand each other. When communicating in a culturally

diverse environment, it is important to make sure:

➢ That all staff are treated equally and are provided with the same level of respect

➢ That staff are given an opportunity to read all of the information they are provided with

so that they can contribute to a safe work environment

➢ That you give workers an opportunity to think about an answer before they provide

feedback or address any concerns. When a worker has English as a second language

they need to be given the time to interpret the information into their own language and

form the response in the English.

Building rapport

A good manager will build a rapport with their workers and other managers. Rapport is the process of

building relationships based on trust, harmony and understanding. This type of relationship will assist in

enhancing the consultation and communication process within your organisation.

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The purpose of seeking input

Stakeholders, key personnel and WHS specialists provide management with an opportunity to clarify

information, obtain feedback and to address any concerns that staff may have in resolving a WHS issue.

Each party will allow you to consider a WHS issue from multiple angles. WHS specialists can provide you

with specialist advice on the hazard and can also clarify any issues that may arise from feedback and

workgroup concerns.

It is also important to consider the contributions that stakeholders and key personnel can provide with

the decision-making process. Working in a specific area will provide stakeholders and other key

personnel with a different perspective on a problem.

Obtain feedback through Meetings

For key personnel who are already established in the workplace, a formal or informal meeting should

occur between the appropriate personnel, including stakeholders and WHS professionals and specialists.

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 issues have been addressed to ensure that all key personnel participate with

participative arrangements in the workplace.

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Formal meeting processes

Develop the agenda

Prepare for the meeting including:

Step one: Clarify the purpose of the meeting

Step two: What type of meeting is the meeting going to be

Step three: Who is involved and who are the participants

Step four: Notify participants – using a formal notice so that they can organise their schedules so that

they can attend the meeting

Step five: Confirm meeting arrangements according to the requirements of the meeting

This may include: the minute taker, the budget or costs of the meeting and any catering

requirements.

Step Six: Dispatch meeting papers to participants within designated timelines

Conduct the meeting may include:

Chairing meetings

The agreed conventions of the meeting such as time limits and any voting procedures to make a decision

and opening the meeting such as:

Start the meeting on time

Introductions and apologies

Time tables

Discuss purpose of the meeting

Managing the agenda

Allocating and agreeing to participative arrangements

Closing the meeting

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Organisational behaviour

Management of risk and the provision of obtaining input from various stakeholders are derived from the

managements need to understand that people are the main source of competitive advantage in

organisations. An organisation is only as good as the relationship between personnel. Two way

communication is quintessential in ensuring the ongoing success of the organisation and of the

relationships between personnel.

The WHS consultation, cooperation and coordination code of practice, 2011 emphasises the need for

management commitment and development of workplace relationships between workers and/or their

representatives, management and any other stakeholder who may be impacted by hazards in the

workplace. Organisational policy and procedure may help align the relationship between legislation and

the organisations culture.

However the ultimate behaviour between workers and management is developed based on the

relationship with each other. Take for example a code of ethics.

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 professions

legislation and may include professional negligence, professional liability and failure to meet the

standards set out by the code of professional practice.

Ethics and relationships

An organisations code of ethics defines acceptable levels of behaviour. At times, workers are unable to

interpret the acceptable level of behaviour based on words. For this reason, management needs to

demonstrate their commitment to work health and safety so that they can work as developing

relationships with workers.

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Management needs to build relationships based on honesty, rapport and trust. Failure to build better

relationships can impact on the behaviour of workers. When workers distrust their management they

are more reluctant to provide feedback.

An organisations culture is based on the pattern of assumptions that define how members perceive,

think and feel about problems. An organisations culture is not only influenced by organisational policies

and procedures but also through observation between managers and their staff. Managers need to have

the ability to demonstrate what needs to be done. If management cannot demonstrate commitment to

the consultation process, then workers will question whether they should be committed to a program

that their managers are obviously not.

The more workers participate in developing their workplace values the better. Once these values have

been identified and then they should be communicated to ensure that all parties have a thorough

understanding of their role and responsibility within the organisation.

Behaviour is also guided by the belief in personnel. Workers who believe that managers are open and

honest will usually respond in a similar manner. For example, even though one of the existing beliefs in

your organisation is towards safety, the new consultation process requires workers to actively

participate in providing views and addressing concerns as part of the consultation process. In most

States/Territories, this means that management will need to take a more proactive interest in safety and

demonstrate and explain the importance of safety to not only workplace employees but to the safety of

all personnel who enter the work environment or are exposed to the work environment.

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Organisational Behaviour and Communication

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; this shows that they underestimated the cultural differences in their work. Organisations 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, 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 a high level of literacy and numeracy

Provide support and training in regard to numeracy and literacy, Use more pictures, signs and posters to demonstrate procedures that are easy to follow, Have team meetings so that each

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problems in Australia intervention can be discussed and reviewed.

Management approach As part of any WHS management and systematic approach to change, management needs to identify problems with change and implement steps to ensure change occurs

The WHS Management approach to managing a systematic approach to WHS requires that management maintain and control of WHS 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

Nature of the workforce Skills shortages

Target staff that have the skills and knowledge to meet the organisations requirements

Train staff the meet the information and data needs to manage the system

Specific needs of employees and Workers with specific needs

Disabilities and the unrepresented population

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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Communication is one of the primary keys in organisational change which is usually instigated by the intensification of safety issues in the

workplace environment. By guiding the behaviour of workers in the risk management process through clear communication as per the agreed

communication techniques in the consultation process, management will be able to guide and alleviate the anxiety of workers.

Timing of information and data provision

Informed decisions can only be made with up to date information

Provide workgroup with feedback that the information they have received is not 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 by managers, supervisors and employees

The way in which the organisation operates, its mission and values

Related to WHS, 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. Usually 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.

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Learning Activity Three

Discuss importance of communication when seeking input from stakeholders and key personnel and

WHS specialists. Make sure that you include organisational behaviour and management's ethical

influence in regards to the level of feedback they would receive.

Activity 1.3

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1.4 - Conduct formal and informal research to ensure currency of information with workplace issues

Listening and finding facts is critical to organisations as they monitor their internal and external

environments concerning emerging issues and addressing concerns in regards to risk management in

the workplace. Informal research will provide management with quick and inexpensive ways in which to

provide information. The problem is that informal research does not have the rigour that is involved in

formal research and this can lead to greater probability of an accurate result.

Formal research: When you perform research it is important that you clearly state or define the purpose of your research.

Formal Research Methods Informal Research Methods

Controlled

Objective

Systematic Observation

Uncontrolled

Subjective

Randomised Observation

Formal Research Methods Informal Research Methods

Can be measured reliably

Can be measured for validity

Can use logical reasoning to draw conclusions and recommendations

Reliability cannot be measured

Validity is assumed

Educated guesses are made that can lead to false conclusions

Your experience and the ability to recognise factors that will influence your informal research methods

will impact on whether you can draw positive or negative conclusions. If you are making decisions based

on informal research methods, try to draw conclusions from facts. Facts may be found in either internal

or external sources of information depending on the type of information you require.

Globalisation has led to an increase in innovation. This means that as soon as one form of innovation

takes place, another form of innovation may replace it. To remain competitive in a dynamic globalised

economy, organisation must be able to identify and be proactive in the area of change.

For example, there are two things that you might consider when upgrading technology such as a computer. Even though a computer can calculate faster in each generation you should consider whether:

➢ You should buy a new computer; or

➢ New software designed to meet your needs

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If you need to choose between technology and software, it is important to weigh each option to

determine which will meet the needs of the client and the organisation. In many instances software can

make a systems operation more efficient.

When making decisions, it is essential that all workplace issues keep their currency. This does not

always necessarily mean that all of the organisations workplace issues remain current as in some areas

the costs could be exorbitant. For example; updates in computer technology is usually 12 to 18 months.

If you update your equipment every single time an upgrade is available, you may quickly purchase your

organisation out of business.

The currency of information that is required for organisations vary from industry to industry,

organisation to organisation. Information and data that is current will assist you in making informed

decisions.

Your decisions are not only guided by current information, but can contribute to the final decisions that

are made in the decision making process and in turn these decisions are aimed at ensuring that your

organisation remains competitive.

Other factors that may impact on your decision making process may include:

➢ The availability of viable options

➢ Level of risk

➢ Budget

➢ Organisational policies and procedures

➢ Legislation

➢ Level of control in the hierarchy of controls.

The economy and other external factors impact on consumer demand. When consumer demand for

your product decreases, you have less return after you have paid all of your bills and worker’s pays and

salaries. This means that excess cash flow may mean that as far as reasonably practicable, you can only

afford a specific amount of purchases.

When the market changes however, more permanent resolutions to risk may be applied. By

maintaining the currency of information, you will be able to prioritise the order in which hazards are

further resolved or minimised as far as reasonably practicable.

Researching information can be time consuming. Some organisations use the unions, industry and

employer associations to maintain current information. In other instances, organisations may hire

environmental scanners to scan the market for up to date information and to provide them with reports

to ensure their information is kept up to date.

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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 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.

In the following table, a brief description of workplace issues has been provided. Using your knowledge of your organisation or industry; complete Learning Activity Four

Learning Activity Four

As a manager, even if you choose to hire a person or company to scan the environment or use an

employer or industry association to assist in the maintenance of ensuring that information is current,

you should be aware of what information should be reviewed on a regular basis.

Use the table below to review the type of information that you will review and complete it. When you

review the information make sure that you note what currency of information you are trying to

maintain.

You have been provided with a few extra lines at the bottom of the table. Include any other workplace issues that you believe are essential to make sure that information remains current in your industry.

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Workplace issues may include: Description How would you research the information

Changes in equipment, including technology

Changes in equipment can be expensive. Cash flow and reasonable practicality will guide the decision making processes in regards to the purchase of equipment. The hierarchy of risk control will be influenced in regards to purchasing most equipment. At the time a decision is made, you need to determine the best decision that is reasonably practicable for the level of risk.

When changes occur in regards to equipment and viable options are available, you may be given the opportunity whether you should update equipment/technology and whether the measure will increase the level of safety in the workplace.

Changes in social, political or community environment

Social change refers to the changes to society. These changes may be driven by cultural, religious, economic, scientific and technological forces. For example, the increase in global risk such as global warming and the hole in the ozone layer has made consumers socially conscious and consumers are making decisions based on saving the environment and in some instances basing their decisions on the corporate social responsibility decisions of an organisation.

Political change is usually reflected in changes to government policy and legislation. When political change occurs special attention should be paid to changes on policy that will impact on your industry.

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Workplace issues may include: Description How would you research the information

Changes to community environment Changes to community environment in Australia in recent years reflects an awareness of the impact the community can have on the environment as an effort to tide the flow of climate change and decisions being made will be influenced on how to control and make the environment safe by making decisions to minimise the communities impact on the environment.

Changes in work organisation, including:

Contracting Changes to WHS legislation include contractors as workers and as such are part of the consultative arrangements in a workplace. Independent contracting laws in some states require that organisations stop treating independent contractors as employees and make it illegal to disguise the employment relationship between employers and employees.

Hire arrangements In the last twenty years, non-traditional working arrangements have come into fruition with the increase of self-employed contractors, subcontractors, temporary, (leased) or labour hire and short-term fixed contract workers.

Competitive pressures in these contracting arrangements encouraged corner-cutting in WHS with the underbidding

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Workplace issues may include: Description How would you research the information

of contracts or inadequately used equipment, reduction is staff levels, speeding up or production, etc. The harmonisation of WHS legislation has stopped these arrangements. Companies now expect contractors to provide information on how they would participate in workplace safety arrangements on their worksites, while maintaining their own workplace organisational procedures.

Employers now have a legal responsibility to ensure that contractors participate in safety in their workplaces and provide inductions to WHS processes in their work environments. Contractors are considered part of the definition of workers and are expected to follow procedures when they work on a work site.

Casualization Casualization of the workforce is the reduction of fulltime workers to part time workers and their replacement with employees who are called as they are needed. This can reduce worker commitment to the employer; and in turn gives the employer opportunities to decrease worker hours.

Casual workers can be more difficult for employers to manage as they there is no guarantee that workers will always be available, however gives the employer the chance to employ personnel only when they need them.

It is important to wonder how this lack of commitment will

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Workplace issues may include: Description How would you research the information

impact the consultation process in a workplace.

Supervisory arrangements Flatter organisations call for less supervisory arrangements. Many organisations are training and empowering workers through the use of the consultation process. Supervision is a requirement for workers on worksites, however workgroups now take an active participatory contribution to the decision making process through the use of the WHS Consultation, Cooperation and Coordination Code of Practice. Many organisations are also extending this toward all facets of the organisation, thus leaving more time to manage.

Outworkers Outworkers are personnel working from home. According to the Federal Governments Authority, outworkers are able to claim the same entitlements as other Australian workers.

Rosters, Shift work and Work hours Changes to work organisation and the work structure of organisations means that there will be correlating changes to the rosters within the organisation.

Job sharing, part time and casual workers have impacted on the normal shifts. For example, a production organisation runs 24 hours a day, seven days a week with rotating rosters. Shifts were split into 3 x 8 hour a day shift.

The state of the economy saw a slowdown in production, but not sufficient enough to terminate all workers. Due to the strong culture and commitment of management,

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Workplace issues may include: Description How would you research the information

workers are slow to leave. As a way to minimise worker resentment and to not fall back into terminating workers, management offered workers an opportunity to maintain a relationship with the organisation by offering workers the chance to take part time, casual or job sharing positions.

Change was implemented and rotating rosters were implemented in consultation with workers to maintain an environment of trust and honesty.

The changing face of the workforce means that workers may need to be adjusting their perceptions. Many workers would prefer to work part time rather than not have any work at all.

Work relations On 1 July, 2009 the Federal Fair Work Act replaced the Workplace Relations Act. For more information about the details of the legislation, refer to: www.fairwork.gov.au Access Date: 20.06.12

The main features of the Act are:

➢ Assistance in bargaining for lower paid workers ➢ Clear rules governing industrial action ➢ Introduction of employment conditions ➢ Increased protection from unfair dismissal ➢ More provisions for unpaid parental leave ➢ Flexible working arrangements

More information about changes to the work relations of Australia refer to Australia’s New Workplace Relations

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Workplace issues may include: Description How would you research the information

System”

Changes in work practice In the UK there are steps to making changes in work practices such as working structures i.e. part time and temporary work leading to insecurity may correlate with the deterioration to WHS in terms of injury rates, disease risk, stress, hazard exposure, and worker and manager knowledge of WHS.

As a result of these trends, it has become difficult to assess and manage risks as more workers fail to report problems and/or absence when working away from the workplace and monitoring of WHS in the UK is more difficult.

The implementation of the harmonised approach to WHS seems to overcome these problems as workers learn that they have a legal obligation to report hazards and their associated risks and the need to participate in the WHS process all contribute to ensuring that workers actively participate in workplace safety.

Failure to keep up with changes to legislation and standards can mean that you are in breach of the law and means that you will be fined for failure to meet your legal obligations.

Changes to legislation and standards

Even though WHS legislation is harmonised across Australian States/Territories, industry legislation and standards will impact on the way in which tasks are performed. It is essential to monitor these changes to ensure that the legal obligations of the organisation are

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Workplace issues may include: Description How would you research the information

met.

New knowledge on hazards Knowledge is the new currency. Knowledge on hazards should be monitored to identify whether or not any new ways to control the risk can be identified. Causes of the hazard and its associated risk may assist in identifying procedures that will minimise risk in the workplace.

