BSBWHS401

Implement and monitor WHS policies, procedures

and programs to meet legislative requirements
Learner Guide
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BSBWHS401
Implement and monitor WHS policies, procedures and
programs to meet legislative requirements
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Table of Contents
Table of Contents ......................................................................................................................... 3
Unit of Competency ........................................................................................................................ 6
Performance Criteria....................................................................................................................... 7
Foundation Skills ............................................................................................................................. 9
Assessment Requirements ............................................................................................................ 10
Housekeeping Items ......................................................................................................................... 12
Objectives ......................................................................................................................................... 12
1. Provide information to the work team about WHS policies and procedures ............................. 13
1.1 – Accurately explain to the work team relevant provisions of WHS Acts, regulations and codes
of practice ......................................................................................................................................... 14
1.2 – Provide information about the organisation’s WHS policies, procedures and programs, and
ensure it is readily accessible to, and understandable by the work team ....................................... 14
What is a Hazard? ......................................................................................................................... 14
What is a Risk? .............................................................................................................................. 14
Duty of Care .................................................................................................................................. 14
Legislation ..................................................................................................................................... 17
Standards Australia ....................................................................................................................... 18
Safe Work Australia....................................................................................................................... 19
Policies and Procedures for Organisations ................................................................................... 21
Learning Task One ......................................................................................................................... 25
Activity 1.1.1 and 1.2.1 ................................................................................................................. 26
1.3 – Regularly provide and clearly explain to the work team information about identified hazards
and the outcomes of risk assessment and control ........................................................................... 27
Example risk assessment method ................................................................................................. 27
Learning Task Two......................................................................................................................... 30
Activity 1.3.1 ................................................................................................................................. 31
2. Implement and monitor participation arrangements for managing WHS.................................. 32
2.1 – Communicate to workplace parties the importance of effective consultation mechanisms in
managing health and safety risks in the workplace .......................................................................... 33
Activity 2.1.1 ................................................................................................................................. 37
2.2 – Apply consultation procedures to facilitate participation of the work team in managing work
area hazards ...................................................................................................................................... 37
Learning Task Three ...................................................................................................................... 40
Activity 2.2.1 ................................................................................................................................. 41
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2.3 – Promptly deal with issues raised through consultation, according to organisational
consultation procedures and WHS legislative and regulatory requirements ................................... 42
Learning Task Four ........................................................................................................................ 43
Activity 2.3.1 ................................................................................................................................. 44
2.4 – Promptly record and communicate to the work team the outcomes of consultation over
WHS issues ........................................................................................................................................ 45
The arrangements that need to be made to hold a meeting are relatively simple. ..................... 46
Meeting Planner Template ........................................................................................................... 47
Learning Task Five ......................................................................................................................... 48
Activity 2.4.1 ................................................................................................................................. 49
3. Implement and monitor organisational procedures for providing WHS training ....................... 50
3.1 – Identify WHS training needs according to organisational requirements and WHS legislative
and regulatory requirements ............................................................................................................ 51
Learning Task Six ........................................................................................................................... 53
Activity 3.1.1 ................................................................................................................................. 54
3.2 – Make arrangements to meet WHS training needs of team members in consultation with
relevant individuals ........................................................................................................................... 55
Activity 3.2.1 ................................................................................................................................. 58
3.3 – Provide workplace learning opportunities and coaching and mentoring assistance to
facilitate team and individual achievement of identified WHS training needs ................................ 59
Brainstorm .................................................................................................................................... 60
What is mentoring? ...................................................................................................................... 60
Differences between coaching and mentoring:............................................................................ 61
Mentoring ..................................................................................................................................... 62
Learning Task Seven ...................................................................................................................... 63
Activity 3.3.1 ................................................................................................................................. 64
Formal versus informal mentoring: .............................................................................................. 66
Benefits of Mentoring ................................................................................................................... 67
3.4 – Identify and report to management the costs associated with providing training for work
team, for inclusion in financial and management plans ................................................................... 68
Learning Task Eight ....................................................................................................................... 70
Activity 3.4.1 ................................................................................................................................. 71
4. Implement and monitor organisational procedures and legal requirements for identifying
hazards and assessing and controlling risks ................................................................................. 72
4.1 – Identify and report on hazards in work area according to WHS policies and procedures and
WHS legislative and regulatory requirements .................................................................................. 73
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4.2 – Promptly action team member hazard reports according to organisational procedures and
WHS legislative and regulatory requirements .................................................................................. 73
Learning Task Nine ........................................................................................................................ 76
Activity 4.1.1 and 4.2.1 ................................................................................................................. 77
4.3 – Implement procedures to control risks using the hierarchy of control, according to
organisational and WHS legislative requirements ............................................................................ 77
Undertaking a Risk Assessment .................................................................................................... 78
Hierarchy of Control...................................................................................................................... 79
4.4 – Identify and report inadequacies in existing risk controls according to hierarchy of control
and WHS legislative requirements.................................................................................................... 81
4.5 – Monitor outcomes of reports on inadequacies, where appropriate, to ensure a prompt
organisational response .................................................................................................................... 81
Developing a Risk Control Plan ..................................................................................................... 81
Learning Task Ten ......................................................................................................................... 89
Activity 4.4.1 – 4.5.1...................................................................................................................... 90
5. Implement and monitor organisational procedures for maintaining WHS records for the team 91
5.1 – Accurately complete and maintain WHS records of incidents of occupational injury and
disease in work area, according to WHS policies, procedures and legislative requirements .......... 92
5.2 – Use aggregate information and data from work area records to identify hazards and monitor
risk control procedures in work area ................................................................................................ 92
National Data Set for Compensation-based Statistics (NDS Classification System) ..................... 94
Learning Task Eleven ..................................................................................................................... 97
Activity 5.1.1 and 5.2.1 ................................................................................................................. 98
Skills and Knowledge Activity ........................................................................................................ 98
Major Activity – An opportunity to revise the unit ......................................................................... 100
Appendix ......................................................................................................................................... 101
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Unit of Competency
Application

