Compliant Learning Resources BSBWHS513 Lead WHS Risk Management

SAMPLE Assessor Guide Version 1.0 Produced 12 June 2019 Page 1 © Compliant Learning Resources

Copyright This document was developed by Compliant Learning Resources. © 2020 Compliant Learning Resources. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior written permission of Compliant Learning Resources. SAMPLE Date Version Control & Document History Version 10 April 2020 1.0 Summary of Modifications Version 1.0 released for publishing Learner Guide Version 1.0 Produced 10 April 2020 Page 2 © Compliant Learning Resources

Table of Contents SAMPLEThis Learner Guide.............................................................................................................. 5 Introduction ..................................................................................................................... 13 I. Facilitate Identification of WHS Risk Management Requirements ................................. 14 1.1 Identify and Review Internal and External Sources of WHS Information and Data that Apply to Risk Management Processes .......................................................................... 14 1.2 Identify Legislative Requirements for WHS Risk Management ..................................... 25 1.3 Identify Duty Holders, Individuals and Parties to Consult About and Participate in Risk Management Processes, according to Organisational and Legislative Requirements .. 31 1.4 Identify and Communicate Roles and Responsibilities of Individuals and Parties that Impact on Risk Management ........................................................................................ 36 1.5 Identify Organisation-specific Factors that will Impact on Hazard Identification, Risk Assessment and Risk Controls....................................................................................... 45 1.6 Confirm that Risk Management Scope is Clearly Defined according to Organisational Policies and Procedures ................................................................................................ 62 II. Lead Risk Assessment ................................................................................................... 72 2.1 Lead Hazard Identification Process According to Organisational Policies and Procedures.................................................................................................................... 73 2.2 Identify and Document Risk Factors as They Apply to Identified Hazards according to Organisational Policies and Procedures ........................................................................ 81 2.3 Apply Knowledge of WHS Laws, Workplace WHS Information and Data, and Identified Hazards and Risk Factors to Analyse and Assess Risk.................................................... 85 2.4 Document Risk Assessment According to Organisational Policies and Procedures, and Legislative Requirements.............................................................................................. 90 2.5 Communicate Outcomes of Risk Assessment to Required Personnel According to Organisational and Legislative Requirements ............................................................... 91 III. Lead Risk Control......................................................................................................... 94 3.1 Identify Organisational Risk Control Policies and Procedures Appropriate to Identified Hazards ......................................................................................................................... 94 3.2 Select Suitable Risk Controls According to Assessed Level of Risk, Organisational WHS Hazard and Risk Control Policies and Procedures, and WHS laws................................. 95 3.3 Plan to Implement Selected Risk Controls According to Organisation’s WHS Management System (WHSMS) and WHS Information System (WHSIS) .................... 105 Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 3

3.4 Implement Selected Risk Controls According to Organisational Policies and Procedures.................................................................................................................. 108 3.5 Document and Communicate Selected Risk Controls to Required Personnel, According to Organisational and Legislative Requirements......................................................... 109 IV. Evaluate Effectiveness of WHS Risk Management Process ........................................ 111 4.1 Establish Nature and Scope of Evaluation Process and Key Performance Indicators.. 111 4.2 Review Effectiveness of Implemented Risk Management Process According to Organisation’s WHSMS and Legislative Requirements ............................................... 113 4.3 Modify Risk Management Process as Required in Response to Evaluation ................ 118 4.4 Document Risk Management Process according to WHSIS Requirements ................. 119 4.5 Communicate Evaluation Findings According to Organisational Requirements ......... 121 Answers to Activities ...................................................................................................... 124 References...................................................................................................................... 131 SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 Page 4 © Compliant Learning Resources

This Learner Guide BSBWHS513 - Lead WHS risk management (Release 1) This unit describes the skills and knowledge required to lead the management of work health and safety (WHS) risks in an organisation. The unit includes facilitating the identification of hazards and potential hazards, leading the assessment of associated risks, selecting and implementing suitable risk controls, and evaluating the overall effectiveness of the organisational WHS risk management process. It involves communicating with stakeholders throughout the process. The unit applies to those in an organisation who provide specialised knowledge and guidance to a range of personnel when leading the management of WHS risks. NOTES 1. The terms ‘occupational health and safety’ (OHS) and ‘work health and safety’ (WHS) are equivalent, and generally either can be used in the workplace. In jurisdictions where model WHS laws have not been implemented, registered training organisations (RTOs) are advised to contextualise this unit of competency by referring to existing WHS legislative requirements. 2. The model WHS laws include the model WHS Act, model WHS Regulations and model WHS Codes of Practice. See Safe Work Australia for further information. No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication. A complete copy of the above unit of competency can be downloaded from the TGA website: https://training.gov.au/Training/Details/BSBWHS513 SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 5

About this Unit of Study Introduction As a worker, a trainee, or a future worker, you want to enjoy your work and become known as a valuable team member. This unit of competency will help you acquire the knowledge and skills to work effectively as an individual and in groups. It will give you the basis to contribute to the goals of the organisation which employs you. It is essential that you begin your training by becoming familiar with the industry standards to which organisations must conform. This Learner Guide Covers Lead Risk Management I. Facilitate Identification of WHS Risk Management Requirements II. Lead Risk Assessment III. Lead Risk Control IV. Evaluate Effectiveness of WHS Risk Management Process Learning Program As you progress through this unit of study, you will develop skills in locating and understanding an organisation’s policies and procedures. You will build up a sound knowledge of the industry standards within which organisations must operate. You will become more aware of the effect that your own skills in dealing with people have on your success or otherwise in the workplace. Knowledge of your skills and capabilities will help you make informed choices about your further study and career options. SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 Page 6 © Compliant Learning Resources

SAMPLEAdditional Learning Support To obtain additional support you may: ▪ Search for other resources. You may find books, journals, videos and other materials which provide additional information about topics in this unit. ▪ Search for other resources in your local library. Most libraries keep information about government departments and other organisations, services and programs. The librarian should be able to help you locate such resources. ▪ Contact information services such as Infolink, Equal Opportunity Commission, Commissioner of Workplace Agreements, Union organisations, and public relations and information services provided by various government departments. Many of these services are listed in the telephone directory. ▪ Contact your facilitator. Facilitation Your training organisation will provide you with a facilitator. Your facilitator will play an active role in supporting your learning. Your facilitator will help you at any time during working hours to assist with: ▪ How and when to make contact, ▪ what you need to do to complete this unit of study, and ▪ what support will be provided. Here are some of the things your facilitator may do to make your study easier: ▪ Give you a clear visual timetable of events for the semester or term in which you are enrolled, including any deadlines for assessments. ▪ Provide you with online webinar times and availability. ▪ Use ‘action sheets’ to remind you about tasks you need to complete, and updates on websites. ▪ Make themselves available by telephone for support discussion and provide you with industry updates by email where applicable. ▪ Keep in touch with you during your studies. Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 7