Outcomes of court rulings Court rulings can change the interpretation of the law. A court ruling can change the way in which information is interpreted. As such, this will mean that you will need to reassess your organisations policies and procedures to identify whether or not the court ruling will impact on the way in which your business operates.

Discuss your answers with your workgroup. List the various types of research listed. This will assist you in researching for your final assessment

Activity 1.4

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2. Analyse the work environment to identify hazards

2.1 Define, document and communicate occasions when action for hazard identification is required

2.2 Source tools to assist in analysing potential hazards

2.3 Examine task demands and task environment for impact on the person to identify situations with a potential for injury or ill health

2.4 Examine workforce structure, organisation of work and work relationships to identify situations with a potential for injury or ill health

2.5 Examine work environment for agents with a potential for injury or ill health

2.6 Seek input from stakeholders to clarify and confirm issues

2.1 - Define, document and communicate occasions when action for hazard identification is required

2.2 - Source tools to assist in analysing potential hazards

The Consultation Process requires that workers are consulted in regards to:

➢ Managing risks

➢ Deciding on welfare facilities

➢ Making changes; and

➢ Developing procedures

Hazard identification requires continuous improvement to

ensure that the organisation is able to be responsive to

changes in processes. Each and every change that is

implemented in the work place should be reviewed and assessed to identify hazards which in turn will

need to be controlled. The tools for these changes shall be discussed in Section 2.2 of this learner guide.

Management should be aware of obvious occasions when they should take action to identify hazards.

When the following occurs, management should use the tools in the following section to assess the

change that the tasks make for hazards. Once a hazard has been identified, steps will need to be taken

to control, minimise or eliminate the risk.

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For every cause there is an effect. For example, you leave a wet floor and someone may slip on the

surface. For each of these occasions, consider the impact each occasion has on workers and the

workplace

Occasions when action for hazard identification is required may include:

At design or pre-purchase of buildings, equipment and materials and before changes are made to

workplace, equipment, work processes or work arrangements

Purchases of new equipment, buildings and materials will impact the way in which you perform tasks. It

is important that you map the work flow to identify whether changes in your department will impact on

another department. Even though an innovation will decrease risk in one department, the same

innovation has the ability to have a negative impact on other processes and procedures in another

department.

The use of the consultation process will ensure that the level of communication between departments is

maintained to ensure that safety is consistent across all sections of the organisation. It is also important

to make sure that changes to departments are communicated so that unforeseen impacts may be traced

back to changes in your department. It is also provides a warning that workers should watch for

changes in their department as a consequence of changes in your department so that corrective action

can be taken to minimise the impact of the risk.

Any purchases of buildings should be correlated with an inspection of the workplace to ensure that all

contingencies are considered when an emergency plan is designed for the building. Do not forget to

make sure that emergency services are consulted for an emergency plan and that they are provided

with a copy of the emergency plan so that emergency services can confidently control emergencies in

the work environment.

At regular intervals during normal operations

Audits should be performed on a regular basis throughout the

organisation to identify changes in operations. For example, an

increase in break downs has been identified even though rostered

maintenance was performed on equipment. The cause of the

problem may stem from the incorrect operation and worker

maintenance of the equipment, bad maintenance by the contractor

is not up to standard or natural wear and tear to the equipment –

this could be due to the age of the equipment or due to increased

production.

By performing checks at regular intervals you will be able to identify unforseen problems and take

corrective action to assist in minimising the level of risk in the workplace.

Commissioning or pre-implementation of new processes or practices

Preparation is required when commissioning or pre-implementation of new processes and practices.

One of the first steps would be to communicate that there are going to be changes in the workplace.

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You should also check worker skills to identify whether there is sufficient staff to perform the tasks or

whether they have the correct knowledge and skills to implement new processes and practices. Training

may be required to meet implementation requirements.

It is also important to make sure that workers are provided with copies of the changes with clear

instructions as to the time and date when the new changes are implemented. The key to a successful

project manager is their ability to manage the four basic elements simultaneously. To be successful, you

must:

➢ Be aware of the resources required

➢ Have a time frame and make sure that each task in the process are mapped

➢ That costs are considered and all contingencies are considered

➢ That the goals, scope and requirements of the project are clear.

It is important that you make choices, for example within your budget, such as providing training and qualifications or licences as per your legal obligations, that you are aware of any occasions such as changes to legislation will impact on the way in which the change is performed and that you keep the changes to the original plan minimal to ensure that you do not go over the budget. When you make one change, part of the cause and effect process means that another change may be

required to ensure that risk is minimised. It is also important to make sure that you communicate

variations and consult with workgroups so that they feel like they are part of the decision making

process. Remember, if you are committed to a change, then workers who are empowered will usually

take ownership of the changes that they have contributed to.

Following an incident report

Many organisations have now attached risk assessments to incident reports. The aim of this process is

to ensure that workers complete the form at the earliest possible time and when the incident is fresh in

their mind. After a few days, the memories of incidents will usually change as the level of memory

retention changes.

Small changes to a workers perception of an event may have an impact on the incident. Incidents are

not always caused by one event, but may be caused by a series of events. It may be a unique series of

events, however, it is important to consider all of the events and take steps to ensure an incident or

near miss does not arise again when you perform the risk assessment.

New forms of work and organisation of work

Have you ever worked in an environment where new products or changes have occurred in the work

environment that requires training or a new way of doing things? For example; the number of

repetitions in a work area increased due to planned changes to a product. Changes to the work place

tasks should be reviewed and hazards need to be identified. These hazards should be controlled,

minimised or eliminated.

Planning major tasks or activities, such as equipment shut-downs

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When planning major tasks or activities, you should:

➢ Assess risks

➢ Preserve your options for future decisions

➢ Avoid committing your resources too early

➢ Maximise success

Planning is key to the success of any project. The success of any project relies on the stakeholders needs

being met. A stakeholder is anyone directly or indirectly impacted by the event. When planning major

tasks or activities:

1. State the goals of the project

2. What does the project need to deliver and what dates are they required to be delivered by?

3. Put together a schedule outlining each task and the resources needed to complete each task. If there are variations in the dates due to unforseen changes, renegotiate the times to meet your deadlines, employ extra resources and reduce the scope of your project so that you deliver less.

4. Develop supporting plans in regards to communicating your progress, human resources, including what human resources you require, a risk management plan which includes not only health and safety risks, but risks to

a) Timing estimates

b) Feedback of the project

c) Unclear roles and responsibilities

d) Stakeholders not being understood, changing their requirements or adding new requirements

e) Poor communications

Make sure that you use organisational policies and procedures to document and communicate the plan

so that you are able to assess progress and use the plans to improve productivity in regards to future

planning events.

Prior to disposal of equipment, buildings or materials

When decommissioning and disposing of equipment, buildings or materials, you need to make sure that

you remove any potential hazards before you consider disposing of the items. Planning needs includes

the process of removing waste to meet existing, and the final disposal, requirements within the set

budget.

Skilled workers are needed to remove waste and decommission the equipment, buildings or materials.

Decommissioning may also require that you:

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➢ Dismantle sections of the building, materials or equipment

➢ Planning the sale or removal of waste

➢ Following the strategies set by the contract or project

When new knowledge becomes available

As soon as new knowledge becomes available, it needs to be assessed to determine the opportunities

that the knowledge will offer the organisation. Do not always automatically pick up that knowledge.

You need to systematically review the knowledge to determine whether the knowledge is relevant to

your workplace.

Knowledge can vary from the generic to a specific control of a risk. Just because it is important to an

industry the knowledge may contravene your ethics and the acceptable standards of behaviour.

Define

Project management and problem solving begins with your ability to understand the problem.

Understanding problems means defining the problems and taking the appropriate steps to resolve the

problem.

Make sure that you provide one statement about the problem including the cause of the problem and how it

will be resolved. Once you have defined the problem, you should document every step of the process.

Document

Planning to terminate a project to control risk requires that you:

➢ Transfer responsibility

➢ Completion of project records:

o Historic report

o Post-project analysis

➢ Documenting the results to reflect the hazard

Historical records document completed projects. Historical records can be utilised by management to

identify ways in which to improve processes and implementation of the various projects that are

managed.

A project plan is used to document changes in the workplace that are raised due to occasions that

require that you action change. The document will assist you in documenting change in the workplace.

Once a project is finalised, it is important to make sure that you review and assess the project to identify

any areas that you can improve.

Some of the source documents that you can use to analyse hazards are source tools include:

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Audits

The effectiveness of your WHS management system and the strengths and weaknesses can be identified

through the generation of a WHS Audit. WHS audits are a systematic approach that verifies the

documented process of evaluating compliance with WHS Legislation.

WHS Audits include:

➢ Compliance auditing to ensure that the WHS Management System is compliant with legislative

requirements such as compliance with WHS legislation and regulations and compliant with

workplace procedures.

➢ Systems auditing to ensure that all elements of the WHS Management System Framework.

The types of audits that you may perform include:

➢ Internal audits that are performed by employees who are supported where required, such as with

WHS Specialists

➢ Unplanned audits which arise external and internal audit results. For example a WHS Inspector

may perform a site inspection or an internal audit may be performed to check that corrective

action performed has improved processes such as when changes to operations occurs, when

management reviews, non-conformance and injuries and incidents are identified.

The audit is documented and filed to the appropriate file. Many organisations follow the quality

standards set by ISO 9000 series. The International Standards Organisation is the organisation that

works with industry to develop standards to assist industry in building a Systematic Approach to

operations.

Organisational procedures will usually consist of the

➢ Timing, - when the audits should occur

➢ Frequency, - how many times a year

➢ Planning, - may include when notice should be provided to stakeholder so that

consultation can occur, especially in the event of an unplanned audit.

➢ Conducting an audit includes how the audit should be performed (i.e., interviews,

observation, and role play). The auditor should also make sure that they are compliant

and that the methods used to conduct the audit are compliant with organisational

policy and procedure

➢ Reporting of audits should be objective and rely on facts.

A WHS Report may include:

➢ Audit name, Audit Date, Area to be audited, What is to be audited, Summary of

findings, Observations and any non-compliance should be documented, Opportunities

for improvement, Follow up Audits, Minutes of Meetings

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Learning Activity Five

Use your knowledge of WHS and audits to design a check sheet of the steps to perform an audit in regards to WHS Consultation in your workplace.

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Cause and effect diagrams

Cause and effect diagrams can be used to identify, sort and display causes of a problem. Cause and

effect diagrams may also be called Ishikawa diagrams or fishbone diagrams.

Constructing cause and effect diagrams can help workgroups:

➢ Identify causes of problems

➢ Sort the factors affecting the process or problem; and

➢ Can assist in the resolution of a problem by using a graphic presentation of the

problem.

Cause and effect diagrams can be used to minimise risk or to improve processes and resolve problems.

Cause and effect diagrams can be management tools or can assist in the Consultation Process. When

you have a lot of information you can break the information down to a cause and effect diagram to:

➢ Sort out the characteristics of the problem and the impact of viable options on the

organisation

➢ Encourages worker participation by drawing on worker knowledge of policy and

procedures and of the work area

➢ Read and consider the cause and effect relationships

➢ Increases knowledge so everyone can learn about factors that work and how they

relate to each other

➢ Identifies areas where further investigation of information may be required.

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Methods Machinery

People Materials

Poor Petrol

Mileage

No owner's manual

Don't know right oil

Improper Lubrication

$

No oil change

Wrong oil

Wrong octane petrol

No owner's manual

Don't know recommended

octane Poor driving habits

Poor training

"When in Rome"

Poor maintenance

$ Awareness

Drive too fast

Always late

Impatience

Use wrong gear

Poor hearing

Radio too loud

Can't hear engine

No record of tyre pressure

Underinflated tyres

Poor design

Difficult air systems Carburettor adjustment

Mech doesn't know correct adjustment procedures

Fuel mix too rich

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Steps to designing a Cause and Effect Diagram include:

Step One Identify and define the effect

Step Two: Fill in the main box with the effect

Step Three: Identify the main categories

Step Four: Identify the causes influencing the effect

Step Five: Add detailed levels

Step Six: Analyse the Diagram

If you have too much information, you may need to break the diagram into sections.

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Learning Activity Six

In small groups, complete a cause and effect diagram. You need to design a diagram in regards to an

increase in risk due to repetitive tasks in the work environment.

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JSA (Job Safety Analysis)

A JSA is a simple method used to look at work tasks/activities and determine the easiest way in which to

perform tasks. The aim of JSAs is to identify hazards within a task and establish ways in which to control

the risk to minimise or control safety in the workplace to personnel, property and the environment.

JSAs should include:

➢ Hazard identification checklist

➢ Instructions

➢ JSA details

➢ Personnel involved, including approvals

➢ Project details

➢ Risk assessment and control guides and JSA worksheets

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Learning Activity Seven

Design a simple JSA using your cause and effect diagram developed in Learning Activity Six.

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Survey

A WHS survey is an examination of view of targeted personnel in regards to WHS issues

Strengths Weaknesses

Inexpensive

Considers relevant areas to WHS in the workplace

Controls questions asked

Allows you to analyse different variables as a means of decreasing risk in the workplace

Controls collection of data, while allowing workers and other stakeholders to maintain their privacy

Standardised questions make measurement more precise

Forces researchers to develop minimal questions that do not consider all criteria

Bias can occur with personnel who ask leading questions

Participants may lie when completing controversial questions

Insufficient responses for the size of the organisation

To develop a survey you need to:

1. Give a brief explanation of what you are doing and why you need information that you

are collecting

2. Provide a brief explanation of the format of the questionnaire and how to answer the

questions.

3. Do not ask too many questions. – If you ask too many questions respondents will

become impatient and not completely answer the questionnaire

4. Always ask questions in the affirmative and avoid the word not

5. Select the appropriate format for your questions

6. Using the questions in order for respondents to build up to the purpose of the survey

7. Test the questionnaire. Ask for feedback on the questions are clear or how they could

be improved

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Learning Activity Eight

Design a questionnaire based on Learning Activity Six. Choose one of the cause and effect categories

Activity 2.1 – 2.2

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2.3 - Examine task demands and task environment for impact on the person to identify situations with a potential for injury or ill health

2.4 - Examine workforce structure, organisation of work and work relationships to identify situations with a potential for injury or ill health

2.5 - Examine work environment for agents with a potential for injury or ill health

Managers need to understand that task demands and task relationships are influenced by the stimulus

of the environment in which they work. When workers receive the commitment of management to

workplace relationships and the message they receive is consistent with the level of support they

receive from management, then workers will have more of a connection with the workplace.

In turn, this stimulus must be reflected in management consistently reinforcing and adding value to the

workers perception of self, by acknowledging worker differences and adding these differences to the

success of the organisation, workers will be more engaged in the workplace around them. When

workers are more engaged in the workplace, the level of risk of injury declines as workers are

empowered. By taking control of their environment and taking a more proactive approach to hazards

control, reporting, elimination and minimisation.

To understand this, you should consider task demands and the environment and consider how they

impact on the attitude of personnel.

Task demands may include:

Arousal and alertness

Arousal refers to attention. The more aroused that workers

become with their work environment the more engaged they

are with the work environment. For example, management

consistently shows that the worker is respected by treating

them all equally and by developing professional relationships

with the worker through that respect, including developing a

relationship of respect and honesty, and then workers will

become more empowered.