This unit describes the skills and knowledge required to implement and monitor an organisation’s
work health and safety (WHS) policies, procedures and programs in the relevant work area in order
to meet legislative requirements.

It applies to individuals with supervisory responsibilities for implementing and monitoring the
organisation’s WHS policies, procedures and programs in a work area. These individuals have a
broad knowledge of WHS policies and contribute well developed skills in creating solutions to
unpredictable problems through analysis and evaluation of information from a variety of sources.
They provide supervision and guidance to others and have limited responsibility for the output of
others.

NOTE: 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 the Model WHS
Legislation has not been implemented RTOs are advised to contextualise the unit of competency by
referring to the existing State/Territory OHS legislative requirements.

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

Unit Sector

Regulation, Licensing and Risk – Work Health and Safety

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Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.

1. Provide information to 1.1 Accurately explain to the work team relevant provisions of
the work team about WHS Acts, regulations and codes of practice
WHS policies and 1.2 Provide information about the organisation’s WHS policies,
procedures procedures and programs, and ensure it is readily accessible
to, and understandable by the work team
1.3 Regularly provide and clearly explain to the work team
information about identified hazards and the outcomes of
risk assessment and control

2. Implement and 2.1 Communicate to workplace parties the importance of

monitor participation effective consultation mechanisms in managing health and
arrangements for safety risks in the workplace
managing WHS 2.2 Apply consultation procedures to facilitate participation of
the work team in managing work area hazards
2.3 Promptly deal with issues raised through consultation,
according to organisational consultation procedures and
WHS legislative and regulatory requirements
2.4 Promptly record and communicate to the work team the
outcomes of consultation over WHS issues

3. Implement and 3.1 Identify WHS training needs according to organisational

monitor organisational requirements and WHS legislative and regulatory
procedures for requirements
providing WHS training 3.2 Make arrangements to meet WHS training needs of team
members in consultation with relevant individuals
3.3 Provide workplace learning opportunities and coaching and
mentoring assistance to facilitate team and individual
achievement of identified WHS training needs
3.4 Identify and report to management the costs associated
with providing training for work team, for inclusion in
financial and management plans
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Element Performance Criteria

Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.

4. Implement and 4.1 Identify and report on hazards in work area according to
monitor organisational WHS policies and procedures and WHS legislative and
procedures and legal regulatory requirements
requirements for 4.2 Promptly action team member hazard reports according to
identifying hazards and organisational procedures and WHS legislative and
assessing and regulatory requirements
controlling risks 4.3 Implement procedures to control risks using the hierarchy of
control, according to organisational and WHS legislative
requirements
4.4 Identify and report inadequacies in existing risk controls
according to hierarchy of control and WHS legislative
requirements
4.5 Monitor outcomes of reports on inadequacies, where
appropriate, to ensure a prompt organisational response

5. Implement and 5.1 Accurately complete and maintain WHS records of incidents
monitor organisational of occupational injury and disease in work area, according to
procedures for WHS policies, procedures and legislative requirements
maintaining WHS 5.2 Use aggregate information and data from work area records
records for the team to identify hazards and monitor risk control procedures in
work area
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Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the
performance criteria that are required for competent performance.