Flexible Learning Studying to become a competent worker is an interesting and exciting thing to do. You will learn about current issues in this area. You will establish relationships with other students, fellow workers, and clients. You will learn about your own ideas, attitudes, and values. You will also have fun. (Most of the time!) At other times, studying can seem overwhelming and impossibly demanding, particularly when you have an assignment to do and you aren’t sure how to tackle it, your family and friends want you to spend time with them, or a movie you want to see is on television. Sometimes being a student can be hard. Here are some ideas to help you through the hard times. To study effectively, you need space, resources, and time. Space Try to set up a place at home or at work where: 1. You can keep your study materials, 2. you can be reasonably quiet and free from interruptions, and 3. you can be reasonably comfortable, with good lighting, seating, and a flat surface for writing. If it is impossible for you to set up a study space, perhaps you could use your local library. You will not be able to store your study materials there, but you will have quiet, a desk and chair, and easy access to the other facilities. SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 Page 8 © Compliant Learning Resources

SAMPLEStudy Resources The most basic resources you will need are: 1. A chair 2. A desk or table 3. A computer with Internet access 4. A reading lamp or good light 5. A folder or file to keep your notes and study materials together 6. Materials to record information (pen and paper or notebooks, or a computer and printer) 7. Reference materials, including a dictionary Do not forget that other people can be valuable study resources. Your fellow workers, work supervisor, other students, your facilitator, your local librarian, and workers in this area can also help you. Time It is important to plan your study time. Work out a time that suits you and plan around it. Most people find that studying, in short, concentrated blocks of time (an hour or two) at regular intervals (daily, every second day, once a week) is more effective than trying to cram a lot of learning into a whole day. You need time to ‘digest’ the information in one section before you move on to the next, and everyone needs regular breaks from study to avoid overload. Be realistic in allocating time for study. Look at what is required for the unit and look at your other commitments. Make up a study timetable and stick to it. Build in ‘deadlines’ and set yourself goals for completing study tasks. Allow time for reading and completing activities. Remember that it is the quality of the time you spend studying rather than the quantity that is important. Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 9

Study Strategies Different people have different learning ‘styles’. Some people learn best by listening or repeating things out loud. Some learn best by ‘doing’, some by reading and making notes. Assess your own learning style and try to identify any barriers to learning which might affect you. Are you easily distracted? Are you afraid you will fail? Are you taking study too seriously? Not seriously enough? Do you have supportive friends and family? Here are some ideas for effective study strategies: 1. Make notes. This often helps you to remember new or unfamiliar information. Do not worry about spelling or neatness, as long as you can read your own notes. Keep your notes with the rest of your study materials and add to them as you go. Use pictures and diagrams if this helps. 2. Underline keywords when you are reading the materials in this Learner Guide. (Do not underline things in other people’s books.) This also helps you to remember important points. 3. Talk to other people (fellow workers, fellow students, friends, family, or your facilitator) about what you are learning. As well as help you to clarify and understand new ideas, talking also gives you a chance to find out extra information and to get fresh ideas and different points of view. SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 Page 10 © Compliant Learning Resources

SAMPLEUsing this Learner Guide A Learner Guide is just that, a guide to help you learn. A Learner Guide is not a textbook. Your Learner Guide will: 1. Describe the skills you need to demonstrate to achieve competency for this unit. 2. Provide information and knowledge to help you develop your skills. 3. Provide you with structured learning activities to help you absorb knowledge and information and practice your skills. 4. Direct you to other sources of additional knowledge and information about topics for this unit. How to Get the Most Out of Your Learner Guide Some sections are quite long and cover complex ideas and information. If you come across anything you do not understand: 1. Talk to your facilitator. 2. Research the area using the books and materials listed under Resources. 3. Discuss the issue with other people (your workplace supervisor, fellow workers, fellow students). 4. Try to relate the information presented in this Learner Guide to your own experience and to what you already know. 5. Ask yourself questions as you go. For example, ‘Have I seen this happening anywhere?’ ‘Could this apply to me?’ ‘What if...’ This will help you to ‘make sense’ of new material, and to build on your existing knowledge. 6. Talk to people about your study. Talking is a great way to reinforce what you are learning. 7. Make notes. 8. Work through the activities. Even if you are tempted to skip some activities, do them anyway. They are there for a reason, and even if you already have the knowledge or skills relating to a particular activity, doing them will help to reinforce what you already know. If you do not understand an activity, think carefully about the way the questions or instructions are phrased. Read the section again to see if you can make sense of it. If you are still confused, contact your facilitator or discuss the activity with other students, fellow workers or with your workplace supervisor. Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 11

Additional Research, Reading, and Note-Taking If you are using the additional references and resources suggested in the Learner Guide to take your knowledge a step further, there are a few simple things to keep in mind to make this kind of research easier. Always make a note of the author’s name, the title of the book or article, the edition, when it was published, where it was published, and the name of the publisher. This includes online articles. If you are taking notes about specific ideas or information, you will need to put the page number as well. This is called the reference information. You will need this for some assessment tasks, and it will help you to find the book again if you need to. Keep your notes short and to the point. Relate your notes to the material in your Learner Guide. Put things into your own words. This will give you a better understanding of the material. Start off with a question you want answered when you are exploring additional resource materials. This will structure your reading and save you time. SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 Page 12 © Compliant Learning Resources

Introduction All organisations face the uncertainty that is influenced by internal and external factors, many of which can be identified. The uncertainty is often referred to as “risk”, and it has to be managed by organisations if they are to achieve their objectives. Risk management involves anticipating, understanding and deciding whether to modify it. Throughout this process communication and consultation with stakeholders is essential. After acting on the risk, the controls are monitored and reviewed (Standards Australia 2009). This unit focusses on the management of WHS risk, which uses the same principles as the management of other organisational risks. In the WHS domain, risk management is often described as having three basic steps: hazard identification, risk assessment, and risk control. This is often delivered through what is referred to as a WHS management system. Typically this will comprise policy statements and documentation of processes that include those to be used in identifying hazards, assessing and controlling risk, consultation and the evaluation and monitoring of controls. However, the term “system” is widely used and can extend to describe systems thinking as well as, for example, plant and manufacturing systems. In this unit, the term ‘systematic’ is used to describe the approach to risk management. SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 13

I. Facilitate Identification of WHS Risk Management Requirements 1.1 Identify and Review Internal and External Sources of WHS Information and Data that Apply to Risk Management Processes Management of risk is reliant on good quality information. To support the systematic approach, we look outside the workplace for the ‘bigger picture’ on legislative requirements, guidance information, industry practice and advice. We also look for information about the work and work processes that might help us understand how characteristics of a hazard to the human body and how it interacts to cause injury or ill-health. We also look for information on risk control. The sources of information and data may be outside (external) or within (internal) the workplace. As to a particular hazard, some sources of information may be more useful. Maintenance records for sick leave and plant hazards will be important and psychosocial and chemical hazards can be an indicator from personnel records. Each type of information has its own limitations. In most workplaces, incidents and injuries are thankfully uncommon, and the absence of injury or incident data does not mean that hazards are adequately under control. Also, minor injuries occur much more frequently than serious injuries or fatalities. You should not rely on these as a means of identifying and preventing more serious incidents because they may not be associated. Notwithstanding this, near misses and occurrences, resulting in minor consequences still need to be evaluated because they may have the potential for high severity injury. Limited value from historical data in the workplace with respect to predictability, changes in exposure may result from changes in the workplace. Therefore, it is important to look beyond your own workplace to sources information where there may be aggregated data, as discussed above SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 Page 14 © Compliant Learning Resources