Empowerment means that workers will become more confident in

interacting with their workplace. This interaction in turn can be called arousal and alertness. The more

aroused a worker is, the more connection they will have to the workplace. This connection will ensure

that workers are more aware of what is going on around them and as a consequence the chance of

hazards and associated risks being identified will increase and you will have improved safety in the

workplace.

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Machine pacing or time pressure to complete a task

The benefits of machine paced work include:

➢ Increased customer satisfaction due to speedier service in drive in restaurants

➢ Reduces the cost of using high-technology and reduces supervisory costs

➢ It reduces the direct costs due to training time

➢ It contributes to national productivity through provision of employment for a unskilled

workers and reduction in production costs.

However, it is important that workers engage in the workplace. If they keep aligned with machine paced work, you need to consider their level of engagement in the workplace.

Machine paced work Self-paced work

Less intelligence needed

Humble

Practical

Forthright

Group-dependent

More intelligent

Assertive

Imaginative

Shrewd

Self-sufficient

If machine paced work is too fast, the incident of accidents rises as workers become overstrained. If too

slow, worker performance may become sluggish and this will impact on their engagement with the

workplace. Workers should be encouraged to set a work pace that they can maintain and use the

consultation process to engage them in the workplace by taking ownership in the decisions that they

contributed to.

Time pressure

Time is scarce and people are always under pressure to complete their tasks. Human error occurs as a

consequence of cognitive lock up and a lack of time. Cognitive lockup is where workers need to perform

tasks in a sequence or else human error may occur. Research shows that workers will consider one

fault, resolve it before going to the next fault. As a manager, it is your responsibility on guiding workers

in prioritising tasks and completing them to minimise hazards and their associated risks in the

workplace.

As such management should take into consideration the need to provide workers with sufficient time to

engage in what is happening around them so as to minimise risk in the workplace. It is not as simple as

this. Cognitive overload will vary according to the requirements and complexity of the task that the

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worker is performing. This means that you need to not only consider the task being performed, but the

level of concentration to perform the task when allocating time to complete the task.

For example, you are required to perform a task that requires a lot of attention. How many times have

you insisted on completing a task before performing another? To avoid cognitive lock up, you need to

ensure that you have the time to perform tasks. As such, management commitment allows workers to

actively participate in the workplace; this in turn increases management availability and allows

management to concentrate on their responsibilities.

Physical or physiological demands

This may include working in hot and cold environments. When

you work in a hot environment such as deserts or tropical

climates workers may be put under extreme or increased stress

due to the restrictions imposed by the limitations and risks of

heat illness. Make sure that the hazards in working in hot

environments are considered before you allow a worker to work

in the area. Sufficient planning is required to ensure that a risk

management approach is used in hot areas.

When working in cold conditions such as snow and ice your

workers will be exposed to unique hazards and risks due to the

temperature. Working in wet conditions can also put your worker at risk associated to a particular job or

task. To minimise risk, it is important to put appropriate risk control measures in place. In most

instances workers should be provided with appropriate personal protective equipment for working in

wet weather conditions

Repetitive nature of task

Repetition of a task causes workers not to engage as much with their work environment so they will be

devoted to one task and not engage in a second task. As with arousal and alertness, this engagement

will not come into fruition with the work environment, unless workers are provided with a stimulus.

This stimulus can include:

➢ Management commitment to WHS

➢ Ongoing steps by management to maintain a working relationship with their team

➢ Constructive feedback to stimulate interest in their work environment

➢ Honest and open participation and acknowledgement in the decision making process.

Required precision or accuracy

Make sure that workers have adequate task lighting which focuses directly onto the tasks being

performed and increases the contrast between the task and the surrounding work environment

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Task environment may include:

Air quality

Regulation 40 (E) requires as far as the reasonably practicable that ventilation enables workers to carry

out this work without risk to health and safety. Air quality is an environmental concern in Australia; the

quality of air can impact on the quality of life. Quality of air can also impact the community and will

influence the sustainability of production methods.

The Australian Government aims to protect and improve urban air quality through national action that

reduces emissions of major air pollutants. Information on national pollutant inventories can be found at

URL address http://www.npi.gov.au/ Date: 17.06 .12

Australian’s spend at least 90 percent of their time indoors. Poor indoor air quality can have a large

impact on health and safety in a work site.

Workplaces need to be adequately ventilated with clean and fresh air being circulated through the workplace. Ventilation or air conditioning is required for workplace is in buildings. An air conditioning system should:

➢ Provide a comfortable work environment in relation to temperatures

➢ Prevent the excessive accumulation of odours

➢ Reduce levels of respiratory by-products, especially carbon dioxide and indoor

contaminants that can arise from workplace activities

➢ Supplies large amounts of fresh air to be circulated through the workplace.

Natural ventilation should consist of permanent openings, including windows and doors and should be

assisted by mechanical ventilation when required.

Further information regarding air quality is available in the Australian standard 1668.2 –the use of

ventilation and air-conditioning and buildings sentence case scratch that.

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Lighting

Regulation 40 (D) requires that as far as reasonably practicable that lighting at the workplace enables

workers to carry out work, moves in the workplace and safely evacuate in an emergency without risk to

health and safety.

Managing the Work Environment and Facilities Codes of Practice, 2011 recommends that lighting,

whether artificial or natural should allow for sufficient movement so that workers can perform their

tasks without having to adopt an awkward position or strain their eyes.

When considering lighting you should take into account:

➢ The nature of the work activity

➢ The nature of the hazards and risks

➢ The work environment

➢ The level of natural and/artificial light

➢ The transition of natural light over day

➢ Glare

➢ Contrast

➢ Reflections

The level of glare that a worker is exposed to will vary according to the different times of the day. Ways in which to control risk may include:

➢ Providing additional lighting

➢ Changing the position of existing rights

➢ Changing the location of workstations

➢ Changing the type of lighting that is used for example blue lights a white lights

➢ Changing the diffusers were reflectors on existing mines

➢ Using screens, advisers, shields, goods, curtains, blinds or external louvres to reduce

reflection, shadow and glare.

For accurate work performance and to reduce the level of visual fatigue it is essential that workers are

provided with adequate lighting. In the workplace adequately lighting may include overhead ceiling

lighting, task lighting and natural daylight that enters through the window.

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Different task lighting alternatives may include:

➢ Lamps with:

o Adjustable heights and angles

o Varying levels of adjustability

o Different mountings such as clamp or mobile trolley or floor stands

➢ Headlamps that are portable and hands free while you are mobile

➢ Portable lamps and torches

Lighting for tasks usually recessed into a shaded area of the lamp to maximise glare and focus on an

area. The lighting of the globe is usually positioned at a 45 degree angle and above eye level.

The standards for indoor lighting includes: AS/NZS 1680:2009 Interior lighting – safe movement.

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Class of task Recommended illuminance (lux)

Characteristics of the activity/interior

Examples of types of activities/interiors

Movement and orientation

40 For little-used interiors with visual tasks limited to moving around.

Corridors; cable tunnels; indoor storage tanks; walkways.

Rough intermittent

80

For interiors used intermittently, with visual tasks limited to movement, orientation and coarse detail.

Workers change and locker rooms; live storage of bulky materials; dead storage of materials needing care; loading bays.

Normal range of tasks and workplaces

Simple

160

Continuously occupied interior with visual tasks (coarse detail only.) Occasional reading of clearly printed documents for short periods.

Waiting rooms; entrance halls; canteens; rough checking of stock; rough bench and machine work; general fabrication of structural steel; casting concrete; automated process monitoring; turbine halls.

Ordinary or moderately easy

240

Continuously occupied interiors with moderately easy visual tasks with high contrasts or large detail.

School boards and charts; medium woodworking; food preparation; counters for transactions; computer use.

Moderately difficult

320

Areas where visual tasks are moderately difficult with moderate detail or with low contrasts.

Routine office tasks (e.g. reading, writing, typing, enquiry desks.)

400

Inspection of medium work; fine woodwork; enquiry points; car assembly.

Difficult

600

Areas where visual tasks are difficult with small detail or with low contrast.

Drawing boards; most inspection tasks; proofreading; fine machine work; fine painting and finishing; colour matching.

Very difficult

800

Areas where visual tasks are very difficult with very small detail or with very low contrast.

Fine inspection; plant retouching; fine manufacture; grading of dark materials; colour matching of dyes.

Managing the work environment and facilities codes of practice, 2011, P.12

Noise

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The managing noise and preventing hearing loss at work code of practice, 2011 will provide you with

information on how to identify risks due to noise in the workplace. There are many types of noise and

testing that may be found in the workplace. They include:

Noise Definition

Administration noise control measures

Work systems designed to reduce exposure to noise such as job redesign or rotation

Audiometric testing The level of thresholds where a person can measure noise thresholds

Engineering noise control measure Using engineering controls to reduce the level of sounds or noise including its transmission, but does not include admin noise control measures or the use of personal hearing aids such as earmuffs

Excessive noise Level of noise over or under those set by statutory authorities. Statutory authorities require appropriate protection against:

➢ Exposure over eight hours at 85 db (A) to

➢ 140 db (C) – this includes explosions or gunshots

See Appendix Number Two for noise exposure levels and exposure times as per the managing noise and preventing hearing loss at work Code of Practice

Nuisance noise Loud annoying and disruptive to workflow

Hazardous noise can affect the inner ear and may cause temporary or permanent hearing loss.

Temporary hearing loss is when hearing returns after a short period. However with further exposure to

the noise, your hearing may not return as the ear may not be able to recover. This will lead to

permanent hearing loss.

Hazardous noise will affect workers ability to hear high pitch sounds. Hearing aids at this stage should be

able to correct the problem. Workers exposed to tinnitus may be exposed to disrupted sleep, lack of

concentration and may lead to depression. The degree of hearing loss will be influenced by how long

someone is exposed to it, and how susceptible they are to that exposure.

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Thermal

Thermal refers to the conditions in which you are working in. Thermal is not about a medical condition.

Thermal is about hot and cold work conditions.

Heat Illness Cold Illness

Illness can arise

from

Physical work

lack or little control of workflow

high temperatures

a history of heat illness

radiant heat such as from the sun or working in a hot work environment

heat waves in progress

clothing worn in work environment (this may be exacerbated by physically unfit and overweight people, dehydrated people and those on medicine)

high humidity such as those found in laundries or mines

sedentary work

lack or little control of workflow

low temperatures (such as the areas where readers Coles such as in dairy case in supermarkets, handling convection cold air and in areas where the speed of the wind will make the temperature cooler)

working in wet weather

Medical

conditions

fainting in heat

heat cramps

heat exhaustion

heat fatigue

heat stroke

worsening of pre-existing conditions and illnesses

skin rashes (prickly heat)

this may include nausea, dizziness, clumsiness, convulsions, collapse and weakness

Chilblains: red, swollen skin, usually on hands and feet, that feels hot, itchy and tender after exposure to the cold

frostbite – blood vessels, muscles, skin and nerve freeze earned form ice crystals

hypothermia – immediate first aid and medical attention from a life-threatening condition caused by the exposure to the cold

immersion foot where part of the body is covered in frozen water or wet mud and becomes chronically sensitive, swollen and weak due to the cold

this may also include stiffness or pain, loss of motor coordination, followed by speech and drowsiness, numbness to extremities such as fingers and toes, shivering and slow and in regular breaths or heartbeat

Safety

problems due

to working in

Burns due to contact with hot surfaces and substances

cutting corners while working due to fatigue and

Can flare-up diseases such as asthma

Burns from exposure to cold surfaces and substances

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Heat Illness Cold Illness

hot conditions discomfort

falls and trips occurring due to fainting and fatigue

heat exacerbating other hazards such as chemical or manual lifting

mental and/or physical fatigue giving rise to errors and mistakes

sweaty hands causes a loss of grip while handling controls and objects

increase in injuries due to decrease in dexterity mental skills, coordination and a general decline in performance

inability to perform due to the restrictions of PPE

an increase of risk of injury to muscles and tendons such as brains

slips due to ice

Identification of

risk

Inexperienced and untrained employees

first aid emergency procedures should be put in place in the case of heat collapse, heatstroke and exhaustion

considerations for persons who may be exposed to increase risk of heat illness due to physical and medical reasons – these people should be assessed by a doctor to ensure they can work in the conditions

employees exposed to heat and hot area conditions including working conditions and headway

the reporting of heat illness by – employees

Inexperienced and untrained workers

first aid and emergency procedures developed for workers exposed to the cold

considerations for people who may be exposed to an increase risk of cold related illness – these people should be assessed by a doctor to ensure that they can work in cold conditions

workers working in cold conditions such as refrigerated areas which expose them to the cold

Eliminate

exposure

increase air management using fans

install air-conditioners or a evaporative coolers to lower air temperature

isolate workers from heated area using insulation

use a mechanical aids to assist in carrying out manual tasks

slow down the pace of work

provide cool drinking water

provide a cool ventilated area in which workers can take regular breaks

ensure light clothing is worn to free up movement and evaporates sweat

Provide localised heating

provide protection from wind and rain

provide protection through warmth such as using waterproof clothing

provide opportunities for workers who are not used to working in cold conditions to acclimatise

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Examine workforce structure, organisation of work and work relationships

Providing workers with a safe work environment communicates that the employer cares for them. The

way in which work organisation and the structure of the workplace is developed should reflect this care.

Organisation of Work

There is no strict definition to the organisation of work. The organisation of work is the way in which

work is organised and managed in terms of:

➢ Scheduling of shifts and their structure

➢ The design of jobs including their complexity, the pacing which work occurs and the

level and skills required including the degree of control a worker has over their jobs

which can include empowerment

➢ The relationships between management and workgroups

➢ Job security and the opportunity for advancement

➢ The management styles including the consultation process; and

➢ The organisational culture of the organisation and the correcting in a key and

procedures

There is a clear cohesion between work organisation and the controlling of risks to minimise or

eliminate safety in the workplace. A systematic approach to WHS and the management of the WHS

requires a high level of order including planning, implementing, monitoring and evaluation of WHS. If

the organisation of work is not controlled and is not systematic then a systematic approach to managing

WHS is not achievable.

Workforce structure

The structure of the Australian workforce is changing due to the effects of new technology. More

women are entering the workforce and trends are changing to include women in more senior positions.

There is also the fact that the skills shortage world-wide, including Australia is projected to become

worse so organisations are changing their structures to include: - part-time, casual, job sharing workers.

This diversity will impact on the consultation processes put in place.

Irrespective of work structure or work organisation,

management must ensure that they maintain a connection

with workers. As with forming connections with the work

tasks and work environments, management must use

working relationships to ensure that the worker is fully

engaged with what is going on around them.

Workers interest in the workplace is only reinforced by the

support and relationship they have with their management.

Developing effective working relationships are a key factor in the success of ensuring that workers

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engage in their workplace.

Management can establish and maintain these relationships by:

➢ Following the steps of the consultation process as discussed in Section 1.1 of this

learner guide

➢ Communicating information and data with workers using agreed channels as part of the

Consultation process.

➢ Engaging workers by working with them to achieve their personal goals

➢ Providing them with job satisfaction

➢ Providing ongoing constructive feedback

➢ Treating workers the way you want to be treated

➢ Treating all workers equally irrespective of their backgrounds

It is also important to make sure that you establish a relationship of honesty, truth and rapport with

your workers, including demonstrating commitment and empathy with their positions and their

concerns.