Skill Performance Description

Criteria

Reading 1.1-1.3, 5.2  Interprets and analyses complex WHS legislative and
organisational texts

Writing 1.1-1.3, 2.3, 2.4, 3.1,  Documents WHS legislative and organisational information
3.2, 3.4, 4.1, 4.4, 5.1 using structure, layout and language suitable for audience
 Records WHS issues and actions taken according to
reporting requirements
 Prepares and maintains required records using appropriate
structure and vocabulary

Oral 1.1-1.3, 2.1, 2.4, 3.2,  Provides WHS legislative and organisational information
communication 3.3, 4.1, 4.4 and advice using structure and language suitable for
audience

Numeracy 3.4, 5.2  Extracts, interprets and comprehends mathematical

information in relation to training costs and risk
management data

Navigate the 1.1,1.2, 2.3, 3.1, 4.1-  Takes responsibility for adherence to legal and regulatory
world of work 4.5, 5.1 responsibilities and organisational policies and procedures
in relation to WHS
 Keeps up to date on changes to WHS legislation or
regulations and organisational policies and procedures

Interact with 2.2, 3.2, 3.3  Selects and uses appropriate conventions and protocols to
others facilitate consultation or provide feedback
 Initiates and contributes to facilitating consultative role,
responding, explaining, clarifying and expanding on ideas
and information as required
 Collaborates with others to achieve individual and team
outcomes

Get the work 2.2, 3.2, 3.3, 4.1-4.5,  Uses combination of formal, logical planning and intuitive
done 5.1 understanding of context to identify relevant information
and risks, and identify and evaluate alternative strategies
 Uses formal decision-making processes, setting or clarifying
goals, gathering information and identifying and evaluating
choices against a set of criteria
 Recognises and takes responsibility for reporting WHS risk
control inadequacies
 Uses formal and informal processes to monitor
implementations of WHS solutions and reflect on outcomes
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Assessment Requirements
Performance Evidence

Evidence of the ability to:

 Explain clearly and accurately to work team the relevant work health and safety (WHS)
information including:
o WHS legislative and organisational requirements
o Identified hazards and outcomes of risk assessment and control
 Ensure that the team has access to information about WHS policies, procedures and programs in
appropriate structure and language
 Implement and monitor procedures according to organisational and legislative WHS
requirements including:
o Consultation and communications to enable team members to participate in managing WHS
risks and hazards
o Identifying WHS training needs and providing learning opportunities, coaching and
mentoring as appropriate to needs
o Identifying, reporting and taking action on WHS hazards and risks
o Identifying and reporting inadequacies in existing risk controls and monitoring outcomes to
ensure a prompt organisational response
o Reporting on the cost of WHS training
o Keeping WHS records
o Analysing aggregate WHS data to identify hazards and monitor risk control procedures in
work area.

Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must:

 Outline the legal responsibilities and duties of managers, supervisors, persons conducting
businesses or undertakings (PCBUS) and workers in relation to WHS risk management in the
workplace
 Identify key provisions of relevant WHS Acts, regulations and codes of practice that apply to
the business and outline how they apply in the work area
 Explain organisational policies and procedures relating to hazard identification, risk
management, fire, emergency and evacuation, incident investigation and reporting
 Explain the importance of effective consultation mechanisms in managing health and safety
risks in the workplace
 Explain how the hierarchy of control applies in the work area.
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Assessment Conditions

Assessment must be conducted in a safe environment where evidence gathered demonstrates

consistent performance of typical activities experienced by individuals carrying out work health and
safety duties in the workplace and include access to:

 An actual workplace or simulated environment

 Workplace equipment and resources
 Examples of documents relating to workplace safety, hazard identification and risk
assessment
 Interaction with others.

Assessors must satisfy NVR/AQTF assessor requirements.