SAMPLE1.1.1 Internal Sources of WHS Risk Management Information and Data Types of hazards are dependent and specific to a workplace and the activities conducted. Generally, there are five key areas of workplace hazards. These can cause injury, harm or damage to people, equipment and/or the environment. You can access sources of information and data relating to these hazards at your workplace that can assist you in the management of risks. ▪ Workplace policies ▪ Workplace procedures ▪ Workplace systems. These should be available to all employees through the human resources section, or possibly your organisation’s intranet. The terms ‘information’ and ‘data’ are used in the unit of competency. While the two terms may be interchangeable, the difference between them is that data has to be ‘processed’ in order to provide information. Data may be qualitative* (word-based) or quantitative* (number-based). Your workplace should also be able to have the following documentation available as useful information for WHS. ▪ Incident, hazard and injury reports ▪ Reports of investigation ▪ Inspections in the workplace ▪ Records of maintenance ▪ Meetings, the time allowed ▪ Risk assessments and Job Safety Analyses (JSA) ▪ safe work method statements and procedures, including standard operating procedures (SOPs) ▪ Audits and reports ▪ Personnel records and sick leave ▪ insurance records, enforcement notices and actions, workers’ compensation data ▪ trend analyses of incident and injury reports and WHS performance data ▪ Safety Data Sheets for Hazardous Chemicals and chemical registers ▪ manufacturers’ manuals and specifications ▪ employee handbooks Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 15

Accessing Workplace WHS Information and Data Below are examples of internal information and data and where and how you can access them in the workplace. SAMPLE WHS information and data Source Steps in accessing them WHS information: ▪ Organisational policies ▪ Access digital copy of Risk management policies and procedures staff handbook on company’s SharePoint or and procedures ▪ Staff Handbook intranet site. ▪ Request copy of staff handbook from HR or from WHS Officer ▪ Access policies and procedures through the staff handbook WHS data: ▪ Risk register ▪ Access the company’s Hazards in the workplace risk registers, ▪ Hazard identification SharePoint, or secured report intranet site. ▪ Incident report ▪ Request access to risk register from WHS ▪ Safety inspection logs Officer/Safety Officer and checklists ▪ Access incident reports and safety inspection logs and checklist through WHS Officer/Safety Officer. WHS data: ▪ Risk register ▪ Access digital copy of Risk assessment data staff handbook on (severity, likelihood, and risk ▪ Risk assessment company’s SharePoint or intranet site. rating) ▪ Organisation’s risk rating tables ▪ Request copy of staff handbook from HR or ▪ Hazard identification from WHS Officer report ▪ Access policies and ▪ Incident report procedures through the staff handbook ▪ Safety inspection logs and checklists Learner Guide Version 1.0 Produced 10 April 2020 Page 16 © Compliant Learning Resources

SAMPLE1.1.2 External Sources of WHS Risk Management Information and Data You must do research to obtain WHS information from external sources as well as to keep up to date with information and data about WHS, hazard identification and workplace risks and risk controls. To do this, you will need to tap into your critical thinking, problem-solving, analysis and communication skills. Once gathered, you should evaluate the information to make sure it is reliable, accurate and sufficient. Inaccurate or out of date information will result in breaches of legislation and inappropriate risks controls which could lead to incidents, injuries, damage to property and even death. Finding information that is relevant to you what you need can be challenging. You must be clear about the type of information you are looking for so that you can sort through all the data and decide what is relevant. You can look on the internet to identify appropriate sources of information and utilise knowledgeable and experienced workers within your organisation or on a broader scale. WHS information and external to the workplace can be sourced from the following: Safe Work Australia WHS regulatory authorities and their publications including codes of practice, guidance material, safety alerts Australian and International standards Industry networks and associations including unions and employer groups Safe Work Australia developed guidance material WHS specialist consultants Workers compensation insurance agents Relevant internet sites WHS professional bodies Research journals. Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 17

Industry-specific Information Safe Work Australia and various state WHS have web sites, and all have industry-specific information. Some such as WorkSafe Victoria also have regular e-mail bulletins that you may subscribe to by registering via their web sites. There are a number of industry bodies in Australia which focus on technical safety. Australian Council for Safety, Quality in Healthcare, Farm safe and Welding Technology Institute are just a few examples (which has based concerns for patient safety rather than occupational safety). Union bodies and employer’s produce hazard-specific and industry-specific WHS information. The work health and safety page on the ACTU web site (www.actu.asn.au) has a good selection of hazard-specific information. The peak body for employer groups and produces some WHS guidance is The Australian Chamber of Commerce and Industry (ACCI). Australian Hotels Association, the National Retailers Association, the Master Builders Association and the Victorian Automobile Chamber of Commerce are industry-specific employer bodies and provide some industry-specific WHS information. SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 Page 18 © Compliant Learning Resources

SAMPLEInternational Experience Looking outside for the ‘bigger picture’ on hazards in the workplace, this may also include looking outside of Australia to gather information on industry-specific information and at hazards generally. Policy and decisions about hazards can inform our thinking locally In Australia, by comparison, has the highest mesothelioma incidence in the world, in 1984 asbestos mining finally ceased and a total ban was finalised in 2003 for asbestos. However, with the knowledge of action being taken elsewhere, attitudes towards asbestos use changed in Australia before this date. Databases Databases provide injury information on the frequency and causation of injuries. Remember, we may have no reported injuries in a small workplace, but this may not mean that the risk in our workplace is low; aggregated data in external databases may enable us to make a better assessment of risk. The Compendium of Workers' Compensation Statistics Australia is a series of publications, based on the national data set, provides nationally comparable worker’ and compensation statistics. It provides an overall picture of Australia’s WHS performance by occupation and industry and also including some trend data. These series provide information on surrounding circumstances to work-related disease and injury occurrences, presenting a high level of information at a national level predominantly. Safe Work Australia’s On-line Statistics Interactive Database of National Workers’ Compensation (NOSI) have more detailed information in the series to supplement the statistics. The Safe Work Australia NOSI database sets out compensation statistics for workers’, based on the National Data Set for Compensation-based Statistics. Users can use the database to interrogate and produce a variety of reports as to their own design and the number of frequency of workers’ and incidence compensation claims in Australia. Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 19