Examine work environment for agents

Knowledge of the work environment consists of knowledge of agents that can put workers at risk. Part

of the Consultation process requires that information is shared with workers. When workers have a

strong working relationship with management that is supported by management and their commitment

to WHS, then the work environment is safer.

Hazard Potential harm

Biological Micro-organisms can cause hepatitis, legionnaires’ disease, Q fever, HIV/AIDS, allergies

Chemicals Chemicals such as acids, hydrocarbons, heavy metals and dusts such as asbestos and silica can cause respiratory illnesses, cancers, dermatitis

Electricity Potential ignition source. Exposure to live electrical wires can cause shock, burns or death from electrocution,

Environment

The work environment includes access and exit to the work area, housekeeping, floors and surfaces, work stations, lighting, air and hot and cold temperatures

Ergonomics The study and design of equipment that will fit human body, its movements and the cognitive abilities of workers.

Nuclear Nuclear energy is an efficient and pollution free way in which to make electricity, however, once uranium is used as a fuel, it becomes highly radioactive and

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extremely dangerous.

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

Psychosocial hazards

Effects of work-related stress, bullying, violence and work-related fatigue

Radiation Ultra violet, welding arc flashes, micro waves, lasers can cause burns, cancer, blindness

Workers need to engage with their work place. This engagement is obtained by management support,

the information shared with them and the feedback received by management to confirm that their

contributions to the workplace are considered. As a manager it is important that you are consistent

with the messages that you communicate to your work place.

Workers have been exposed to many managers who claim to support them and when the support is

needed, the manager is not there. All facets of the workplace must reflect the commitment of

management to ensure that workers maintain their commitment and are empowered in taking the

initiative in report hazards when they are identified.

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Learning Activity Nine

Research how to control the risks involved in these agents.

Hazard Minimise risk

Biological

Chemicals

Electricity

Environment

Ergonomics

Nuclear

Physical

Psychosocial hazards

Radiation

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The more workers engage in the work environment, the better the chance of their ability to identify hazards and minimise chance of risk of injury. Discuss.

Activity 2.3 – 2.5

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2.6 - Seek input from stakeholders to clarify and confirm issues

Engaging your stakeholders requires that you use the same or similar techniques in establishing work relationships with workers. Even if you pay WHS Specialists, you still need to engage them in the workplace to provide them with a connection with operations and assisting in confirming workplace issues.

Risk management adoption not only helps managers, it assists management to deal with their exposure to risk and hazards, but to deal with the area/s of vulnerability within their work environment.

An effective part of any communication regards to WHS, is the ability of staff to consult. The Work Health and Safety Consultation, Cooperation and Coordination Code of Practice must consult with anyone who can identify risk due to potential risks. Consultation is a legal requirement and is an essential part of managing risk.

When you consult with personnel, it is essential that information is provided for them to reflect upon for when they provide you with feedback. When you receive feedback, it is essential that you take the time to express their views and that the views of the stakeholder must be considered when they make an observation.

This is a legal requirement under Section 47 of the WHS Act that “requires that you consult, so far as is reasonably practicable with workers (or their WHS representative (Section 48)) who carry out work for you who are (or are likely to be) directly affected by a work health and safety matter.

Treat people the way that you want to be treated so that they were react in a positive manner. If you do not acknowledge their efforts, you may find that they will not make any more contributions to any potential emergencies.

When seeking input, you must provide information from stakeholders to clarify information and confirm issues. When you provide information:

➢ Make sure that the information is appropriate for the stakeholder. This means the workers level of authority should be considered when information is provided

➢ That confidentiality of information is considered when providing information – you must have permission to use the workers name or you may use the information, but must provide information in a manner in which the workers name is not identifiable and that the information cannot be traced back to the worker.

Make sure that you ask questions to confirm and clarify that:

1. Your work group members understand the information that they receive to assist you with applying risk management processes; and

2. That their feedback is clear and concise so that you understand the information that has been provided as feedback.

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When you seek information with stakeholders listening techniques are just as important as questioning. Listening requires that you:

➢ Make sure that your words and body language remain

sensitive to the personnel that you are consulting with

➢ Maintain eye contact with personnel, have an attentive

posture and smile and nod at the appropriate times, taking

into consideration the culture of the stakeholders. Some

cultures consider looking directly into your eyes as a sign of

disrespect.

➢ Listen to what stakeholders are saying and avoid

interrupting them

➢ Make sure that you maintain your awareness and

knowledge of different cultures in your workplace to

ensure that you demonstrate your cultural awareness

➢ Use active listening to:

o Ensure that you are clear on what the speaker is saying ; paraphrase and summarise as required

o Demonstrate that you are listening by allowing the speaker to correct and confirm the feedback that you provide them with

o Use listening as a proactive method in which to provide feedback to stakeholders to demonstrate that you respect them.

It is essential that you demonstrate empathy for the stakeholder. This means that you should put

yourself in their shoes by being open to their ideas and sensitive to their feelings and their cultural and

social values.

Empathy requires that you:

➢ See things from others perspective

➢ Demonstrate your understanding their input and that you actively listen to what they

say from their point of view; and

➢ That you are prepared to provide them with your own views.

To ensure that you receive information to make informed decisions, it is essential that you keep the

stakeholders up to date about the feedback that will impact on the decisions that they are providing you

with. When you are gathering information and questioning stakeholders who are providing you with

feedback, it is important to make sure that you avoid some questions and address enquiries using good

questions.

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Avoid questions Good questions

Closed questions: Yes and no answers limit the level of information gathered. However, this type of question could be useful when confirming facts or demonstrate that you are listening.

Leading questions that lead stakeholders into answering questions and not addressing an issue from their own perspective

Negative questions that can negate the motivation of the interviewee. This can make them less inclined to answer a questions

Open ended questions encourage answers and encourage stakeholders to discuss a topic. These questions also give you a chance to understand the views, thoughts and feelings of the stakeholders.

Probing questions give you a chance to explore information more deeply

Hypothetical questions can be used to test ideas and tests your ability to reason logically

Use clarifying questions to reflect back what is said by the stakeholder. This can be done through repeating back what is being said. By listening and repeating what is said you can correct your understanding of what the stakeholder said and can be used to get the stakeholder to expand and define their concerns and views.

Stakeholders are usually busy meeting their work needs. It is essential that you are clear on the

information that you need feedback on. This means that you should define the problem clearly and

focus on the solution when asking questions to confirm and clarify the feedback received.

Confirm and clarify information to:

➢ Clear any misunderstandings that you may be faced with

➢ Summarise information in simple language so stakeholders can understand the

information that you require

➢ Confirm that the information summarised or paraphrased is correct to make sure that

you have accurate information

Avoid jargon by keeping your words:

➢ Simple so you do not confuse the stakeholder

➢ Clear and concise

➢ To ensure that stakeholders understand what you are saying.

When obtaining information from stakeholders, take the time to ensure that you provide the

stakeholder with feedback. This is part of maintaining a good relationship with personnel.

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Learning Activity Ten

What stakeholders will you need to obtain input from? What input could each stakeholder provide you with?

How would you confirm and clarify the information that you receive?

Activity 2.6

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3. Assess risk associated with hazards

3.1 Identify factors contributing to risk

3.2 Identify current risk controls for each hazard

3.3 Evaluate adequacy of current controls (if any), taking account of relevant standards and knowledge

3.4 Identify discrepancies between current controls and required quality of control

3.5 Prioritise hazards requiring further control action

3.6 Document method and outcomes of risk assessment

3.1 - Identify factors contributing to risk

3.2 - Identify current risk controls for each hazard

Management needs to consistently ensure that they engage the worker and/or their representatives with being keenly aware of their work environment. A safe work place requires that managers must ensure that workers and those impacted by change are aware of the processes in place for the identification of risk.

Management must ensure that work environment, work tasks, work organisation, structures and relationships are geared towards safety by developing a risk assessment model that ensures that WHS management is supported by the WHS systematic approach to management.

The success of a risk management program is derived by planning, research and a systematic approach to risk control. This means that once workers are engaged that they can identify facts that impact on risk in the risk management process.

Risk assessment includes identification of:

➢ Factors contributing to risk

➢ Current controls and their adequacy

➢ Discrepancy between current control and required standard

➢ Prioritisation or ranking of a number of risks, where appropriate.

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Six elements of WHS Risk Management

The Principles of Effective OHS Risk Management, 2005 (Adjusted to Current WHS Legislation)

Throughout each step of the risk management process, it is important to consider factors associated

with a risk. These factors may impact on the actions that are taken.

Factors contributing to risk may include those associated with:

Equipment

New equipment means changes to workplace procedures. Change

to procedures may need to be supported by training. When new

equipment is introduced to the work site, care should be taken to

ensure that workers and other stakeholders have ongoing access to

the user manual for the equipment. Policies and procedures must

be updated and distributed to workers work areas so that they have access to changes in procedures.

Current equipment may no longer be a sufficient control for a process, especially when changes are made to procedures in another work area. As a manager it is important that you recheck the

➢ Adequacy of the processes in place and

➢ Whether there is a discrepancy between the required controls and the standards in place.

When a discrepancy arises, it is crucial that you identify the cause of the discrepancy. This also may

include reviewing whether the equipment is appropriate for the task and what tasks or processes have

changed that may contribute to the inadequacy of the task.

Frequency and duration of exposure including the type of task

MSD (musculoskeletal disorder), as defined in WHS Regulations, means an injury to, or a disease of, the

musculoskeletal system that may arise:

➢ Gradually due to the repeated or continuous use of some body parts, including static body positions; and

➢ Suddenly due to strenuous activity or unexpected movements such as when loads are being handled, move or change position.

Injuries arising from MSD may include

➢ Sprains and strains of muscles, ligaments and tendons

➢ Back injuries, including damage to the muscles, tendons, ligaments, spinal discs, nerves, joints and bones

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➢ Joint and bone injuries or degeneration, including injuries to the shoulder, elbow, wrist, hip, knee, ankle, hands and feet

➢ Nerve injuries or compression (e.g. Carpal tunnel syndrome)

➢ Muscular and vascular disorders as a result of hand-arm vibration

➢ Soft tissue hernias

➢ Chronic pain.

A hazardous task as per WHS Regulations, means a task that requires a person to lift, lower, push, pull,

carry or otherwise move, hold or restrain any person, animal or thing involving one or more of the

following:

Force is the amount of muscular effort required to perform a movement or task. Forceful muscular exertions

overload muscles, tendons, joints and discs and are associated with most MSDs.

Repetitive force - using force repeatedly over a period of time to move or support an object

Examples of repetitive force include:

➢ Lifting and stacking goods onto a pallet

➢ Gripping and handling bricks when bricklaying (Figure 1)

➢ Repetitively pressing components with the thumbs or other part of the hand to assemble an item

➢ Prolonged application of therapeutic massage treatments

➢ Removing splinting material from patients using shears.

Figure 1

Sustained force - occurs when force is applied continually over a period of time.

Examples of sustained force include:

➢ Pushing or pulling a trolley around hospital wards (Figure 2)

➢ Holding down a trigger to operate a power tool

➢ Supporting a plaster sheet while fixing it to a ceiling

➢ Carrying objects over long distances

➢ Supporting, positioning or stabilising a patient’s limb during surgery or when applying splinting or casting material

Figure 2

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High force – may be exerted by the back, arm or leg muscles or by the hands and fingers.

High force occurs in any tasks that:

➢ A worker describes as very demanding physically

➢ A worker needs help to do because of the effort it requires

➢ Require a stronger person or two persons to do the task.

Examples of high force include:

➢ Lifting, lowering or carrying a heavy object

➢ Lifting, lowering or carrying an object that cannot be positioned close to the body

➢ Pushing or pulling an object that is hard to move or stop

➢ Restraining a person or animal.(Figure 3)

Examples of high force using the hands and fingers include:

➢ Using a finger-grip, a pinch-grip or an open-handed grip to handle a heavy or large load

➢ Operating hand tools with tight squeeze grips(Figure 4)

➢ Gripping small instruments with high force, for example, a dental hygienist cleaning teeth.

Figure 3

Figure 4

Sudden force – jerky

or unexpected

movements while

handling an item or

load are particularly

hazardous because

the body must

suddenly adapt to the

changing force.

Tasks where force is

applied suddenly and with

speed also generates high

force.

Examples of sudden force include:

➢ Impact recoil of a large nail gun ➢ Throwing or catching objects ➢ Cutting reinforcement steel

with large bolt cutters ➢ Carrying an unbalanced or

unstable load such as bagged stock feed pellets that suddenly moves (Figure 5)

➢ Handling frightened or resistant animals

➢ Handling patients who suddenly resist or no longer assist during the handling procedure.

Figure 5

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Movement

Repetitive movement – using the same parts of the body to repeat similar movements over a period of time.

Examples of repetitive movement include:

➢ Painting ➢ Lifting goods from a conveyor

belt and packing them in a carton

➢ Typing and other keyboard tasks(figure 6)

➢ Repeatedly reaching for and assembling components in electronics manufacturing

➢ Using a socket and ratchet or spanner to unscrew long bolts.

Figure 6

Hazardous Manual Tasks Code of Practice, 2010

Individual/operator and Number of people exposed/involved

Workers; whether individual or a work group must be competent in the skills required to perform the

task. Make sure that workers are correctly trained to ensure that the level of exposure to risk is

minimised and/or controlled. Care should be taken to ensure that workers have the correct level of

maturity to perform the type of work. Special attention should be paid to pregnant workers.

To control these type of risks include:

➢ Training workers in new jobs and reviewing skills of experienced workers

➢ Controlling the work load, such as providing sufficient breaks

➢ Assessing jobs to ensure that the workers are not placed at risk

➢ Allowing workers to build up their speed after time off work

➢ Providing PPE or appropriate equipment when necessary.

Take the time to know the workers. What is appropriate for one worker, may not be appropriate for

another. Ensure that workers health and safety is continuously checked by qualified practitioners to

ensure that their health is maintained. Remember, not all workers are the same. The level of tolerance

for each worker will be different.

Areas that may increase risk to workers may include:

➢ Their ability to communicate

➢ Willingness to help

➢ Their physical characteristics including the size and weight

➢ Their level of arousal

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➢ Their behaviour.

These hazards may be controlled through:

➢ Providing sufficient space for workers to work comfortably

➢ Sufficient workers to perform the required tasks

➢ Modification and accommodation of area to meet the needs of workers

➢ Lifting aids

➢ Risk assessments

Work environment

The workplace environment may increase risk. Care should be taken to ensure that the flow of traffic

and tasks do not overlap, causing a higher chance of an incident occurring. Areas that you may consider

when you consider the work environment may include:

➢ Whether the floor is uneven

➢ Whether housekeeping is maintained

➢ The conditions of the workplace (Refer to Section’s 2.3 –

2.5 of this Learner Guide to revise the conditions in the

work environment)

➢ Whether processes have been planned to ensure that the

risk of hazards are minimised.

It is essential that a work environment is easily accessible and procedures

are put in place to ensure that safety is maintained at all times. It is important that the workplace

environment is appropriate for the task/s being performed so that workers are not placed under risk.