Links

Companion volumes available from the IBSA website: http://www.ibsa.org.au/companion_volumes -

http://www.ibsa.org.au/companion_volumes
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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

 Discover how to provide information to the work team about WHS policies and
procedures

 Know how to implement and monitor participation arrangements for managing

WHS

 Learn how to implement and monitor organisational procedures for providing WHS
training

 Understand how to implement and monitor organisational procedures and legal

requirements for identifying hazards and assessing and controlling risks

 Acquire the skills to implement and monitor organisational procedures for

maintaining WHS records for the team

 Gain skills and knowledge required for this unit

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1. Provide information to the work team about WHS

policies and procedures

1.1 Accurately explain to the work team relevant provisions of WHS Acts, regulations and codes
of practice

1.2 Provide information about the organisation’s WHS policies, procedures and programs, and
ensure it is readily accessible to, and understandable by the work team

1.3 Regularly provide and clearly explain to the work team information about identified hazards
and the outcomes of risk assessment and control
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1.1 – Accurately explain to the work team relevant provisions of WHS Acts,
regulations and codes of practice
1.2 – Provide information about the organisation’s WHS policies, procedures
and programs, and ensure it is readily accessible to, and understandable by
the work team

There are a number of potential hazards that can be encountered in any workplace. A good manager
will need to be aware of these hazards and ensure their team members are safe from potential risks
and hazards at all times.

What is a Hazard?
A hazard is something that has the
potential to cause injury or harm to a
person, property or the environment.
Hazards at work may include: noisy
machinery, a moving forklift, chemicals,
electricity, working at heights, a repetitive
job, bullying and violence at the
workplace.

What is a Risk?
A risk is defined as something that can
happen that could impact on
organisational objectives. It concerns the
likelihood that harm can occur when
someone is exposed to a hazard.

Duty of Care
Duty of care is the term used to describe an ability to anticipate possible causes of injury. It concerns
the obligation that a person should exercise reasonable care with respect to others, including
protecting them from harm. In Section 19 of the WHS Act, there is a primary duty of care that an
employer offers to their workers. In sections 27, 28 and 29 of the WHS Act, officers, workers and
other persons must ensure that they take care to keep the workplace safe and to comply with the
employer’s instructions.
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All staff members have a distinct responsibility in the workplace to be responsible for their own
safety and the safety of their co-workers.

If a staff member sees something that would be considered a hazard, they are required to take the
following steps to attempt to rectify the situation (source – www.toolboxes.flexiblelearning.net.au):

The Hierarchy of Control is in place to assist in the protection of staff members and workers in
ensuring they are in a safe and controlled working environment.
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Potential Hazards in the Workplace

The hazards that can exist in the workplace include, but are not limited to:

Physical hazards such as:

 Slippery and wet floors
 Blades or sharp edges
 Loose cables
 Obstructed fire exits and walkways
 Noise
 Dust
Biological hazards such as:
 Illness and disease from other team members
 Bacterial hazards
 Air conditioning systems
Ergonomic hazards such as:
 Chairs are uncomfortable
 Workstation design
 Too much time spent on computers
 Glare on screens
 Lifting heavy objects without using correct techniques
 Pulling muscles from incorrect lifting
Electrical hazards such as:
 Water near electrical items
 Frayed cords
 Loose wiring
Psychological hazards such as:
 Bullying
 Shift work
 Working in confined spaces
 Working at heights
 Managers that treat staff badly
Hazardous substances such as:
 Chemicals
 Gases
 Pesticides
 Fumes

If any of the aforementioned hazards are present in the workplace, it is likely that staff members and
team members will: become inefficient; lose interest and motivation; be concerned about going to
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work; have low job involvement; generally become dissatisfied with the working conditions and their
jobs.

As a result, managers need to ensure at all times that they are communicating with team members
in relation to safety in the workplace. All staff and team members need to be aware of the relevant
WHS legislation that relates to their working environment, the expectations of all team members
and the Duty of Care they are required to exercise for themselves and other team members at all
times.

There should be in place a number of things that make the workplace safe, enjoyable and interesting
for team members. These include: air conditioning being at appropriate levels; workspaces that are
designed for comfort and adequate privacy; ergonomic design of machinery and equipment;
lighting; social structures that can impact the workplace etc.

Legislation
There are around 250 or more deaths in Australia every year due to workplace accidents. A number
of industry bodies have been set up in each state to assist with reducing the number of workplace
accidents and incidents.

It has been noted that workplace incidents could

be reduced and avoided if people within the
workplace take due care and diligence in ensuring
their own safety and that of others.

WorkCover is an industry body that has

implemented a number of rules and regulations to
keep workers safe. There is an industry body in
every state and can offer a number of different
forms and types of assistance to workplaces.