SAMPLEThe Australian Bureau of Statistics (ABS) has information that was collected from work- related injuries, disease and illness from the Population Survey Monitor. Included in this information are the number of workdays lost and how work performance is reduced, all due to work-related injuries. Gathered additional information from people who were unable to find work because of work-related injuries (National Occupational Health and Safety Commission 2010). Some information is available free through the ABS web site, www.abs.gov.au, contained in these reports is further information that can be purchased or on their on-line subscription service. NICNAS is Australia's National Industrial Chemicals Notification and Assessment Scheme. It is the regulator or Australian Government for industrial chemicals and is found within the Australian Government Health and Ageing portfolio, from the Office of Chemical Safety. NICNAS was established in 1990 and provides national assessment and national scheme to protect the health of the worker, public and the environment from industrial chemical and their harmful effect. Industrial chemicals include solvents, dyes, photographic and plastics materials, also included are chemicals used in the home such as cleaning agents and paints. NICNAS produces a number of publications in addition to over 1,400 reports to scientific assessments, general information sheets, newsletters and information on specific chemicals (www.nicnas.gov.au). Databases maintained by Australian authorities includes a wide range. Industry Based WHS Data (National Occupational Health and Safety Commission 2000) and The National Catalogue of State consist of a wide range of databases and salient features, such as collection, data items, the purpose of data, sources of information and to who to contact. Around 75 databases listed in the catalogue including: ▪ Mesothelioma register Australia ▪ Health surveillance data and Coal industry accident data (NSW) ▪ Australian paint manufacturers (Safety performance) ▪ Exploration Association and Australian Petroleum Production incident database ▪ NSW Lead workers surveillance ▪ Register for national tractor death ▪ Monitoring of National occupational exposures to body and blood fluids in healthcare workers. Learner Guide Version 1.0 Produced 10 April 2020 Page 20 © Compliant Learning Resources

WHS Specialist Advisers WHS is a multidisciplinary function, so it is impossible for a practitioner to be equally competent across all areas of WHS. Thus, it is not only practically important, but it is an ethical responsibility for all WHS practitioners to call in specialist advice and recognise their own limitations professionally. WHS specialists may include: ▪ safety professionals (generalists) ▪ ergonomists ▪ hygienists (occupational) ▪ health professionals (occupational) ▪ audiologists ▪ engineers for safety ▪ toxicologists. SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 21

In selecting a WHS specialist to provide advice on risk management, ensure the following points are summarised as to the publication Getting Started with Workplace Health Safety- An Introduction to Hazard Management, Selecting a Health and Safety Consultant and Workplace Inspections (Victorian WorkCover Authority 1997): ▪ Qualifications and Education – Where was qualification obtained – What is their level of qualification? ▪ Experience in a particular industry and previous work experience – What is the length and variety of their experience? Do they have referees? ▪ Special capabilities – Does the consultant specialise in particular areas? ▪ Affiliations professionally- Do they work to code of ethics? Are they a member of a relevant professional body? Are they undertaking professional development? ▪ Business practice – Are there issues of conflict of interest or confidentiality? What are their fees? Do they have public liability insurance or professional indemnity? SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 Page 22 © Compliant Learning Resources

Safety professionals are often referred to as generalists and provide advice on the development and implementation of systematic approaches to managing WHS and WHS management for risk. The professional body for safety professionals is The Safety Institute of Australia (SIA) with members to abide and agreeing as to a code of practice and to continue professional development as being a part of their approach professionally. Other members are professionals of other specialist bodies and are also members of the SIA. (www.sia.org.au) Ergonomists • They use technical and scientific knowledge about human functions, capabilities and requirements to look at the design of systems, jobs, machinery and equipment and the environment where work is done. They aim to match the work as to the needs for safety, productivity, people and work satisfaction. Human Factors and Ergonomics Society of Australia (HFESA) website can be found at www.ergonomics.org.au Occupational hygienists • They apply a technical and scientific approach to identification, control and assessment to chemical physical and biological agents that will affect the health of people at work. A web site is available for the Australian Institute of Occupational Hygienist (AIOH) www.aioh.org.au SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 23

Accessing External WHS Information and Data Below are examples of external information and data and where and how you can access them. SAMPLE WHS information and data Source Steps in accessing them WHS information: ▪ State/territory WHS ▪ Google WHS regulator code of practice for Qld. Guidelines for managing managing risks in risks in working from working from heights ▪ Navigate WorkCover heights. Qld., i.e. search for ‘working heights guidelines’ ▪ Review search results and access the code of practice for managing risks in working from heights, Managing the risk of falls at workplaces Code of Practice 2018 for Qld. WHS data: ▪ Key work health and ▪ Google WHS regulator safety statistics Qld. Statistics on incidents and accidents in Australia ▪ Regional profiles ▪ Navigate WorkCover Qld., i.e. search for ▪ Locality profiles ‘WHS statistics’ ▪ Notified fatalities ▪ Review search results and access key WHS ▪ Infographic postcards statistics, fatalities reported, infographics, ▪ Industry statistical etc. updates Learner Guide Version 1.0 Produced 10 April 2020 Page 24 © Compliant Learning Resources

1.2 Identify Legislative Requirements for WHS Risk Management Work health and safety (WHS) refers to the legislation, policies, procedures and activities that aim to protect the health, safety and welfare of all people at the workplace. Workplace safety doesn’t just include owners, managers and employees; it also includes: SAMPLE contractors suppliers visitors at the workplace Simply put, WHS is about ensuring that all people in the workplace are safe and healthy during each workday. Under WHS legislation, PCBUs (Person Conducting a Business or Undertaking) is obliged to provide: ▪ safe premises ▪ safe machinery and materials ▪ safe systems of work ▪ adequate information, instruction, ▪ training and supervision ▪ a suitable working environment and facilities. PCBUs are also required to consult with employees directly, or indirectly, through intermediaries on WHS issues. Consultation allows workers to provide input into workplace practices that may affect their health and safety. Officers of a PCBU – such as managers or other persons in positions of authority – have a general duty to work within their areas of responsibility to ensure the PCBU complies with all aspects of WHS legislation. Both PCBUs and officers may be fined and/or prosecuted for failure to comply with legislation. Workers also have obligations under WHS legislation and must take reasonable care for their own safety and health as well as comply with reasonable PCBU instructions, policies and procedures that are related to WHS, and they must help the PCBU comply with its WHS obligations. Obligations under WHS legislation will be discussed in greater depth throughout this Student Workbook as it is required for explanation and practical application. You must look outside of your workplace to be familiar with information relevant to your industry regarding Workplace Health and Safety. Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 25

1.2.1 WHS Legislation Acts and regulations for WHS outline rules for managing WHS duty holders’ obligations. Hazard-specific regulations, such as those for hazardous chemicals, noise, plant and manual tasks, give information on the obligations for identifying specific hazards. In some cases, this information is general and to ensure other cases for regulations that give specific information and the type and circumstances of hazard are to be identified. For example: ▪ Part 3.1 of the Model WHS regulations Managing Risks to Health and Safety applies to persons conducting a business or undertaking who have a duty under regulations to manage risks to health and safety. It requires duty-holders to identify hazards, apply and maintain a hierarchy of risk control measures and, in specified circumstances, review those risk control measures. ▪ The Model Hazardous Chemicals Regulations require a person conducting a business or undertaking at a workplace to ensure any risk is identified for a physical or chemical reaction; this is in relation to chemicals being stored at the workplace, handled, chemicals used, generated and hazardous. As a team leader or supervisor, you must also have a good working knowledge of the relevant legislation within your state or territory. This includes: SAMPLE Acts Regulations Australian Codes of Standards practice Commonwealth WHS Legislation and Regulations The Work Health and Safety Act 2011 (WHS Act) and Work Health and Safety Regulations 2011 (WHS Regulations) provide a framework to secure the health and safety of workers and workplaces. They help protect workers and other persons from harm to their health, safety and welfare through the elimination of risks arising from work. This is in accordance with the principle that workers and other persons should be given the highest level of protection against harm to their health, safety and welfare from hazards and risks arising from work as is reasonably practicable. The WHS Act and WHS Regulations promote continuous improvement and progressively higher standards of work health and safety. (Source: https://www.comcare.gov.au/the_scheme/the_whs_act) Learner Guide Version 1.0 Produced 10 April 2020 Page 26 © Compliant Learning Resources