For example, approaches to controlling these risks may include:

➢ Ensuring that workers are supplied with appropriate lighting

➢ That floors and equipment are maintained, including ensuring that the floor surface is

not slippery

➢ Putting in place housekeeping duties to ensure that the work floor area is clean and

free of potential trips, falls and slips

➢ Providing ear muffs to minimise exposure to NOISE

➢ Removing obstacle

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Work organisation

Work organisation is the way in which work procedures are administered or organised so that the level

of risk is minimised for workers. For example:

➢ There are not enough workers to handle tasks

➢ The lack of support for workers working in isolation

➢ There is a lack of variety in the workers task load

➢ There are insufficient breaks to recover in the performance of their task

➢ Lack of procedures

For each of these examples there are ways in which the risks that may arise can be controlled. For

example, when there is a lack of variety and recovery times, then legislation is set that may include

setting up a working arrangement to provide extra breaks during the day or longer breaks between

shifts and the need to provide workers with variety.

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0

Learning Activity Eleven

Choose a manual risk or potential manual risk in your work environment. Assess the risk in terms of

factors that will contribute to the risk and the current risk controls for the hazard.

Activity 3.1 – 3.2

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1

3.3 - Evaluate adequacy of current controls (if any), taking account of relevant standards and knowledge

3.4 - Identify discrepancies between current controls and required quality of control

3.5 - Prioritise hazards requiring further control action

3.6 - Document method and outcomes of risk assessment

Reviewing the current controls in place, allows the organisation to demonstrate that they are following the procedures in the PCDA Cycle to improve the work environment by minimising risk to personnel. Reviewing current controls allows you to:

➢ Keep in touch with your work group and/or their representatives

➢ Add value to what you are doing

➢ Making benefits more tangible by reflecting continuous improvement in the workplace

➢ Ensure that you are responsive to changing needs in regards to the risks in a hazard.

Reviewing can be used to:

➢ Learn and develop experience to refine processes and procedures

➢ Helping your workgroup and other stakeholders to learn by delegating them with mentors, coaches or training opportunities to develop their skills and knowledge to improve workplace safety

By reviewing the control measures in place against organisational goals and objectives, you are establishing that you are meeting minimal operating requirements. At the same time, it is important that you use the results of the external environmental scanning that you complete.

This means that reviewing should be broken into four sections. These sections include:

Process considerations – not only in regards to the procedures to review the procedures in place,

but also in regards to the procedures in place to control the hazards and minimise the risk (which has

been completed in the first part of this learner guide).

Remember that when you are required to access worker records, obtain permission to access the

records from the worker. Failure to obtain permission to access worker information can lead to

breaches of the Privacy Act and WHS Act, especially if the worker is identified by name or the

information provided can be referred back to the worker.

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2

Saliency of references

Make sure that all of the references that you use are reliable. For example, access legislative

information only from recognised industry and/or government worksites. The level of reliability is

minimised when the information provided is not recognised. You may actually be in breach of the law if

you make changes in your procedures, especially if you make changes based on unreliable information.

Consultation

Consultation is a legal requirement under the WHS Act. The consultation

process is only as good as the information that the workgroup and other

stakeholders receive. It is essential that you provide the stakeholders with

the most recent information so that they can look at the findings and provide

you with information to make sure that you make an informed decision.

Comparison

The primary aim of the review process is to ensure that information is

gathered so that you can observe the current operations and determine the

areas in which improvements and changes need to be made. For example,

why are objectives not being met? What changes to legislative and

regulative requirements and codes of practice will impact on the operations

of the organisation? How can these processes be improved?

To obtain a clear indication of any changes to industry requirements, care should be taken to access information on relevant standards to identify whether or not changes have occurred that will impact on:

➢ Operations

➢ Legislation and relevant standards

➢ Workplace relationships

Relevant standards may include:

Australian and industry standards

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 Australia4

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.

4 http://www.standards.org.au/DevelopingStandards/BenefitsofStandards.aspx

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➢ 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.

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 base and in alignment with internationally

adopted standards

Codes of practice

Under WHS Act and Work Health and Safety Regulations (the WHS Regulations), an

approved code of practice is a practical guide to achieving the standards required.

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 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.

Note that organisations do not need to follow the code of practice. However, they are required to use

another method, such as technical or an industry standard, if it provides the same or a higher level of

work practices than the code of practice demonstrates.

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Your organisation may also demonstrate their compliance with the WHS 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 to WHS against. 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.

Current practice in the industry

Trade magazines, industry journals and employer associations will

provide you with up to date information about changes to your

industry. An employer association is usually industry specific and

will assist employers in maximise their performance by providing

them with management information, changes to legislative and

regulative requirements and codes of practice and how these

changes will impact on their industry.

Knowledge of legislative and regulative requirements and codes of

practice and how they will impact on your industry will allow you to

prepare for the changes so that you will have an opportunity to update policies and procedures to

reflect the changes. Remember, that any changes that you consider introducing to your workplace must

be part of the consultation process.

Your agreed communication procedures that are part of the consultation process must be followed to

ensure that the appropriate personnel impacted by the change

Current knowledge related to the specific hazard and controls

In Section 2 of this Learner Guide, you reviewed how control issues can impact on the workers and the

signs that workers are being impacted by current hazards and their controls. When a worker

demonstrates a loss in mobility or pain, you will be able to identify that the control processes in place

are either not sufficient or inappropriate for the particular hazard.

Results derived from the health monitoring as per Division Six (Regulation 368 to 378) of the WHS

Regulations are developed to meet legislative requirements so that

an employer can identify areas in which workers are at risk and

appropriate monitoring is performed. For example, one of your roles

as a manager is to obtain a health monitoring report from registered

medical practitioners and to provide health monitoring reports to

workers and regulators.

This report may provide you with variations in worker health against

the health monitoring records that you have a legal obligation to

maintain. In turn, when a variation in health indicates that there is a

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problem with worker health, then steps need to be implemented, not only to control the risk but to

negate the impact of the health variation. For example, if a workers muscles are strained, then

physiotherapy may be offered to minimise the risk of injury.

Legislation

Legislation that may impact on your work environment may include the legislation found in Appendix

Number One. Your employer association will be able to provide you with changes to legislation that will

impact on your work environment and will usually provide you with information on how the change in

legislation will impact on your industry and the procedures that should be put in place to reflect these

changes.

It is crucial that you ensure that any changes to legislation:

➢ Is reflected in changes to policy and procedures in regards to that specific hazard; and

➢ That these changes are reflected in the tasks that workers perform

This means that you must also provide the workers and stakeholders impacted by the changes with

appropriate information, training, induction and supervision so that they can perform their tasks safely.

For example, a report identifies that the introduction of new equipment was identified as the source of

noise in a work area. To minimise noise, the equipment had a part introduced to the equipment that

negated the noise. However, the report identified a decrease in noise showed an increase in vibration.

You would need to review:

➢ The level of noise

➢ The increase in vibration.

In your review you would need to determine whether:

1. Health monitoring identified an increase in hearing problems, such as an increase in

headaches in accident/incident reports.

2. A decrease in noise is required

3. Whether the decrease in noise controls are beneficial to the work area (i.e. Do the new

controls which give an increase in vibration, will increase the chance of MSD)

This means that you will need to prioritise your hazards to determine whether further control action may be required. However, before you prioritise hazards, you should consider not only whether your controls are up to date, but also check the appropriate tools to determine whether there are any discrepancies between:

1. Current organisational standards and changes to relevant industry standards

2. Relevant industry standards and current controls and required quality of control.

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In short, if you find that there are changes to relevant industry standards, then organisational

procedures must be updated. In turn, this information must be communicated to workers. In some

cases, workers may need to be trained to ensure that the quality of control is maintained.

Discrepancies can be identified in current controls by identifying the discrepancies between

organisational policy and procedures that are developed from relevant standards. These discrepancies

can be identified in variations in the following tools.

Prioritising hazards requiring further control action may include review of:

Specially designed tools such as:

Workplace inspections are usually checklists that are planned tools used in the

workplace that assist workers performing the inspection to:

➢ Assist workers in making sure that the organisation maintains

compliance in WHS and environmental legislation

➢ Assess and control risks

➢ Identify hazards and safety hazards

➢ Determining where workplace environmental impacts can be

controlled and reduced

➢ Ensure that safety in the workplace is maintained.

Many organisations have different types of workplace inspections such as sectional or departmental, task and processes. The appropriate tools can not only be used to assist in supporting workplace inspections, they can also assist to identify hazardous tasks and conditions.

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Checklists produced as part of codes of practice

Checklists should be used by personnel to ensure that a set of procedures or tasks are completed

constantly. They will allow organisations to check their progress to ensure that safety and performance

standards are maintained. This is a way in which risk can be minimised in the workplace.

Safety checklists are an excellent way of meeting your organisations legal obligation as it allows you to

consistently monitor critical areas and procedures within your work environment. When developing

checklists:

➢ Download one from on-line and change it to suit your

purposes

➢ Have checklists for different time periods

➢ Use all of the resources available to you – Ask workers in the

Consultation process to do regular checklists on their work

area.

➢ Add hazards and risks arising from an incident to the checklist

as soon as you become aware of them (usually through

monitoring of incidents)

➢ Make sure that your questions require an answer that is not a

tick and flick.

Allow for an area where the person doing the checklist can make suggestions to add to your checklist.

Use Codes of practice to assist in the development of your checklist. Codes of practice can ensure that

checklists identify the hazardous tasks and conditions to identify hazards in the workplace. Codes of

practice will keep the purpose of the checklist focused and clear, reducing the workload for workers.

For all of their advantages and disadvantages, care should be taken to ensure that the disadvantages of

checklists are considered. However, if a hazard is identified and action to assess the risk does not occur

then management is not meeting their legal obligation under the law.

Management needs to make sure that workers initiative and process analysis skills are not stifled due to

yes and no answers. Management must ensure that they keep workers empowered and encourage

their workgroups to participate in the consultation process.

Notes or drawings

Australia is a multi-cultural nation. Management; in nearly every work environment needs to take this

into consideration when taking notes of hazards in the workplace. Notes are an excellent way in which

to remind personnel of the hazard, what was observed, said and how a hazard may have occurred.

Taking notes, no matter how irrelevant they seem can help management identify the cause of the

hazard. In many instances, a hazard will not arise out of one error, but due to a series of unique

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situations that give rise to an error. The more notes that are gathered, the more chance the cause of a

hazard or risk of injury or illness can be obtained.

Drawings can be used:

1. To support notes and explanations

2. To provide a pictorial of a situation when photographs are not available

Management may suggest that workers use notes and drawings on their checklists to stimulate ideas in

regards to improving the checklists and to reflect on areas where further improvements are required.

Photographs

If a person is used within a photo, you have a legal obligation under Privacy Laws to obtain their

permission to use that picture, as per Section 271 of the WHS Act. When permission is not obtained,

personnel should be cut out of the photo so that they are not identifiable or that care as far as is

reasonably practicable is taken to ensure that the photo cannot be tracked back to the person.

Tools developed for a specific work environment, situation or hazard

Organisational policy and procedures may have tools that have been developed specifically for the

identification of hazards in the work place. Tools for development may include:

➢ Investigating near miss and incidents in the workplace

➢ Walk through inspections

➢ Tools to review the impact of new work

practices such as flow charts

➢ Incident and injury reports can be assessed

to determine trends in injuries or injuries in

work area

➢ Feedback forms from workers who can

provide feedback based on their hands-on

experience in their work area.

Tools provided by external sources or advisors

When targeted and specific tools are required, external sources or advisors may provide the

organisation targeted to the needs to the organisation. The tools from external sources or advisors are

usually found on line. If you require assistance in developing a tool, find a generic tool and adjust it to

the needs of your organisation and/or industry.

Once information has been gathered, it should be shared according with appropriate parties. Care

should be taken to ensure that you follow the appropriate channels of communication set by the agreed

consultation plan and agreed with external WHS specialists.

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Ensure that you maintain confidentiality of workers as per Section 271 of the WHS Act and Privacy

Legislation. This means that if any information is obtained from worker files, the workers name may not

be used without their permission. If information from the file is used, the information must not be

identifiable to the worker and must not be as far as reasonably practicable be tracked back to the

worker.

Give all parties an opportunity to read, review the information and consider it before seeking input from

stakeholders.

Other recognised processes such as:

Accident/incident reports and Health Monitoring Reports

Increases in accident/incident reports in a specific work area, especially

those where the ailment or injury are the same or similar in nature can

be utilised to identify potential hazards arising from risk. Health

monitoring reports can assist management in identifying changes to

worker health. These changes are a way in which to target processes

that need to be reviewed

Organisational operational processes

Control processes are always put in place to monitor and review the

hazards and its associated risks. When a risk is identified, employers

and/or their representatives will consult with workers and other

stakeholders to track changes to operations. For example, your employer may maintain a record of daily

production records, including how many units are made an hour. If there is a variation in worker health,

then you should check the production records to determine whether an increase in production or a

variation in tasks have increased the chance of risk to workers health and safety.

Once you have reviewed the relevant standards for variations and compared them to the tools used to

identify variations in worker health to see if there is a correlation between increases in production or

changes in processes and changes to worker health.

Once you have established the hazards and their associated risks, then you need to prioritise hazards to

determine which order they shall be addressed. Costs are important part of this process. If costs

exceed what is reasonably practicable, steps should still be taken to control the risks. Remember it is

not a good enough excuse that you could not afford to put control strategies in place, you must

demonstrate that you have taken action that is reasonably practicable.

Standard ranking tools

Some tools can be prioritised and easily resolved, while others will require more effort and planning.

The risk rating matrix can be used by workgroups to make decisions about risks in their work

environment, whereas the hierarchy of risk control requires more work. The ranking tools that are used

will vary from organisation to organisation.

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Organisations have different ways in which to prioritise the hazards and hazardous jobs and how they are managed. Hazards should be assigned the highest form of potential loss or injury when:

➢ There is a likelihood that people will be exposed to the

risk, the level of exposure and the amount; and

➢ The potential consequences of being exposed to the

hazard, which relates to how serious an injury will arise

when people are exposed to the risk.

A risk assessment must be performed when an activity is considered to be

a high risk under WHS Regulations. In some instances hazards such as

noise or electrical hazards

All hazards have the ability to cause harm ranging from minor to serious

injury and in some cases death.

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 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?

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 they are normally meant to occur.

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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

How likely will someone end off work

Death or disabled Several days off First Aid

Very likely

Could happen a lot

Likely

Could happen occasionally

Unlikely

Could happen, but only rarely

Very unlikely

Could happen, but probably never will

Of those requiring more effort, you should prioritise areas for action, focusing first on those hazards

with the highest level of risk.

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.

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Chapter 2 General risk and workplace management, Part 3.1 Managing risks to health and safety from

the WHS Regulations provides you with the legislative requirements in regards to managing risk and the

hierarchy of controls. How to Manage Work Health and Safety Risks Code of Practice will provide you

with the guidance on how to determine which level of control a hazard has.

Remember a code of practice does not need to be followed. A code of practice may be considered to be evidence by the courts to prove that the parties reacted reasonable practicable in regards to the circumstances that arose.

Elimination is the most effective type of control. Consultation with worker 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.

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 perform short term fixes

while the best method of resolving the risk is determined.

Level 1 Eliminate the hazard

Level 2

Substitute the hazard with

something safer

Isolate the hazard from people

Reduce the risks through

engineering controls

Level 3

Reduce exposure to the hazard

using administrative actions

Use personal protective equipment

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As highlighted above, 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.

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.

Cash flow, resources and short term interventions may also need to be considered when you and other

levels of management may need to consider when making a final decision in the resolution of risk.

What is reasonably practicable?