Some of the websites you can access information

on include:

www.workcover.nsw.gov.au

www.workcoverqld.com.au

www.workcover.com

www.worksafe.vic.gov.au

www.workcover.wa.gov.au

www.worksafety.act.gov.au

www.workcover.tas.gov.au

(Websites accurate at time of publication).

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Standards Australia
Standards Australia is the peak body that sets standards with relevant working parties. The
standards they set are requirements that indicate the minimum level of acceptable performance or
quality relating to a specific hazard, process, product or industry standard.

Their website is: www.standards.org.au – access date 07/09/2013

According to their website:

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

the Commonwealth Government to meet Australia’s need for contemporary, internationally aligned
Standards and related services.

The work of Standards Australia enhances the nation’s economic efficiency, international
competitiveness and contributes to community demand for a safe and sustainable environment.

It leads and promotes a respected and unbiased Standards development process ensuring all
competing interests are heard, their points of view considered and consensus reached.

Standards Australia also recognises, rewards and promotes excellence in design and innovation
through the Australian International Design Awards program and other design promotion initiatives.

Our four key areas:

1. National and International Standards Information and Coordination

Standards Australia is the central point for government, industry and the community to find
information about non-government consensus Standards in Australia and around the world, and how
to participate in their development.

2. Accreditation of Standards Development Organisations

Standards Australia supports the accreditation of other Standards Development Organisations
through the Accreditation Board for Standards Development Organisations (ABSDO). This highly
autonomous body independently assesses and approves other organisations such as industry
associations to develop Australian Standards.

3. Standards Development
A range of development pathways is offered to stakeholders looking to develop new or update
existing Standards.

4. Design Assessment and Promotion

Standards Australia operates one of the world’s leading design assessment programs through its
Australian International Design Awards (AIDA). With more than 50 years of benchmarking excellence
in design and innovation, the AIDA is charged with fostering a culture of design and innovation in
Australia."
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Safe Work Australia

Safe Work Australia is a good starting point to get information on safe work practices that relate
specifically to your industry and area of expertise. Their website is:

http://www.safeworkaustralia.gov.au/Pages/default.aspx – access date 07/09/2013

(Information accurate at time of publication).

Some of the specific information that is

discussed on the website includes:

Safety in your workplace

National Standards and guidance material

Safe Work Australia publishes National

Standards and guidance material for a
range of health and safety issues.

Hazardous substances and dangerous

goods

Safe Work Australia publishes documents

for the classification of hazardous
substances. These documents form the
basis of a nationally consistent regulatory
approach for the control of workplace
dangerous goods and hazardous substances.

Public sector work health and safety

Safe Work Australia is encouraging the public sector to play a leadership role in work health and
safety practices through research, the development of resources and guidance material to ensure
safety in the workplace is a priority.

Safe design

Safe design is a process of hazard identification and risk assessment to eliminate or minimise risk of
injury throughout the life of the product. The codes of practice that assist in safe design in the
workplace include:

 How to Manage Work Health and Safety Risks

 Confined Spaces

 Hazardous Manual Tasks

 How to safely remove asbestos and how to manage and control asbestos in the
workplace
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 Managing noise and preventing hearing loss at work

 Managing risk of falls at Workplaces

 Managing the work environment and facilities

 Work Health and Safety Consultation, Cooperation and Coordination

 Abrasive Blasting

 Construction Work

 Demolition Work

 Excavation Work

 Managing electrical risks at the workplace

 Managing risks of hazardous chemicals in the workplace

 Managing risks of plant in the workplace

 Preventing falls in housing construction

 Safe design of structures

 Spray painting powder coating

 Welding Work

Each of these codes of practice aim at ensuring that the workplace environment is designed in such a
manner as to minimise risk in the workplace, so that workers are in an ergonomically safe work
environment.

Training, skills and licensing

Safe Work Australia publishes education and training resources to assist organisations in
the development of effective work health and safety guidelines and training packages.
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Policies and Procedures for Organisations

All companies should have relevant WHS procedures or guidelines in place that staff members,
managers and team members are expected to adhere to at all times to meet with the required
legislation and Duty of Care.

WHS policies and procedures should be aimed at:

Preventing occupational and environmental hazards, risks and illnesses

Ensuring all staff members have access to a healthy and safe working environment

Ensuring all staff members have an opportunity to become involved in the decision making
processes relating to WHS issues

Ensuring all staff members are aware of their rights and responsibilities when it comes to safety
and WHS in the workplace

Managers should be looking for ways to access information on WHS at all times. Information can
usually be gained from both internal and external sources.