1.2.2 WHS Acts An Act is a statement of the law made by federal or state parliament and covers a particular topic, for example, work health and safety. An Act begins as a bill in Parliament and is approved by an Act of Parliament. State authorities have statutory functions to administer the Acts in their respective state or territory. SAMPLE 1.2.3 Regulation A Regulation is a law that stipulates that: employers, workers, and others must meet their obligations under both the legislation (Act) and the Regulations. Regulations support the requirements of the legislation (Act) and provide more detail. Employers have a legal responsibility to comply with the requirements set out in Regulations. In a practical sense, codes of practice and guidelines interpret Regulations and are of more use to a team leader or a supervisor, but it is important to recognise that in the event of a dispute or incident, the Regulation is the legally binding document. Refer to the table below to identify the WHS legislation and regulations enforced in your state/territory. State/Territory Legislation Regulation Western Australia Occupational Safety and Occupational Safety and Health Act 1984 Health Regulations 1996 South Australia Work Health and Safety Act Work Health and Safety 2012 Regulation 2012 Queensland Work Health and Safety Act Work Health and Safety 2011 Regulations 2011 Tasmania Work Health and Safety Act Work Health and Safety 2012 Regulations 2012 Victoria Occupational Health and Occupational Health and Safety 2004 Safety Regulations 2017 New South Wales Work Health and Safety Act Work Health and Safety 2011 Regulations 2017 Australian Capital Territory Work Health and Safety Act Work Health and Safety 2011 Regulations 2011 Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 27

1.2.4 Australian Standards Australian/Joint New Zealand Standards are published documents which outline specifications and procedures to ensure that products, services, and systems are safe, reliable, and consistently perform the way there are intended to. They set out a minimum set of requirements which define quality and safety criteria. Under state law, a variety of systems, equipment, products and materials must meet Australian Standards. They outline requirements such as: SAMPLE quality performance construction endurance design specificity of processes or certain time systems controls and hazards The AS/NZS ISO 45001:2018 Occupational health and safety management systems outlines auditable criteria for work health and safety/occupational safety management systems. This set of standards provides organisations with guidance on how to set up a WHSMS or OHSMS how to continually improve the OHSMS, and the resources required to set up and continually improve the OHSMS. As risk management is a part of an organisation’s OHSM/WHSMS, organisations may use these standards as a framework for developing, implementing, reviewing, and improving their risk management system. Organisations may use the standards to guide them in: ▪ Understanding the context upon which their risk management is done ▪ Understanding the scope and nature of WHS hazards and risk involved in their operations o Implementing policies and procedures for: o Identifying hazards o Assessing risks o Controlling these risks Learner Guide Version 1.0 Produced 10 April 2020 Page 28 © Compliant Learning Resources

AS/NZS ISO 189.1:2007 are standards published by Standards Australia for industrial fall- arrest systems including harnesses and ancillary equipment AS/NZS ISO 1891.1:2007 specifies requirements and sets out recommendations for the safe selection, use, and maintenance of industrial fall-arrest systems, including safety harnesses, horizontal lifelines and rails, fall-arrest devices, and associated lanyards and connectors. Construction firms’ operations include working at heights (e.g. scaffolding), and as a way to reduce the risk of workers slipping and falling from heights, they utilise fall-arrest systems such as the ones mentioned. Fall-arrest systems are considered as Personal Protective Equipment (PPE) which is one of the controls that is used to mitigate risks involved in working at heights. In order for fall-arrest systems to effectively serve their purpose, they have to meet certain quality and safety standards which are outlined in this AS/NZS ISO 1891.1:2007. In other words, construction firms use the standards in the AS/NZS ISO 1891.1:2007 to audit or inspect their fall-arrest systems to ensure they meet the quality and safety standards outlined here. Otherwise, if the fall-arrest systems do not meet these standards, they won’t be effective in mitigating the risks associated with working at heights. SAMPLE Standards are not laws. It is not mandatory to conform to a standard. However, conforming to specific standards becomes mandatory if there is a law which says you must conform with it. It is stated in WHS Laws that person conducting business or undertaking (PCBU) is required to ensure, so far as is ‘reasonably practicable’ the health and safety of workers, and others in the workplace. The standards may be one of the benchmarks or criteria which courts may use to assess whether the PCBU has fulfilled their WHS obligations so far as is reasonably practicable. If a Person Conducting Business or Undertaking (PCBU) conforms with a Standard, it does not automatically mean they have complied with WHS Laws. There may be other risk controls not covered in the standards that are reasonably practicable for the PCBU to implement to mitigate the risks in the circumstances at hand. Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 29

1.2.5 Codes of Practice An invaluable source of information for hazard identification are codes of practice, as they give information on the factors contributing to risk, hazard, and what is accepted or not accepted. At this level of studying WHS, you should be familiar with the hazard-specific codes of practice for your state. Compliance with WHS codes of practice is not legally required. Codes of practice are only guidance which duty holders may use to fulfil their duty of care. However, under the WHS laws, approved Codes of Practice are admissible in court proceedings to demonstrate what is known about the hazards involved, risks, and risk controls. Same with the standards, courts may use code of practice to determine what constitutes as what is ‘reasonably practicable’ in relation to the matter. Links to the codes of practice per state/territory are provided below: SAMPLE State/Territory Link to codes of practice Western Australia https://www.commerce.wa.gov.au/worksafe South Australia https://www.safework.sa.gov.au/ Queensland https://www.worksafe.qld.gov.au/laws-and-compliance/ Tasmania https://worksafe.tas.gov.au/topics/laws-and-compliance/ Victoria https://www.worksafe.vic.gov.au/ New South Wales https://www.safework.nsw.gov.au/ Australian Capital Territory https://www.accesscanberra.act.gov.au/ Further Reading The Model Code of Practice for managing work health and safety risks can be accessed through the link below: https://www.safeworkaustralia.gov.au/doc/model-code-practice- how-manage-work-health-and-safety-risks Make sure to refer to your state/territory’s codes of practice as well as state/territory codes of practice relevant to your industry and work area (e.g. construction, manual tasks, electrical hazards, first aid, etc.) Learner Guide Version 1.0 Produced 10 April 2020 Page 30 © Compliant Learning Resources