Section 18 of the WHS Act defines reasonably practicable as a “duty to ensure health and safety that in

the performance of their work, which they assess:

➢ 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; and

➢ Whether there are suitable ways in which to

minimise the risk based on the resources

available and suitable in the control and

minimisation of 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 due to the fluctuating interest rates have recently occurred in an effort to retain staff. This

means that the amount of capital resources available to resolve WHS 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 every hour 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.

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Hierarchy of control 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 is 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. For example, a sound proof room will minimise a workers exposure to loud music if they work in a night club. This will minimise their exposure to risk while they are working for long periods of time.

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. The resources available will influence the decision that you make. “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 ways 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 are informed of the change, the type of change and when the change is officially implemented.

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Administrative controls and PPE should only be used to protect workers from risk. They should only be used when:

➢ The 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.

Chapter Three, Part 3.2, Division 5, Sections 44 to 47 of the WHS 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 worker wears the PPE as far as is practicable; and

➢ 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.

Document method and outcomes of risk assessment

Care should be taken to ensure that you separate the main information that will influence the outcomes

of the risk assessment. For example: decisions may be made based on cost. In a period of recession,

there may not be as much cash flow throughout the organisation as consumers decrease spending on

luxury items. The fewer consumers that you have, the less cash flow you will have. This means that you

will need to consider a short term intervention until more funds are available to implement a high level

on the hierarchy of risk control.

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

organisations policies and procedures as they may influence your final decision. If you are not sure

about the final control measure the final influence will be the control measure that is highest in the

hierarchy of risk control

The steps within Section Three of this Learner Guide provide you with the steps involved in the

completion of a risk assessment. Risk assessments will vary from organisation to organisation, however

the basic steps remain the same and should include:

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1. Establish goals

2. Identify risks

3. Analyse risks

4. Evaluate risks

5. Determine the treatment for risks

6. Monitoring and reporting on the effectiveness of risk treatments.

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 not chosen. 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 until the analysis phase 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: Filed in the appropriate file

➢ Electronic based: filed on the intranet

➢ Both paper and electronic based.

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Learning Activity Twelve

– Hazard Manual Lifting Code of Practice – Access to internet to access relevant standards

In Learning Activity Eleven you assessed the manual hazards and control measures to control the risk in

your workplace.

Use the space below to evaluate the adequacy of the current controls in place in your workplace. Make

sure that you consider current standards. In the case where you are not familiar with relevant standards

for your industry, research the appropriate standards on line and outline the appropriate standards and

whether they are adequate for your workplace

In the case of discrepancies between current controls and required quality of control, outline how you believe that you could minimise, eliminate or control these discrepancies.

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Use either the risk rating matrix and/or hierarchy of risk control to prioritise the risks that have been identified. Which three risks would you rank as the main priority? Why? – Use your organisation’s risk assessment template to complete this activity, if you have access to the template.

Risk Rating Matrix

How likely will someone end off work

Death or disabled Several days off First Aid

Very likely Could happen a lot

Likely Could happen occasionally

Unlikely Could happen, but only rarely

Very unlikely Could happen, but probably never will

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Hierarchy of control

Control Measure Level

Control Measure Prioritisation of control measures

One Actions taken to eliminate hazards entirely

Two Substitute another product or process to replace the hazard

Isolate the hazard

Use engineering controls

Three Improve administrative controls such as changing policies, procedures or providing training

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What is the purpose of maintaining documents of changes in the procedures?

What procedures do you need to follow to document the outcomes of the risk assessment?

Activity 3.3 – 3.6

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4. Control risk associated with hazards

4.1 Develop a range of control options in consultation with stakeholders, taking account of the outcomes of the risk assessment and the hierarchy of control

4.2 Identify potential factors impacting on the effectiveness of controls

4.3 Seek advice from WHS specialists and key personnel if required

4.4 Identify and seek appropriate authority and relevant resources to initiate and maintain controls

4.5 Identify and document actions required to achieve change

4.6 Analyse extent of change and reduction in risk, as a result of controls

4.1 - Develop a range of control options in consultation with stakeholders, taking account of the outcomes of the risk assessment and the hierarchy of control

The hierarchy of risk control and the outcomes of the risk assessments should be reviewed on a

continuous basis. The results of the outcomes of the risk assessment and the hierarchy of controls must

result in a decision that is influenced by workers and stakeholders who address their views and voice

their concerns.

As a manager you must take these views and concerns into consideration when you make a decision.

Once a decision has been made, change needs to be implemented. Managers must act as change

agents and support workers as part of empowering them.

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 organisations

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

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by change. Management must not only say that they support the WHS 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 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.

A change manager is a person who facilitates changes; such as changes to policy and procedure and to

the organisations culture.

Develop control options in consultation with stakeholders

Costs are not the only constraints in the process of change. Even though a decision is made,

implementing the plan can sometimes not be viable. This highlights the importance of ensuring that you

consider the feedback received in consultation with stakeholders. Uninformed decisions can be very

costly and will place your workers at risk.

There are many theories of change available in the workplace. Efficient change is only achievable if you are prepared for it. It is essential that you make sure that:

➢ Workers are trained and their skills are developed before the change is implemented (where

feasible)

➢ Make sure that workers have the emotional maturity and integrity to implement the changes.

Attention to this is more important than learning the skills and processes. Just check and analyse

the root causes of the failure of the implementation of change within your work environment.

➢ Workers are given choices – they are more likely to take ownership of the change

➢ Focus on empowering your workers and encouraging them to develop the skills to meet their

legal obligation to participate in the consultation process.

➢ You explore the process of aligning the aims of your business with the aims of your people so that

you’re more responsive to changes in the work environment. Demonstrating you care about their

needs builds rapport with workers

➢ Operations must continue. Workers are not able to drop everything when change is

implemented. It is essential that change is woven into their jobs and that they are not overloaded

trying to maintain their productivity and implement change.

➢ You continuously re-align the values and aims of everyone impacted by change. Management

must make time to ensure that operations are continuously updated.

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What is change about?

Projects only succeed when the needs of the stakeholders are met. Stakeholders will usually include:

➢ The employer

➢ Workers; and

➢ Anyone impacted by the change.

Planning requires that you:

➢ Provide estimated dates

➢ Deliver stakeholder needs to reach the established goals

Provide a schedule that includes:

1. Each task

2. The length of time to complete the task

3. The resources required to carry out the task

Make sure that you are prepared for variations in scheduling. For example, resources may not arrive on

time; communication of the schedule is not concluded and communicated correctly.

When these variations occur, make sure that you have time to:

➢ Plan for delays

➢ Plan for additional resources, if required

➢ Reduce the scope of the control measure

Managing Change

Planning

ImplementationConsultation

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Make sure that you communicate the cause of the delay to your workers and any other stakeholders as

per the agreed Communication Plan that your organisation would have negotiated with workers and/or

their representatives when the Consultation Process was introduced to the worksite.

A Human Resource Plan should also be implemented. This is where you would work in consultation with

workers to identify the member of staff who has the appropriate skills, knowledge and experience to

perform the required tasks. Remember, to ensure that your work group has an opportunity to grow and

develop new skills by providing them with opportunities to learn new skills that align with their own

professional development.

Each resource should:

1. Describe the roles and responsibilities of work group members assigned a task

2. The number of people needed to carry out each task for the project

3. Start dates, duration and methods used to implement the change process.

At the same time steps should be put in place by management to support workers and provide them

with feedback.

Essentials of effective organisational change management

Change only succeeds when managers guide the change effort. You have planned the change, now you

must guide your workgroup in the implementation of the change. When change is related to a safety

issue, managers as change agents must:

➢ Use their workplace relationships to empower the workgroup to work together.

Provide ongoing feedback to motivate change is essential in ensuring that workers stay

on track

➢ Keep providing ongoing support and information to make sure that change stays on

track

➢ If workers see that the change makes their workplace safe and they are encouraged to

contribute to the change process

➢ Ensure that information is communicated and shared as per

organisational procedures and legislative requirements

➢ That you remove any obstacles to their success

➢ Make sure that all efforts are acknowledged and all staff are

treated with the same level of respect.

Change Ethics

Management must not abuse their power by using pressure and intimidation to

influence their workers. Management must ensure that workers still have a

work environment based on trust and cooperation. Management must ensure

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that they promote ongoing support for the change process from start, during and after the change.

Empathy is the process of putting yourself in another person’s shoes. To ensure that ethics is

maintained during the change process, it is important to make sure that workers needs are met. For

example, if a worker needs more information, you should provide the opportunity to develop those

needs.

Information needs to always be easily accessible within legislative and organisational requirements. You also must ensure that the trust and honesty built into the workplace relationships is supported with:

➢ Ongoing feedback

➢ Responding truthfully to questions

➢ Making sure that all decisions as part of the consultation process is transparent; and

➢ That information can be obtained when needed from appropriate sources

Implementation

Lead through demonstration. If you have the trust and respect of your workgroup, they will attempt to

emulate your actions. If you take ownership of your area, they will take ownership of theirs. One

person cannot have all of the answers. The Consultation Process can be used to build trust and respect.

When workers respect their management, they will usually try to emulate their manager. By

consistently demonstrating the same skills and knowledge, they will aspire to demonstrate the same

characteristics.

Change will not occur without difficulty unless workers feel empowered and confident of the change.

Worker feedback can and will assist management in making decisions. When management are

transparent, workers will be more inclined to take ownership of their work area.

Consultation and outcomes of risk assessment and hierarchy of risk control

The aim of consulting with workers and/or their representatives or those impacted by a risk is to obtain

as much diverse information of the risk outcomes as possible so that workers will be able to use their

experience and skills to make recommendations about the control measures that would work in their

work area. They would also be able to address their concerns and views so that you would be able to

make an informed decision to meet your legal obligations.

Make sure that you demonstrate a systematic approach to managing this process. If you are not

systematic, the decision that you make may not be the correct decision.

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Learning Activity Thirteen

What are the steps for consultation and communication in your workplace for decision making in regard to outcomes of risk assessments or the hierarchy of risk control?

How can management use the consultation process as a way in which to encourage workers to take ownership of the decision-making process?

What is the importance of scheduling and planning in the implementation of final decisions?

Activity 4.1

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4.2 - Identify potential factors impacting on the effectiveness of controls

Australia is a country of cultural diversity. When you implement any form of change in most worksites,

it is essential that you take precautions to ensure that you are able to consult with personnel and to

implement interventions to control the risk.

If controls are not effective, then workers and other personnel at the worksite will be exposed to risk.

The aim to minimise or eliminate the hazard and its associated risk will not reach the expected

outcomes. This means that you are not meeting your role outcomes as a worker within the workplace

under the WHS Act.

If you are a person conducting a business or undertaking under Section 19 must ensure that the:

➢ Worker working or carrying out work; by the person; and

➢ Workers whose activities in carrying out work are influenced or directed by the person,

while at work in the business or undertaking

➢ That a person conducting a business or undertaking must ensure that so far as is

reasonably practicable that the “health and safety of other persons is not put at risk

from work carried out as part of the conduct of the business.”

This means that you are required to ensure that people at not as a normal part of their job. In turn the worker must ensure that they maintain their duty of care. If you are working as a worker under Section 28, then:

➢ You must take reasonable care of your own health and safety

➢ Take care that your acts or omissions do not adversely affect the health and safety of

other persons; and that you take reasonable instruction that is given by your employer.

In all instances, personnel must ensure that they keep their work

area safe for themselves and for the personnel around them. On

top of this under the Work Health and Safety Consultation,

Cooperation and Coordination Code of Practice requires that you

keep workers up to date by sharing information so that they will

be able to assist you in the consultation process.

To be able to perform these tasks, you need to consider the

different factors that could limit your ability to maintain effective

control of the interventions. Communication and sharing of

information requires that personnel to participate in the

consultation process.

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Factors affecting the

effectiveness

Impact Possible corrective action

Cultural diversity

Lack of commonality in some instances due to different backgrounds

➢ Demonstrate cultural awareness by acknowledging all differences and

ensuring that workers see the benefits that each culture can bring to the

consultation process

Language

Lack of understanding due to English being a second language

➢ Provide support or training for language classes

➢ Use more pictures, 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 a high level of literacy and numeracy problems in Australia

➢ Provide support and training in regards to numeracy and literacy

➢ Use more pictures, signs and posters to demonstrate procedures that are easy to follow

➢ Have team meetings so that each intervention can be discussed and reviewed.

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 available when the

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Training required

Identify a need and gap in a worker’s knowledge and ensure that they obtain the knowledge that they require.

➢ Procedures should be developed for the provision of training

➢ One of the objectives of the WHS Act is to promote the provision for advice, information, education and training in relation to WHS meaning that under Section 19 of the WHS Act that a person conducting a business or undertaking must ensure that the provision of training, instruction or supervision is given to protect all persons from risk to their health and safety arising from work carried out as part of the conduct of the business

Workplace culture

The way in which the organisation operates, its mission and values

➢ related to WHS, 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. As

➢ Hierarchical structures can be in conflict with the open consultation of WHS. Usually 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.

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Learning Activity Fourteen

Learners will need to have access to the internet to research these areas.

Discuss the factors that you feel will have a negative impact on the effectiveness of the new WHS process that is now impacting the Australian States/Territories and suggest ways in which to overcome them.

Choose two of these factors and suggest ways in which you would overcome them as part of the implementation of control measures in the hierarchy of risk control and/or the outcomes of risk assessments.

Activity 4.2

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4.3 - Seek advice from WHS specialists and key personnel if required

Irrespective of your background, there will be times when you will not have the knowledge of a

hazard and how to control the specific hazard. Members of your team or the organisation may

not have the required knowledge to resolve the hazard without assistance. When this happens;

an external WHS/WHS specialist or technical adviser may need to be consulted.

WHS specialists and technical testers 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

o Organizations and other professionals about hearing care

o Assess sensory aids, implants and other surgical implant devices

o Counseling implants to assist communication in hearing loss is present

o Assessments of auditory neural pathways, balance systems of best, central auditory processing and hearing when other disabilities are present

o assessment of workplace hearing

o 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, physical

therapist and patient will purpose. They usually

work in hospitals, healthcare centers 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 as long as their

feedback is relevant to the problems are that they are trying to resolve.

➢ 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 employees are able to

meet their legal obligations under the health and safety act. They are also able

to assist workers in returning to the workplace and part of the rehabilitation

process.

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➢ 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.

➢ Safety engineers perform studies on a wide range of

areas including computer science engineering

mechanics, industrial processes, industrial hygiene,

toxicology, as a control, fire protection and system

safety. They action to protect people, uppity and the

environment by:

o Anticipating, identifying and evaluating hazardous conditions and practices

o Developing hazard control design procedures

o Implementing, administrating and advising on hazard control programs,

o Measure, audit and evaluate the effectiveness of the hazard control program; and

o Draft future safety plans or statements as per required by the organization

➢ Safety professionals are qualified advisors of work health and safety. Their

roles and responsibilities may include:

o Identifying hazards and evaluating them for potential risk

o Using the hierarchy of risk control to minimise or eliminate or control risk

o Applying hazard recognition

o Participating in the design, planning, program management, training and auditing of professional services

o Evaluating and controlling knowledge and skills for equipment, facilities, and processes in the operations of the organisation.

➢ Toxicologists study the effects of chemicals, physical or biological agents on

people, animals and the environment. They plan and carry out laboratory and

field studies aimed at identifying, monitoring and evaluating the impact of toxic

materials and radiation on health within the work environments.

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Learning Activity Fifteen

Identify the different specialists that should be available in your workplace. Briefly outline when you would need to consult with them.