These sources can include any of the following:

Internal External

Accident and incident reports Industry body newsletters

Risk assessments conducted by internal staff Risk assessments conducted by external staff

Staff meetings Internet

WHS Committee meetings and findings Media

Surveys Workshops

Ad hoc conversations and observations Seminars

General business documentation such as Advice from industry experts

Annual Reports and other policies and
procedures
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Relevant information on WHS policies and procedures needs to be available to all staff at all times.
Regular meetings should be enforced, to ensure staff members are made aware of their
responsibilities and what is expected from them. This is part of the Consultation process that is
found in the Work Health and Safety Consultation, Cooperation and Coordination Code of Practice.
Meetings should only be enforced if they are part of the communication agreed between workers
and their employers as part of the consultation process.

Workers can be provided with information and updates via the induction program, when an
employee first joins the company and during continuous updates. This is a part of the duty of care
for all workers, officers and persons conducting a business or undertaking.

Other methods to communicate information may include regular workshops, messages on bulletin
boards, updates written on pay slips and verbal methods. The information communicated needs to
keep workers updated on progress, changes and any other relevant information they need to
participate in. This regards the consultation process that allows them to contribute to the decision-
making process in their work environment. This ensures that they have a safe workplace.

Some organisations have a safety incentive program in place to encourage staff members to be safe
and report any findings related to WHS.
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Information on safety in the workplace should be documented and distributed accordingly, to

ensure all staff members are aware of latest developments and new legislation.

Workers have a responsibility to:

Behave in a professional manner at all times

Cooperate with their managers and the organisation in regards to their responsibilities

Not put anyone at risk in the workplace, including themselves

Report any issues that could be considered dangerous or life threatening immediately to their
manager, supervisor or the relevant authority

Adhere to the code of conduct, policies and procedures and any other relevant organisational
expectations

Follow evacuation and emergency procedures, as set out by the organisation

Advise a co-worker if they see something they are doing could result in a dangerous situation

Use only equipment they know to be safe at all times

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Employers have a responsibility to:

Provide a safe working environment for their staff

Provide safe equipment and Personal Protective Equipment if required

Not put anyone at risk in the workplace

Ensure that there are relevant emergency and evacuation procedures in place in case of
emergencies etc.

Adhere to the code of conduct, policies and procedures and any other relevant organisational
expectations

Ensure that there is a procedure for the use, handling, storage and transportation of hazardous
substances

Protect all staff from any potential risks in the workplace arising out of use of equipment,
hazardous substances and machinery

Ensure visitors and contractors are safe at all times

Provide information on the safe use of equipment etc.

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Learning Task One

Give examples of possible hazards and/or risks in your workplace:
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Activity 1.1.1 and 1.2.1

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1.3 – Regularly provide and clearly explain to the work team information
about identified hazards and the outcomes of risk assessment and control

Example risk assessment method

 Establish a risk assessment programme

 State the approach to the risk assessment e.g. functional, geographical etc

 Collect information

 Identify hazards

 Identify staff at risk and details of their exposure

 Evaluate risks

 Examine the options for controlling it

 Create a priority list

 Implement controls

 Make a record of the assessment

 Evaluate the success of controls

 Review and monitor the risk assessment.

Regular reports should be maintained by the relevant staff on any hazards, identified risks, incident
reports and outcomes relating to these findings.

Some of these reports can be used to meet legislative requirements and others can be used for
continuous improvement purposes that can assist an organisation to further develop their
processes.

A WHS Plan could be used to track and keep information on hand, as required. There are a number
of different ways in which a WHS Plan can be implemented into an organisation and each individual
manager can take responsibility for this.

WHS Plans ensure monitoring and evaluating procedures are in place to accurately identify and keep
records.

This is a good way to ensure activities set by an organisation are achieving their intended outcomes.

Any safety issues and considerations should be addressed well before they become an issue in the
workplace. WHS Plans can help in the early detection and identification of issues and situations, to
assist in the control and regulation of safety in the workplace.

Managers need to be aware of the role they are required to play in the communication of relevant
information to their work group.
 P a g e | 28

Managers should be responsible for:

Ensuring systems and policies are adhered to at all times

Ensuring safety of all staff and team members

Checking for compliance of safety issues

Maintaining reports as required

Consulting between team members, WHS Committee members, management and other
stakeholders

Managing and developing WHS Plans, compiling risk assessment plans and managing, controlling and
eliminating hazards
 P a g e | 29

Overall, a WHS Plan should have the following concepts attached to it:

Purpose of the plan

The purpose of the WHS Plan should be outlined and include information on policies and
procedures as expected by the organisation.