SAMPLE1.3 Identify Duty Holders, Individuals and Parties to Consult About and Participate in Risk Management Processes, according to Organisational and Legislative Requirements Throughout this Learner Guide, you will learn that a key to effective risk management processes is the implementation of WHS consultation and participation activities. Not only this is an organisational requirement, but it also complies with risk management requirements outlined in current WHS laws. In line with these, duty holders, including individuals and groups in the organisation, must be consulted about and participate in risk management processes. 1.3.1 Duty Holders Duty holders are people who have a work health and safety duty under the WHS Act. Duty holders, according to WHS legislation, include: ▪ Person conducting a business or undertaking (PCBU), ▪ Designer, manufacturer, importer, supplier, installer of products or plant used at work (upstream duty holders), ▪ An officer and ▪ Workers. More than one person can concurrently have the same duty in which case the duty is shared. Duties cannot be transferred. (Source: WHS Act 2011) PCBUs must consult with other duty holders, especially their officers and workers in the planning, implementation, and evaluation of risk management processes. According to the Work Health and Safety Act 2011: A duty imposed on a person to ensure health and safety requires the person: (a) to eliminate risks to health and safety, so far as is reasonably practicable; and (b) if it is not reasonably practicable to eliminate risks to health and safety, to minimise those risks so far as is reasonably practicable. (Source: WHS Act 2011, Part 2, Health and Safety Duties, Division 1, Subdivision 1, Section 17 Management of Risks) Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 31

PCBUs fulfil these risk management health and safety duties in the workplace through: ▪ Performing risk management, including: o Identifying hazards in the workplace or hazards present in workplace tasks o Assessing the risks associated with these hazards o Assigning risk controls for each risk and implementing them o Reviewing the effectivity of risk controls by doing another risk assessment after the risk control treatment. ▪ Implementing risk controls, such as: o Making sure that workers wear the correct Personal Protective Equipment (PPE). o Conducting WHS consultation and participation activities in all aspects of risk management. SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 Page 32 © Compliant Learning Resources

In relation to identifying hazards, the WHS Regulations 2011 says: A duty holder, in managing risks to health and safety, must identify reasonably foreseeable hazards that could give rise to risks to health and safety. (Source: WHS Regulations 2011, Regulation 34) PCBUs and workers fulfil these risk management health and safety duties in the workplace through: ▪ PCBUs – through performing risk management, including: o Identifying hazards in the workplace or hazards present in workplace tasks ▪ Workers – through reporting hazards as soon as they become aware of them. Further Reading Access and review your state/territory WHS legislation and regulations to determine the following: ▪ Duty holders ▪ Duties of duty holders in risk management ▪ Duties of PCBU’s to consult their workers as part of risk management. SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 33

1.3.2 Individuals and Groups in Risk Management Many parties, both internal and external to the organisation, can impact on risk management. Some of these will be the stakeholders previously identified for consultation during the risk management activities. For example, managers, health and safety representatives and health and safety committee members will influence the risk management framework, the way in which the risk management process is applied and the ways in which risks are controlled. However, in addition, there are other parties who may directly or indirectly influence activities, and these include those below. Stakeholders in workplace WHS include: SAMPLE Managers Supervisors Worker representatives and health and safety Committees for Contractors and The community health and safety workers Key personnel are people who are involved in WHS decision-making or who are affected by decisions. WHS technical advisers are persons providing specific technical knowledge or expertise in areas related to WHS and may include: ▪ risk managers ▪ professionals to health ▪ management advisers to injury ▪ legal practitioners with experience as to WHS ▪ design, acoustic, mechanical and civil engineers ▪ emergency and security response personnel ▪ workplace assessors and trainers ▪ maintenance and trade persons. Learner Guide Version 1.0 Produced 10 April 2020 Page 34 © Compliant Learning Resources

SAMPLEPersons who specialise in one of many disciplines that make up WHS are specialist including: ▪ safety professionals ▪ ergonomists ▪ hygienists occupational ▪ audiologists ▪ safety engineers ▪ toxicologists ▪ health professionals occupational In addition to risk management requirements specified in WHS Acts and regulations, there are also requirements under codes of practice (including the Safe Work Australia model Code of Practice: How to Manage Work Health and Safety Risks) and standards. While Codes of Practice are not strictly legislation, they provide detail of what legislative compliance looks like and can be used to assess whether a duty holder has met their obligations. Thus, Codes of Practice and standards can be very useful tools in developing approaches to risk management. Further, they often provide guidance on specific hazards. Given the range of people identified above as potential contributors to and participants in risk management activities, consultation often takes place in both formal and informal settings and is often a combination of written and verbal exchange. The more formal settings are often meetings such as WHS committees at which the development of risk management frameworks is discussed. Out of these meetings may be a draft document that is shared with all those at the meeting for comment. When an agreement is reached on the draft, the document may be shared more widely for further comment. Sometimes health and safety representatives or managers will draw people’s attention to the document and request feedback which they may, in turn, pass back to the consultative group. Further Reading Access and review your state/territory WHS legislation and regulations to determine the following: ▪ Duty holders ▪ Duties of duty holders in risk management ▪ Duties of PCBU’s to consult their workers as part of risk management. Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 35

1.4 Identify and Communicate Roles and Responsibilities of Individuals and Parties that Impact on Risk Management Those who do the work (operators; maintenance personnel; cleaners) have a wealth of practical experience that can contribute to identifying hazards and assessing and controlling risk. Those who have technical knowledge about the work (designers; engineers; chemists; and technician) can add another perspective together with expert WHS advisers. Anybody who may have a stake in the work or safety outcomes has something to contribute and the right to be involved. It is important that WHS legislation establishes, for those who may be exposed to a risk or their representative, have a legal right to be informed and consulted as part of assessing the risk. People who work with the risk will; understand aspects of exposure and possible consequence; they understand how the risk is currently controlled and will have thought about how adequate those controls are; they will have thought about factors that limit the effectiveness of controls and how the job can be improved. In addition, the involvement of people associated with the risk builds a sense of ownership of the risk reduction methods adopted. SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 Page 36 © Compliant Learning Resources

1.4.1 Consulting Workers Consultation with others such as employees, outworkers, apprentices, trainees, students gaining work experience, volunteers, contractors or subcontractors and their employees is required at each step of the risk management process. Workers must take reasonable care, while at work, for their own health and safety and to that of others who may be affected by their omissions or actions. They must also: so far as they are reasonably able to comply with reasonable instruction received from PCBU and allow PCBU to also be compliant with WHS laws, and cooperate with reasonable procedures and policies of the PCBU relating to safety at workplace or health that has been notified to workers. For example, a worker must, so far as reasonably able, wear any personal protective equipment provided in accordance with training, information or reasonable instruction. Similar duties apply to other persons at the workplace. Any person at a workplace, including visitors or customers, must take care reasonably to their own health and safety and to that of others that may be affected by their own omissions or acts. This also means complying, so far as they are reasonably able, to instruction that is given reasonably by PCBU and to comply with WHS laws. (Source: https://www.safeworkaustralia.gov.au/system/files/documents/1702/guide- reasonably-practicable.pdf) SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 37