Specialist When to consult

Activity 4.3 & 5.5

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4.4 - Identify and seek appropriate authority and relevant resources to initiate and maintain controls

The level of authority relates to the level of responsibility. Responsibility is the duty to which a

person is bound through their status or task. It usually relates the obligations of a party to

perform a task that is assigned to them.

When a person is delegated a level of authority, they are given the authority to act in another’s

stead and this in turn empowers them to take control of their work area. Through the

consultation process, management gives employees information about a hazard and they use

their skill and knowledge to voice concerns, and share their opinions and ideas. This information

is then considered as part of the final decision to implement a control in the work area. When a

worker is provided with feedback in regards to the final decision they become further

empowered and then take ownership of the task.

For every project, whether it is work health and safety or a

project to complete a task, all members of the organisation

will be given a clear indication as to their level of authority.

When a problem arises, however, parties are rarely clear as

to the authority that they have. This in turn can cause more

problems.

Sometimes problems arise because issues are not

communicated clearly and the level of collaboration

between parties is insufficient.

Problems can arise when the organisation or an individual

communicates that they have a specific level of authority,

but it turns out that they do not have the level of authority

that they claim to have. This means that expectations attached to the job do not match and

workers can become dissatisfied.

As a work group member or in a level of authority, it is essential that all parties in the risk

management process are clear on their roles and responsibilities regarding their level of

authority in regards to making decisions. The level of authority will usually correlate with the

information that workers and others obtain. For example, management will be provided with

facts and figures that will allow them to make decisions regarding the different types of options

that will be made available for workers to contribute opinions upon.

When management makes a decision on viable options, they are usually making decisions based

on a series of criteria. In most instances, when options are chosen, the budget allocated to the

control of the risk will have a large impact on the options and levels of the hierarchy of control

that are available to work area. The amount allocated usually correlates with the level of

associated risk that hazard has and which the organisation deems as practicably reasonable.

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In turn, the information provided to the work group and other parties impacted by the hazard

are not as comprehensive as that given by management. Instead of being allocated a budget,

they are given the facts about different controls and then need to make recommendations and

voice opinions, ideas and concerns, which will then be considered in the final decision making

process.

Once a decision is made, the manager or work group leader will

provide them with the decision and who influenced the decision.

Workers are then given time lines, the amount of hours allocated

and equipment allocated to minimise or eliminate the hazards

and associated risks to implement the change. Once the

workgroup knows this information, they are then empowered to

take action to implement the control measure with clear

responsibility and authority on the decisions they are allowed to

make.

Where to find the level of authority

Organisational charts or an organisational list will provide you with the information that you

need to obtain the appropriate level of authority. If necessary, consult with members of your

team or obtain access to workers job descriptions to determine who has the authorisation to

allocate the appropriate resources.

Managing Resources

There are two types of resources namely:

➢ Capital resources are the tools used to produce the goods and services that the

organisation develops. Assets that are capital resources include:

o The capital resource needed to develop resources over long periods of time

o Assets in regards to opportunity costs that are a measure of the alternative chances in one activity over another

➢ Human resources are the most important resource for an organisation. Human

resources ensure that the organisation has sufficient personnel to perform the

tasks to meet the organisations goals and objectives. The quality of your

human resources can influence the success of the organisation. Human

resources include:

o Stakeholders

o Workers

o Consultants

o Volunteers

The making or breaking of a control strategy for risk can be based on whether resources are

used effectively and efficiently. Resources are allocated so that workers can do their job. The

aim of allocating resources is to ensure that the organisation does not fail due to lack of capital.

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Economic factors such as a recession can affect the amount of resources allocated. This is one

of the reasons why costs are considered when choosing control measures as part of the

outcomes of a risk assessment or as part of the hierarchy of risk control.

Organisations have different policies and procedures in regards to the allocation of resources. It

is important that you obtain the correct combination of resources to meet your needs and their

availability will impact on when the control measure may be implemented. If you identify that

there is going to be a delay in resources, make sure that appropriate measures are in place to

control the hazard and minimise the risk.

To estimate the resources you need, it is important that you estimate the resources that

you require for each activity and then deploy it in an effective way. Experience and knowledge

of the workers and other stakeholders will assist you in determine how much resources should

be allocated.

Resources may be deployed from:

➢ Organisational stock – resources already available

➢ Purchasing – research to find the appropriate resources to meet your needs

➢ Training – if required to perform new tasks (should be completed before a new

process or new equipment is implemented).

Make sure that you continuously update your schedule if resources are not readily available.

Communicate these changes to appropriate personnel so that they will update the processes

and procedures at the same. If the changes to schedules are not communicated, then workers

may be placed at risk.

Learning Activity Sixteen

How are resources allocated within your organisation?

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Personnel do not have the skills and knowledge to implement a change. What should you do?

What should you do if you need to recommend equipment to minimise risk in your work environment? Who would you need to obtain authority to purchase this equipment?

Activity 4.4

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4.5 - Identify and document actions required to achieve change

4.6 - Analyse extent of change and reduction in risk, as a result of controls

Monitoring is a crucial part of the risk management process. Risks must be monitored regularly

to ensure that when change occurs, appropriate steps can be taken to ensure that the risk does

not arise again or is at least controlled.

Very few risks are static and are subject to change so the risk management process needs to be

continuously updated so new risks are identified and managed. Organisations should use a risk

management plan to manage risk. Risk management plans outline the risks an organisation

faces and provides guidance for strategy control.

A risk management plan should include:

➢ The risks that have been identified

➢ Rating of the impact of the likelihood of the risk for the business (risk rating

matrix)

➢ Rating of the likelihood that the risk will occur

➢ Actions that can be taken to minimise or eliminate the risks; and

➢ The time frame for the review.

Documenting actions allows you to identify what actions are required to achieve change. A tool

that you may use to action or implement control strategies is the action plan. Action plans are

used by many businesses to document the strategies used to implement a change in the

workplace. The action plan will guide workers through the implementation process because it

will outline the steps required to perform a task and the time frame in which that task is

performed.

Action plans will usually include:

➢ Time frames

➢ Roles and responsibilities

➢ Key performance indicators

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All actions should be identified and documented in the document so that you will have a running record of the risk and how it was controlled. For every action that is identified, you will need to:

➢ Determine the timeframes and priorities for every action that needs to be undertaken

➢ Who is responsible for what actions; and

➢ How performance will be measured.

This information can be used to action the control measures and can be used to demonstrate to

regulative and legislative authorities that you have met your legal objectives. Even when the

action plan fails to meet its objectives, you can reassess and redefine the original objectives and

strategies to improve or abandon the plan. If you abandon the plan, you can start at the

beginning and avoid wasting the resources of a plan that is not working.

A WHS plan provides the framework for WHS in the workplace. It is essential that there are

sufficient resources allocated to support the WHS plan. A WHS plan provides you with the

processes that will be put in place. It does not give you the process implementing the plan.

WHS action plans are specifically developed to ensure that the WHS plan is implemented in a

controlled manner.

WHS 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 “obtain a five percent increase in our market” they

will have key performance indicators to not only increase profit, but also to

increase sales and/or service. 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 “Increase sales” or

“Increase customer retention” need to specify an amount. Instead of Increase

sales, you could have increase sales by five percent or Increase customer

retention by seven percent.

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Even though you set targets for the health and safety performance indicator, it

does not make them the key to the success of the organisation. Limit the HSPIs

to the specific goals that will lead to the organisations goals. To ensure that

your focus remains on the organisation, do not have too many KPIs.

The difference between PPIs and HSPIs

Positive 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 (PPIs) measures what the organisation takes to achieve to meet

organisational WHS targets.

HSPIs are a method in which outcome indicators are achieved. The PPI is used to measure

performance to ensure that outcomes are achieved. Workers and managers should be

consulted with in regards to developing a HSPI so that the worker 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.

Use the PPIs, 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).

Target HSPIs Outcome

Indicators

PPIs

How performance is

measured

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Action plan

Goal: Results/Accomplishments

Action Steps

What is to be done?

Responsibilities

Who will do what?

Timeline

End Date

Resources

A. Available resources

B. Resources required

Potential Barriers

A. Individual/organisational

B. How

Communication Plan

Who is involved? How? How often?

Step One A.

B.

A.

B.

Step Two A.

B.

A.

B.

Step Three A.

B.

A.

B.

Step Four A.

B.

A.

B.

Step Five A.

B.

A.

B.

Step Six A.

B.

A.

B.

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Learning Activity Seventeen

Choose a hazard in your workplace. What are the PPIs, HSPIs and outcome indicator that you need to target?

Complete the following action plan.

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Action plan

Goal: Results/Accomplishments

Action Steps

What is to be done?

Responsibilities

Who will do what?

Timeline

End Date

Resources

A. Available resources

B. Resources required

Potential Barriers

A. Individual/organisational

B. How

Communication Plan

Who is involved? How? How often?

Step One A.

B.

A.

B.

Step Two A.

B.

A.

B.

Step Three A.

B.

A.

B.

Step Four A.

B.

A.

B.

Step Five A.

B.

A.

B.

Step Six A.

B.

A.

B.

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Are your goals being met?

What do you need to do to improve any variations to the targets? Why?

Activity 4.5 – 4.6

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5. Maintain hazard identification and risk control processes

5.1 Establish and maintain a risk register relevant to the workplace

5.2 Document and communicate risk management procedures to stakeholders and key personnel, as appropriate

5.3 Document and communicate outcomes of risk management processes to stakeholders and key personnel, as appropriate

5.4 Involve stakeholders and operational staff in risk management processes

5.5 Identify situations where WHS specialists may be required

5.1 - Establish and maintain a risk register relevant to the workplace

5.2 - Document and communicate risk management procedures to stakeholders and key personnel, as appropriate

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

➢ Possible 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 minimize risk in the workplace by running a register of all of the

risks identified in the workplace. Appendix Number One provides you with a copy of the Risk

Register found 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

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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.

Risk register may include:

➢ Lists of hazards

Emergencies are hazards. They need to be listed in your organisations 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 emergencies 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 so when

you completed the site you would only require considering the emergency and location within

that site. However, if your organisation has multiple sites over multiple regions, they would

probably have site specific risk registers. In these circumstances, the main office would probably

obtain the original and the different site locations would probably retain copies for their own

internal records.

Location of the hazards is important because different locations in different regions would be

exposed to different types of risk. For example, in January 2010 many regions of Brisbane were

exposed to floods, whereas the year before their water table was very low when they were in

the depths of drought, a reflection of the changing weather as global warming increases.

➢ Range of possible scenarios or circumstances under which an emergency could occur,

including natural disasters

It is important that you consider the impact specific emergencies will have on your organisation.

To assist you in address the emergencies and the possible scenarios, it is important to be able

to visualize and predict the different scenarios that may impact on each work site.

Workplace risk or hazard

What may happen if risk is escalated to an emergency

What plans or procedures can minimize the risk?

Outline emergency action plan

Notify others of emergency

How can the action plan be improved upon

Chemical Hazardous chemical mixing can become toxic

Clean area as per SDS (Safety Data Sheet)

Evacuate area depending on how hazardous

Have HAZMAT available at all times Evacuation if mixture is toxic Have two methods of communications at all times. Have emergency numbers

Mobile phone

Radio

Possibly improve training on storage of chemicals

Develop strict controls on chemical usage and storage.

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This type of table allows you to see the types of risks and how they can and have been

controlled. They can also assist you in the planning process as part of the continuous

improvement process. This table will be discussed in further detail in Section Two of this

Learner Guide.

➢ 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 but also put in place to improve processes.

Under Section 3 of the WHS Act, part of the new legal WHS framework requires that 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 your employer is meeting one of his or her duties under the

WHS Act. How you may ask yourself? Risk registers as you may know by now 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 coorective 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

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

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 Risk, p.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.

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Risk Register

Learning Activity Eighteen

Complete the risk register based on the answer that you provided for Learning Activity Seventeen. Activity 5.1 – 5.2

Location Date

Hazard What is the harm that the hazard could cause?

What is the likelihood that the harm would occur?

What is the level of risk

How effective are the current controls

What further Controls are required?

How will the controls be implemented

Action by:

Due Date:

When Completed

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5.3 - Document and communicate outcomes of risk management processes to stakeholders and key personnel, as appropriate

5.4 - Involve stakeholders and operational staff in risk management processes

The ongoing success of any risk management process is the:

➢ Clear commitment of the organisation and management in

regards to WHS 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

worker.

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.

Risk management must be two way 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 communications 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:

1. Evaluate the current communication process

a) How is information to communicated to staff, stakeholders and/or key personnel

b) What is the communication activity trying to achieve; and

c) How effective is the activity

2. Consult with stakeholders and key personnel

to obtain this information and ask them

about the appropriateness of the information

being communicated

3. Define your audience for each type of

communication and determine whether it is

appropriate and reflect on the information

that is being communicated.

4. Define the objectives in every part of the process

5. Identify the appropriate tools to communicate information

6. 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

7. 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 the stakeholder would prefer to be communicated with in a different

manner. For example, stakeholders unable to attend meetings because they

are in demand in other areas, stakeholder may require a report that allows

them to review information and the reason for the decision made

➢ 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.

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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 Consultation process.

Care must be taken to ensure that all information is the most recent and appropriate for your

hazard.

You must continuously provide workers with information that keeps the work area safe

You give workers and stakeholder's a chance to share ideas and raise their concerns

That you give your workgroup a chance to participate and contribute to the decision making process

That you consider worker and stakeholder information as part of the decision making process

That once you make a decision that you provide workers and stakeholders with feedback.

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When you communicate with stakeholders maintain open communications include:

➢ Avoiding jargon and acronyms

➢ Creating communication as the norm. The normal is accepted levels of

behaviour and may include reporting hazards and incidents by completing the

appropriate forms and documents

➢ Use open body language and:

o Try to understand the message and be understood when providing feedback

o Awareness of cultural diversity in areas such as:

▪ Maintaining eye contact

▪ Use of words

o Asking questions

o Actively listening

o 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.

Effective communication techniques in a cross-cultural setting include:

➢ Active listening

Active listening may include:

o Making sure that you understand the message that is communicated

o Providing accurate feedback

o Showing empathy and interest in what is being said

o Not interrupting the other person

o Maintaining eye contact

o Using open body language

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➢ Effective questioning techniques

Use appropriate open ended, close ended and reflective questions to ensure that the message

that you have received or sent is 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. Formal language is the appropriate use of titles such as Mr and Mrs.

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 on the effectiveness of participation in 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.

As a manager it is important to make sure that you 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 the belief that one show is better than another. 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

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Negative subtext is when your body language does not correspond with what you were trying to

say.

Demonstrate interest in what the interviewee is saying. Use body language to demonstrate that

you are actively listening to what you are hearing.

Written Communication

Make sure that your communication is:

➢ Appropriate for your audience

➢ Clear and concise – only write the information that you need to provide the

recipient with words that they would understand

➢ Provides stakeholders and key personnel with information that they need to

provide you with feedback and support.

Many organisations prefer to use written communication to provide evidence that they have

taken steps to meet their legal requirements under the law. Written communication is

important because:

➢ It allows recipients to read the information at their convenience, especially if

they do not have a lot of time to read the information immediately

➢ It enables workers to read a message again, especially if they need to confirm

the information that they have received.

Remember that written communication is important to provide information. Avoid the pitfalls

of emails by ensuring that you do not forget the structure of your communication. In an effort

to provide information in a quick manner, many personnel provide information in an

unprofessional manner.