Scope of the plan

This area should cover any frameworks relating to WHS, any specific processes that are expected
to be covered and expected ways to report the incidents and accidents that can occur within a
workplace.

General objectives

What is the plan trying to achieve? Why is the plan in place? What legislative requirements are
covered under the plan? What proof needs to be retained for the plan to meet regulatory
requirements?

Duties and responsibilities

This area needs to address: the individual roles and expectations of team members; the WHS
Committee expectations; what duties and responsibilities are expected from management and the
team itself; how the company is complying with rules and regulations; training that is enforced to
ensure staff members are aware of safe use of equipment and machinery; what assistance is
provided to injured workers etc.

Policies

This should cover any workplace health and safety, drug and alcohol, rehabilitation policies etc.
Included in this area should be items such as expected behaviour in the workplace, what to do if
issues are identified, storage of equipment and chemicals, first aid procedures and emergency and
evacuation procedures.

Communication policy

This section of the plan should incorporate how information is communicated to team members,
management, board members and any other stakeholders.

Reporting policy

A detailed explanation of how reports are kept and utilised, who has access to these reports and
any privacy issues relating to these reports should be identified in this section.
 P a g e | 30

Learning Task Two

What forms of communication would be appropriate in your workplace?
 P a g e | 31

Activity 1.3.1
 P a g e | 32

2. Implement and monitor participation arrangements for

managing WHS

2.1 Communicate to workplace parties the importance of effective consultation mechanisms in

managing health and safety risks in the workplace

2.2 Apply consultation procedures to facilitate participation of the work team in managing work
area hazards

2.3 Promptly deal with issues raised through consultation, according to organisational
consultation procedures and WHS legislative and regulatory requirements

2.4 Promptly record and communicate to the work team the outcomes of consultation over
WHS issues
 P a g e | 33

2.1 – Communicate to workplace parties the importance of effective

consultation mechanisms in managing health and safety risks in the
workplace

The Health and Safety Committee must be established within two months after being requested to
do so by:

1. A health and safety representative for a work group of workers carrying out work in the
workplace; or

2. Five or more workers employed in the workplace; or

3. If required by regulation, in the time stated by regulation (Section 75); or

4. Any one conducting a business introducing a committee based on their own initiative
 P a g e | 34

Health and Safety representatives and committee members should:

 Become familiar with the Work Health and Safety (WHS Act) 2011, Work Health and
Safety Regulation 2011 (the Regulation). As yet, there is no work health and safety
code of practice for committees

 Consider whether a WHS Committee

is the most appropriate consultation
arrangement for health and safety
matters in your workplace

 Determine the composition of the

WHS Committee, ensure that
different workgroups are adequately
represented

 Consult and educate leaders and

workers to let them know the WHS
Committee’s purpose, start date and
their role in supporting the
committee

 It is beneficial to consider inviting sub-contractors and their workers to observe

committee meetings, particularly when common WHS issues arise.

 Committee members should be allowed to invite a delegate from a trade union or

employer association to a committee meeting. The delegate may address the
meeting if the chairperson agrees.

 There are no formal qualifications

required of committee members.
However, the following characteristics
would be beneficial in Committee
representatives:

o ability to effectively represent

members of the workgroup

o ability to see other viewpoints

o commitment to improving the

management of WHS

o communication skills

 Explain to workers what is involved in being on a WHS Committee and what training
will be provided if they are elected or appointed
 P a g e | 35

Constitution of Committee:

 When there are two of more

representatives in the
workplace, they may choose
one (1) or more of their number
to act as a committee member
(however, the person(s) need
to consent to be members of
the committee)

 Half the committee members must be workers not nominated by a person by a

person conducting the business or undertaking

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

 An inspector can decide the constitution of the HS Committee or that committee

will not be established. Any decision made by the inspector is taken as an
agreement between parties (Section 76)

Functions of committee:

 To cooperate between the person conducting a business or undertaking and

workers in instigating, developing and actioning measures to ensure worker safety
in the workplace

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

 Any functions prescribed by regulation or agreed between person conducting the

business or undertaking (Section 77)

Meetings of committee:

 Must be run at least once every three months and at the request of at least half of
the committee members (Section 78)

Employer’s duties to committee members:

 To allow committee members a reasonable time to attend meetings

 To pay committee members

 To allow committee members access to information relating to persons on hazards

and other risk information pertaining to the health and safety of workers at the
workplace, except in the case of personal information without the worker’s
consent. Where consent is not given, the information may be provided in a form
where the worker's identity remains anonymous.
 P a g e | 36

When managing health and safety risks, leaders need to be aware of and understand the importance
of communicating with all staff about any applicable processes and procedures required and those
which need follow up. It is part of their duty of care in the consultation process.