SAMPLE1.4.2 Duties of Workers The following general duties apply to each staff member of your organisation (includes employees, apprentices, volunteers, contractors, sub-contractors, etc.): Take reasonable care for your own health and safety. Take reasonable care that your acts or omissions do not affect the health and safety of other persons. Comply with any reasonable instruction from the person conducting a business or undertaking (PCBU) so far as you are reasonably able. Cooperate with all reasonable WHS related policies and procedures of the PCBU. 1.4.3 Shared Duties The Legislation also recognises that more than one person may have the same duty; in this case, all of the persons sharing the duty are fully responsible for that duty. For example, each member on the Board of Directors of a company will owe a duty, and each director will be fully responsible for that duty. 1.4.4 Duties are not Transferrable The legislation makes it clear that “a duty cannot be transferred to another person.” Thus, each person in the workplace is responsible for fulfilling their legislative duties, and while they can delegate specific WHS related tasks to other people in the workplace, they still maintain the responsibility for their duties. For example, a PCBU has the duty to provide information, training and instruction to workers. While they could delegate the task of training workers to another person in the workplace, the PCBU is still responsible for that duty and is still liable in the case of an injury resulting from the trainer failing to provide effective information, training and instruction to workers. Learner Guide Version 1.0 Produced 10 April 2020 Page 38 © Compliant Learning Resources

1.4.5 WHS Regulators Changes to legislation or the introduction of local guidance can necessitate changes to risk management approaches or risk control standards. For example, a change to an occupational exposure standard for an airborne chemical can necessitate a revision of a risk assessment and the upgrade of exhaust ventilation equipment. Workplace inspectors may require activities to be completed within a particular timeframe or in a particular manner. For example, risk assessments within an organisation may have led to the plan for the introduction of control measures in certain priority order, but during a site inspection, the inspector may propose an alternative. 1.4.6 Industry Associations Industry associations may enter negotiations with regulators and policymakers on behalf of members leading to industry-wide acceptance of a particular standard or approach to risk control. Sometimes industry associations run programs for members that lead to the development of industry-wide voluntary standards for risk control, e.g. industry members agree to adopt a particular risk control measure as a minimum standard. SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 39

SAMPLE1.4.7 Unions Within the tripartite WHS, framework unions may influence policy that impacts on an organisation’s approach to risk management. Sometimes agreements on risk control standards have reached that lead to changes to risk controls within businesses. Also, union influence is direct through involvement with members at the workplace level. In some cases, union campaigns have led to pressure being placed on businesses to modify risk control practices, and in others, industrial action has influenced risk management. 1.4.7 Contractors Contractors working within an organisation may introduce their own preferred risk management framework and perhaps argue for alternative approaches to risk control. This could positively influence the approach to risk management in the employing organisation. Alternatively, the standards demanded by the risk management approach in an employing organisation may lead to the contractor being positively influenced. 1.4.8 Suppliers A well-developed risk management system will include processes that ensure purchases and acquisitions meet defined WHS standards and specifications. In meeting those, it is common for suppliers to enter discussions with the purchaser and impact on risk management either positively or negatively. 1.4.9 WHS Professionals, Specialists, and Associations It is common for organisations to engage specialist advisors such as occupational hygienists, ergonomists, etc. Often their advice will refer to risk management. These professionals and their associations also have influence outside the workplace in the areas of policy and standards development. WHS professionals are represented on most Australian Standards committees involved in developing Standards that affect WHS. Learner Guide Version 1.0 Produced 10 April 2020 Page 40 © Compliant Learning Resources

1.4.10 Key Components of Effective WHS Consultation and Participation To help you in facilitating effective WHS consultation and participation throughout the risk management process, below are examples of WHS consultation and participation strategies and how you can make them effective. SAMPLE WHS consultation and Components in each strategy that contribute to its participation strategies effectivity in achieving best WHS consultation and i. Conduction of safety participation outcomes meetings ▪ Minutes of the safety meeting documented and stored ii. Sending out a hazard in a secure location. identification survey ▪ Action items to resolve safety issues are clearly iii. Appointing Health documented with owners and deadlines. and Safety Representatives ▪ Survey results are tallied and analysed to determine (HSRs) common hazards and which ones will likely cause incidents. ▪ A mechanism for reporting results of the survey to relevant stakeholders, e.g. to employees who completed the survey and to the personnel who are responsible for addressing the hazards. ▪ Clear and documented responsibilities of Health and Safety Representatives (HSR). ▪ Mandatory HSR training for appointed HSRs. Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 41

Below are techniques and tools which you can use to facilitate effective WHS communication processes: SAMPLETechniques to facilitate effective WHS Tools to facilitate effective WHS communication processes communication processes ▪ Conducting WHS meetings/safety ▪ Meeting minutes template ▪ Email templates or memo templates meetings to relay to relevant stakeholders ▪ Emergency warning systems outcomes of risk management ▪ Communication tree ▪ Sending official communications and memos through email to inform relevant stakeholders risk management outcomes ▪ Holding regular town hall meetings to discuss risk management outcomes ▪ Installing emergency warning systems ▪ Setting up a communication tree in the event of emergencies Below are techniques and tools which you can use to facilitate effective WHS consultation processes: Techniques to facilitate effective WHS Tools to facilitate effective WHS consultation consultation processes processes ▪ Focus group discussions or brainstorm ▪ Meeting minutes template ▪ Action plan template (can be included in sessions to: the meeting minutes template) o Solicit ideas, experience and knowledge of workers on existing ▪ Safety hazard survey template/form hazards in the workplace. o Solicit ideas, experience and knowledge of workers on risk controls. ▪ Creating action plans during meetings with assigned people and deadlines for addressing safety issues. ▪ Sending out safety hazard surveys to all employees and making sure that the survey tool enables sound qualitative and quantitative analysis. Learner Guide Version 1.0 Produced 10 April 2020 Page 42 © Compliant Learning Resources

Below are techniques and tools which you can use to identify key personnel in WHS communication and consultation processes. SAMPLETechniques to identify key personnel in WHS Tools to identify key personnel in WHS communication and consultation processes communication and consultation processes ▪ Creating action plans during meetings with ▪ Organisation charts assigned people and deadlines for ▪ Emergency Committee Organisation (ECO) addressing safety issues. charts ▪ Sending out official announcements ▪ Communication tree through townhall meetings and emails/memos who the key personnel are ▪ WHS Policies and procedures where in WHS communication and consultation processes. personnel involved in the procedures are identified. ▪ Action plan template (can be included in the meeting minutes template) with columns for assigned and deadlines. Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 43

SAMPLE1.4.11 Other Functional Areas in the Organisation that Impact WHS Risk Management Non-WHS personnel or staff who are not primarily assigned to manage work health and safety in the workplace still impact WHS risk management. Examples of non-WHS personnel are admin team, operations team, marketing and sales team, human resources team, etc. These teams, although their primary work role and responsibilities are not in work health and safety, they still impact the management of WHS-related risks in the organisation in the sense that: ▪ They are the best people to know what hazards are present in their respective work area. ▪ The organisation must put in place policies and procedures that will ensure these teams are not endangered during work operations or during their commute/ride to and from work. ▪ They are to be consulted at each stage of the risk management process. ▪ The organisation is liable if they are involved in incidents or accidents during work operations or during their commute/ride to and from work. Further Reading Awesome Landscapes is a simulated landscaping solutions service provider. Review their organisational chart through the link below. Awesome Landscapes: BSBWHS513 Documents (username: newusername password: newpassword) Can you determine who the non-WHS staff are in the organisation? Why do they impact WHS risk management even if their primary role and responsibility in the workplace are not work health and safety? Learner Guide Version 1.0 Produced 10 April 2020 Page 44 © Compliant Learning Resources