Make sure that you do not forget grammar, sentence patterning, adding paragraphs and the

clearness of the information that you are providing. To avoid these types of pitfalls, you may

find it more beneficial to use a template to provide stakeholders and key personnel with

appropriate information. If you are unsure on how to present the information, access previous

emails so that you can identify the appropriate formatting in the template and can identify the

appropriate manner in which to provide the information.For example; you may be required to

provide variations in a graph or table to visually show the changes the risk outcomes have

generated once that they have been implemented.

It is also essential that you ensure that your reports to legislative bodies are communicated

using the correct templates as a requirement of law. For example, you are legally required to

provide reports on health monitoring from registered medical practitioners to workers,

management and registered reporting bodies in your State/Territory

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Learning Activity Nineteen

What is the importance of documenting and communicating the outcomes of risk management processes? What may happen if you do not communicate and document this information correctly?

How would you involve stakeholders and operational staff in risk management processes?

Identify a hazard in your work area. Identify the stakeholders that you would consult about this hazard? What would you consult about? Why?

Activity 5.3 – 5.4

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5.5 - Identify situations where WHS specialists may be required

In Section 4.3 of this learner guide, you were provided with this outline of the types of

information that each of these WHS specialists can provide you with. Read through this copy of

the WHS Specialist information and consider the situations in which each would be required

within your organisation. Review the WHS Specialists that can 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

o Organizations and other professionals about hearing care

o Assess sensory aids, implants and other surgical implant devices

o Counseling implants to assist communication in hearing loss is present

o Assessments of auditory neural pathways, balance systems of best, central auditory processing and hearing when other disabilities are present

o Assessment of workplace hearing

o 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, physical

therapist and patient will purpose. They usually work in hospitals, healthcare centers 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 as long as their feedback is relevant to the problems are that they are trying to

resolve.

➢ 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 employees are able to meet their legal obligations under the

health and safety act. 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.

➢ Safety engineers perform studies on a wide range of areas including computer science

engineering mechanics, industrial processes, industrial hygiene, toxicology, as a control, fire

protection and system safety. They action to protect people, uppity and the environment by:

o Anticipating, identifying and evaluating hazardous conditions and practices

o Developing hazard control design procedures

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o Implementing, administrating and advising on hazard control programs,

o Measure, audit and evaluate the effectiveness of the hazard control program; and

o Draft future safety plans or statements as per required by the organization

➢ Safety professionals are qualified advisors of work health and safety. Their roles and

responsibilities may include:

o Identifying hazards and evaluating them for potential risk & Using the hierarchy of risk control to minimise or eliminate or control risk

o Applying hazard recognition

o Participating in the design, planning, program management, training and auditing of professional services

o Evaluating and controlling knowledge and skills for equipment, facilities, and processes in the operations of the organisation.

➢ Toxicologists study the effects of chemicals, physical or biological agents on people, animals

and the environment. They plan and carry out laboratory and field studies aimed at

identifying, monitoring and evaluating the impact of toxic materials and radiation on health

within the work environments.

Learning Activity Twenty

Consider your work area. What WHS Specialists would you may need to access to assist in obtaining advice in regards to controlling risk in your work area? What type of information would you need to obtain from these Specialists? Why?

Activity 5.5 (Refer to Activity 4.3)

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6. Monitor and review risk management processes 6.1 Determine frequency, method and scope of review in consultation with workplace stakeholders and key personnel

6.2 Ensure stakeholders and key personnel have input to the review

6.3 Identify areas for improvement in the risk management processes and make recommendations

6.4 Prepare action plans, including allocated responsibilities and timeframes for implementation

6.5 Regularly review effectiveness of risk management processes

6.1 - Determine frequency, method and scope of review in consultation with workplace stakeholders and key personnel

6.2 - Ensure stakeholders and key personnel have input to the review

Make sure that you review the scope, frequency and method with workplace stakeholders and

personnel. These personnel will provide you with valuable feedback that can be used to

enhance and streamline the risk management process. Stakeholders and key personnel have the

knowledge and experience of the work area and this information can assist you in

demonstrating continuous improvement in regards to managing risk within the workplace

environment.

Areas that management should review include:

Scope

The scope of a systematic approach to managing WHS 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

are 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.

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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.

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 opportunities 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 consultation process have been communicated

appropriately, then you will be able to obtain a true picture of the workers 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. However, workers and

managers can receive correct information before providing feedback so you would not have to

discount information.

Workers will usually be able to adjust their perceptions as long as they receive a true picture of

what management was 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,

but also operations management, take the time to review

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stakeholder expectations and make the appropriate adjustments in consultation with them.

Learning Activity Twenty One

Review the consultation process and identify stakeholders and key personnel in your work area

that will have the ability to make an active contribution to improving the frequency, method and

scope. Use an actual hazard that you are familiar with.

Briefly outline the type of information that they would be able to provide you with to improve the risk management process.

Activity 6.1 – 6.2

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6.3 - Identify areas for improvement in the risk management processes and make recommendations

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 raise an improvement plan. The secondary action plan could be utilised

to meet the targets set in the improvement plan. The PCDA Cycle can also be used to find areas

of improvement within the WHS system.

Before looking at ways in which to improve the risk management process, it is important that

you take the time to perform a self-assessment to determine areas in which you can improve.

These areas should not only reflect areas of weakness in your workplace relationships, but also

area’s in which you could improve in performance.

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 another 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 with 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.

To develop an individual performance plan, you must:

1. Review organisational goals associated with results in

term of performance, its quantity, quality, cost and

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timeliness.

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.

Goals that are:

pecific

easurable

chievable

ealistic

ime focused

2. Specify the results that you require. Consult with both your internal and

external customer.

3. Ensure that the desired results from your goals will contribute to the

organisations results.

4. Prioritise the goals in the form of ranking, percentages, time spent.

5. 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.

6. 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.

7. Identify standards for evaluating how well the results were achieved. For

example, did you meet the defined parameters?

8. Document the performance plan. You must include the desired results,

measures and standards.

http://www.managementhelp.org/perf_mng/prf_plan.htm.

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Performance Improvement Plan

Capability Observation Title Recommendation Corrective Action Description

Capability element

Responsibility Team/ Individual

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Plan

Can

Do

Act

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. Performance

improvement plans can be a normal part of operations or you may choose to use the performance plan

as part of your own self-reflection.

Improving your personal skills is not the only important part of the Risk Management Process

The PCDA Cycle Revisited

The success of any WHS Management System requires a continuous improvement cycle. Continuous

improvement is about doing things right, reviewing them and then improving upon them. We discussed

this cycle in Section 1.1 of this learning guide

The Plan to Check Act cycle can help you achieve these aims. The cycle requires you to:

Plan

➢ Identify and analyse the problem

➢ Set goals based on the problem

➢ Communicate the plan

Do

➢ Implement the plan

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Check

➢ Make sure what you are doing is correct and that you evaluate progress according to

the plan

Act

➢ If you are not achieving your goals review the plan

➢ If the plan is working still review it and look for achievements

➢ Integrate your actions into your organisation

Your employer may have a standardised form developed that guides workers through the ongoing

process of continuous improvement. For example: improvement standards within an organisation may

include:

Use WHS database to record all accident/incidents

This accident/incident recording is automated

Regardless of the seriousness, all accidents/incidents are investigated

Accident/Incident information is reviewed quarterly or as is required by law

Information on reviews is communicated as per agreed using communication methods outlined in

consultation with workers as agreed in the Consultation Agreement Process

Information is reported to Management as per organisational policy and procedures

When an improvement to a risk control measure is identified, it is usually important for management

and workers to review their performance. Updates in procedures should reflect a change in behaviour

to ensure the safe transition to the implementation of new procedures. For example, changes in

procedures may reflect a complete change in tasks to be performed. Training may need to be

implemented to ensure that change occurs smoothly.

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Learning Activity Twenty Two

Choose a hazard in your work area.

Design an improvement plan checklist for improving the control measures for the hazard. Make sure that you include the steps to document the hazard as per your organisational policy and procedures

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Use the checklist and knowledge of your staff to identify how you would improve the skills and knowledge. (Choose at least two workgroup members)

Performance Improvement Plan

Capability Observation Title Recommendation Corrective Action Description

Capability element

Responsibility Team/ Individual

Activity 6.3

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6.4 - Prepare action plans, including allocated responsibilities and timeframes for implementation

6.5 - Regularly review effectiveness of risk management processes

Implementing a WHS management system should be systematic, but this does not guarantee the

success of the system. To ensure that risks are controlled effectively, steps must be put in place to

measure and evaluate WHS performance so improvement plans and corrective action can be

implemented where appropriate.

The workings of the organisation can be measured and evaluated to

determine what is working and what is not. This has been the whole purpose

of the risk management process in ensuring that the organisations legal

responsibilities are being met. Once a risk management plan is set up to

control, minimise or eliminate risk in the workplace, management needs to

take corrective and preventative action to ensure that hazards and their

associated risks are eliminated effectively.

There must be a balance between measuring performance and monitoring

WHS management systems and reacting to assessing failures as discussed

above. When you are measuring compliance, do not forget that you should

also measure compliance with the law.

Failure to comply with the law can lead to litigation. Once you have identified a need to improve processes, you need to take steps to ensure that:

➢ Identify how to improve performance

➢ Identify the skills and knowledge needed to meet changes to be implemented.

An action plan provides you with a document that will allow you to:

➢ Allocate roles and responsibilities according to worker knowledge, skills and experience. If time

permits or a coach or mentor is available, to allocate a worker roles and responsibilities as part of

their personal professional development process. Remember, as a manager it is crucial that you

ensure that workgroup members are able to see that they are obtaining personal growth. It

demonstrates that you believe that they are important and that you listen to their needs. This

builds stronger working relationships with your work group.

➢ Clearly demonstrates time frames. When action for change is implemented, care must be taken to

ensure that all workers are aware of the time that a chance is going to be implemented. Failure to

clearly communicate change can expose workers to increased risk. If workers do not change their

actions at the required time, that may feed actions to an incident or action.

An action plan as per the template that you completed in Section 4.5 to 4.6 of this Learner Guide will

provide you with a guide on how to implement an update to improve performance. Make sure that you

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clearly communicate the time, place and expected outcomes of all improvements to appropriate

workers and those impacted by change.

Remember to make sure that you communicate information, giving sufficient time to train workers that require training and that you provide information:

➢ As per agreed in the Appropriate communication method and format as per the Consultation Agreement

➢ That you provide a clear explanation of the need to change and why the change is occurring.

➢ That you provide sufficient time for workers to read and learn of the changes so that they are prepared for the change when it is implemented.

➢ That you give workers and those impacted by the hazard an opportunity to ask questions.

Evaluation

Evaluation is the process of analysing and comparing actual progress against previous plans and goals

aiming at improving plans for future implementation to minimise or eliminate risk in the workplace. It is

important that you make sure that you consider:

➢ Your targets including the PPIs, HSPIs and outcome indicators

➢ And confirm that legislative requirements are being met.

➢ That worker performance levels including knowledge, experience and skills are being met.

If you are not familiar with evaluation, you should develop an evaluation plan. An evaluation plan should include:

➢ What information needs to be collected

➢ What you are using the information for

➢ Its objectives

➢ Its strategies

An evaluation plan can assist you in: ➢ Defining what you want to evaluate, when and how

➢ Providing you with a guide on how to collect the evaluation information

➢ Identify the workers and stakeholder or key personnel you will need to consult and communicate

this information to

➢ Determine what legal actions you may need to take (for example; obtaining authorisation from a

worker to access and use their information as part of the study, this is for privacy reasons)

➢ Consulting correct information with appropriate people

➢ Determining the time and resources required to evaluation the risk control

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When you develop the evaluation plan, make sure that you are clear on:

➢ What your objectives, goals and strategies are

➢ How the evaluation is to be used, who the audience is, what evaluation questions you will use and

the resources and time of the evaluation

➢ On who performs the evaluation? For example, if you work for a large organisation, an external

safety professional or specialist may be employed to perform the evaluation, especially if there is

no internal representative with the technical skills and knowledge to perform the evaluation

➢ Defining the evaluation indicators so that you know the difference between what the objectives

are and what actual performance is. Indicators should be used to determine what useful

evaluation information should be collected, how it should be collected, what you are evaluating

so that you will know what needs to be improved.

➢ The fact that the indicators are measuring change. They measure how far an improvement has

gone in reaching goals that were not met and you made change to improve performance or

decrease the level of risk.

➢ Ensuring that the indicators measure immediate changes that you are seeking, such as the health

status of workers and the well-being of workers in a work area.

Each time that you perform an evaluation, you should complete:

➢ The risk register to demonstrate that you are implementing procedures to minimise the

level of risk

➢ An improvement plan identifying personnel who require to improve their skills and

knowledge to meet changes in the workplace

➢ An action plan to implement the change

➢ Communication for the change such as when it is going to be implemented, training

required, why the change is needed and how it will be implemented

Do not forget that you should always

➢ Double check your changes against your legal requirements to ensure that you are

meeting your legislative requirements.

➢ Continuously consultation with appropriate workers, stakeholders and key personnel

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Learning Activity Twenty Three

Design an evaluation plan of a WHS hazard and its associated risk that you are familiar with.

Activity 6.4 – 6.5

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Appendices Appendices of the templates included in this unit have been included for your own reference on the following pages.

Appendix Number One: 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 laws 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: 01.12.11

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.co m/law.html

Access Date: 29.11.11

Australian Contract Law

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Type of legislation

Brief description URL Addresses

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 pdf’s.

https://www.irwinlaw.com/store/pro duct/425/criminal-laws-in-australia Access Date: 01.12.11

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.

http://safeworkaustralia.gov.au/Safet yInYourWorkplace/

HazardousSubstancesAndDangerousG oods/Proposedrevisions/

Environmen tal 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

http://www.environment.gov.au/inde x.html

Department of Sustainability, Environment, Water, Population and

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Type of legislation

Brief description URL Addresses

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.

New 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.

Communities

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

State and Territory Heritage Organisations

Equal opportunity and anti- discriminati on 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 are given an equal opportunity in the workplace.

The Commonwealth and State and Territory laws generally cover the same areas of discrimination. There is a gap between each State and Territory and Commonwealth law

http://www.hreoc.gov.au/info_for_e mployers/law/index.html

The Australian Human Rights Commission. Right click the appropriate online information for your State or Territory

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

http://www.dfat.gov.au/facts/workpla ce_relations.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/

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Type of legislation

Brief description URL Addresses

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.

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 the URL address in the next column.

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

Privacy Laws

Workers compensati on

As an employee and 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. To find out more about Worker’s compensation in your jurisdiction refer to the URL Address in the next column.

http://safeworkaustralia.gov.au/Work ersCompensation/Authorities/Pages/A uthorities.aspx

Commonwealth, State and Territory Contacts

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Appendix Number Two

Table 1: Equivalent Noise Exposures

LAeq,8h = 85 dB(A)

Noise Level dB(A) Exposure Time

80 16 hours5

82 12hours1

85 8 hours

88 4 hours

91 2 hours

94 1 hour

97 30 minutes

100 15 minutes

103 7.5 minutes

106 3.8 minutes

109 1.9 minutes

112 57 seconds

115 28.8 seconds

118 14.4 seconds

121 7.2 seconds

124 3.6 seconds

127 1.8 seconds

130 0.9 seconds

Managing Noise and Preventing Hearing Loss at Work Code Of Practice, 2011, P.10