1.5 Identify Organisation-specific Factors that will Impact on Hazard Identification, Risk Assessment and Risk Controls Earlier in this guide, the importance of management commitment was identified in the general framework for risk management. There is much evidence that senior management commitment to WHS is essential to drive continuous improvement and WHS risk reduction. In WHS this commitment is generally publicised through a policy statement signed by the chief executive or chair of the board of directors or both. However, the message delivered in a statement such as this must be translated into action through application of the risk management processes, and the senior managers must, in turn, support the processes and ensure that risk control work is completed. It is very important that WHS practitioners driving WHS improvement recognise and understand organisation factors that might influence success; some of these factors will be barriers, and some will be enablers. Commonly these are related to resources and commitment. SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 45

1.5.1 Resources and Commitment WHS practitioners may not be in a position to authorise change or to commit resources. The role of the WHS practitioner is to identify the appropriate level of authority within the organisation to address the risk and ensure that action is taken. Sometimes this role includes facilitating a process to remove any bottlenecks or differences of opinion on actions required. The first step is to identify the organisation’s risk appetite. This term refers to the level of risk that the workplace is prepared to accept in their everyday practices before action is necessary to reduce the risk. While risk appetite is about the pursuit of risk, risk tolerance is about what an organisation can actually cope with. Organisations have to take some risks and avoid others. To do so, they need to be clear about what successful performance looks like. Health and safety representatives and health and safety committees, as well as other stakeholders, will usually be involved in decision-making about risk as discussed with respect to consultation and participation. However, it usually requires decisions by management to authorise actions and commit resources. Making decisions about addressing risk, especially the allocation of resources, is related to due diligence. Spending nothing is not good enough; spending too much does not make good business sense. This raises the question of responsibility compared with authority and accountability. Responsibility (‘the buck stops here’) cannot be delegated to others. The responsible manager may delegate the authority to act while setting up accountability processes to ensure that the actions are appropriate and completed. SAMPLE All levels of decision-making have their own responsibility, but the responsibility is greatest at the top of the organisation, even though at this level the actual role in risk control may be limited (although of vital strategic importance). Learner Guide Version 1.0 Produced 10 April 2020 Page 46 © Compliant Learning Resources

The key to deciding the level of management responsibility that should, risk control actions is to consider the level of management that would be held responsible if the injury or damage were to occur. The required resources may be: SAMPLE financial personnel, including time allocation equipment specialised resources or advice access to other information and resources such as WHS publications, industry-specific information, WHS internet sites. Having identified the role and level in the organisation which can authorise the resources, it is often necessary to: ▪ present a written proposal in a format and style that is appropriate to the level of authority, and the organisation ▪ obtain confirmation of the commitment of resources and authority to proceed. The proposal will usually need to justify the expenditure. Preparing such a proposal, especially where authorisation for change or commitment of resources is required, is not a matter of sending a quick e-mail. You need to get organised, allow time to plan, draft and review to make sure that your message is clearly and easily understood. Sometimes, even with what we believe is the most persuasive of proposals, there may be differences in opinion about the need for and the actions required for effective risk control, thus creating impasses in decision-making. Hence, the WHS legislation addresses the need for procedures for resolution of WHS issues. Underpinning much of what is being discussed here is what is referred to as “Safety Culture”. The term is used very widely and has risen to prominence over the past two decades and describes a means by which organisations may enhance their safety performance (Borys 2009). The term is so widely used; it is often misinterpreted and used to describe an approach where senior management espouse attitudes towards safety and everyone in the organisation shares the attitudes and thinks the same way about safety. Often this is measured through observable safe behaviours. Culture is not, however, easily measured, nor is it likely to be homogenous within an organisation. Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 47

SAMPLE1.5.2 Workforce Characteristics and Composition This very complex area of organisational safety culture cannot be given further treatment here except to say that there is a wealth of material available on the subject and caution is needed in embarking on any cultural change or cultural development program. When designing WHS consultation and participation processes, there are many factors which can have an impact, and this must be considered during the design phase. Workforce factors include the following: cultural background/diversity gender labour market changes levels of language, literacy and numeracy skills in the workforce workforce structure and organisation, including part-time, casual and contract workers, shift rosters and geographical location workers with specific support needs and limitations workplace cultural attitudes towards alcohol and other drug use Cultural Background and Diversity Diversity is about recognising the differences in individuals in the workplace. Workers may come from different cultural, age and educational backgrounds with different views about personal responsibility and authority; they will have different previous experiences, knowledge and skills and may have different learning styles. If the workforce is unable to understand the importance of risk management, they may find it difficult to or unnecessary to follow and implement WHS procedures. PCBU and worker involvement in identifying hazards and assessing and controlling the risks will help ensure workers have a commitment to this process and any changes that result. In some instances, additional training may be needed to address the individual needs of a particular worker. Learner Guide Version 1.0 Produced 10 April 2020 Page 48 © Compliant Learning Resources

See example below: Majority of an organisation’s staff is composed of White Australians, while the 30% is made up of culturally and linguistically diverse (CALD) staff. How this affects organisational WHS risks: ▪ Depending on the race or ethnicity, there may WHS risks in the workplace where CALD staff are more at risk or more prone to these hazards, for example, physical and mental health issues that may affect their work. ▪ CALD staff are more prone to discrimination, bullying, and harassment, which are detrimental or considered as work hazards to their mental health. How this affects an organisation’s risk management: The organisation has to consider their CALD staff in WHS risk management processes. These may include but are not limited to: ▪ Disseminating information in their native languages, so they may understand the processes better, e.g. how to identify the hazards, how to report hazards. ▪ Embedding inclusive practices into the organisation’s WHS consultation and participation practices. ▪ Information about hazards may also be translated so that they fully understand what these hazards are and how they may cause harm in the workplace. SAMPLE Learner Guide Version 1.0 Produced 10 April 2020 © Compliant Learning Resources Page 49

Socioeconomic and language, which are characteristics of culture and diversity, also impact WHS risks and their management. SAMPLECharacteristics ofImpact on WHS risks Impact on WHS risk cultural background management i. Socioeconomic People from lower socioeconomic Employee’s socio-economic status status status may be more at risk for has to be taken into account in the health issues such as hypertension, organisation’s WHS risk diabetes, and musculoskeletal management processes. This may problems. Following these, they include: are more at risk where hazards are ▪ Conducting extensive risk present that could aggravate their existing health issues, e.g. it is assessments and dangerous for hypertensive workers to be exposed to consultations. extremely hot environments, such construction work under the sun, ▪ Conducting proper training or excavation work. and workshops to educate workers about the hazards and risks in the workplace. ii. Language Employees from non-English The organisation has to consider its speaking backgrounds may find it NESB staff in WHS risk difficult to easily understand management processes. This may workplace policies and procedures include: as well as information and warnings on hazards and risks in ▪ Embedding inclusive the workplace. practices into the organisation’s WHS consultation and participation practices. ▪ Information about hazards may also be translated so that they fully understand what these hazards are and how they may cause harm in the workplace. Learner Guide Version 1.0 Produced 10 April 2020 Page 50 © Compliant Learning Resources