There should be an appointment of health and safety representatives within an organisation who
can also monitor and report back any findings; they can also act as the point of liaison between
management, staff, WHS Committee members and themselves.

Having support and buy-in from workers helps to maintain the processes and creates an inclusive
working environment where staff members and team members feel valued and appreciated. This
also reinforces a work health and safety culture within an organisation.

This, in turn, creates more loyalty towards keeping everyone safe in the workplace and assists in
achievement of organisational goals.

Team members should be given adequate responsibility and opportunity to take ownership for
decisions that relate to the health and safety procedures in the workplace.

This can include decisions that relate to:

Training and development of staff members in safety matters

Training in use of new equipment and technology

General working conditions

Reporting procedures

General WHS procedures

 P a g e | 37

Activity 2.1.1
 P a g e | 38

2.2 – Apply consultation procedures to facilitate participation of the work

team in managing work area hazards

A WHS Committee has the role of ensuring that WHS Legislation and requirements are met within an
organisation.

They are required to: liaise and consult with staff

and/or their representatives; manage reports on WHS
findings; implement changes to ensure a safe working
environment for everyone. Before changes are
implemented, workers and/or their representatives
must be consulted and information must be provided to
workers.

WHS Committees are required to:

Participate in and get involved in risk assessments, evaluations and identification of

potential hazards

Consult with team members to design safe work practices for all workers

Determine where there may be needs for further training for staff

Be involved in the negotiation of safe working practices and conditions on behalf of staff
members and team members

Recommend further requirements to management

Committee members should meet regularly and make recommendations for improvement in
processes and safety issues.

Where something is identified that needs to be rectified, the committee should work immediately in
consultation with management, WHS representatives and workers to control, eliminate, monitor
and improve these conditions.
 P a g e | 39

These committees should have the following in place to streamline their activities:

 A way to keep accurate reports and records

 KPIs (Key Performance Indicators) and KRAs (Key Result Areas) – so they know when they
are meeting their expected targets

 An ability to resolve issues in a fair and just

manner, as per WHS legislative requirements

 The ability to call on experts for advice when

needed

 A way for all staff members to be heard and

understood through the consultation process

 Ways to measure success and failures

 A hierarchy of support from management and

colleagues to build effective working
relationships based on trust and respect,
therefore building a strong health and safety
culture

 General agreed communication activities that allow all workers to be aware of what is
discussed

 Objectives and WHS Plans in place, so they know what they are working towards

 Regular meetings to update each other on findings and new developments

 A structure that encourages the committee to improve and work well within the
organisation

Health and Safety Representatives are usually elected staff members that can represent other
workgroup members. If workgroup members request that a Health and Safety Representative is
elected as their spokesperson within an organisation, it is then a legal and enforceable responsibility
of the company to allow the election to take place.

It is the duty of the Health and Safety Representatives to investigate unsafe working practices,
complaints, issues and situations that have been flagged as concerning and to encourage
management to improve on these conditions.

Health and Safety Representatives can also ask for external assistance from industry experts, or an
organisation may simply request outside assistance if required.

Committees and Health and Safety Representatives should be monitored regularly to ensure they
are meeting the required objectives and to ensure that the workplace is a safe and healthy
environment as a result of the assistance of these.
 P a g e | 40

Learning Task Three

Who in your workplace would be involved in a consulation?
 P a g e | 41

Activity 2.2.1
 P a g e | 42

2.3 – Promptly deal with issues raised through consultation, according to

organisational consultation procedures and WHS legislative and regulatory
requirements

Each organisation will have its own procedures, processes and systems in place to ensure they are
consulting with staff members on issues that relate directly to their safety and wellbeing; they must
also meet the required legislative expectations.

Management need to make sure they collaborate with team members to resolve any grievances or
issues that staff members are unhappy with in the workplace that relate to WHS and safety.

If a change is made to any of the processes or procedures, it needs to be communicated accordingly

so team members are aware and understand it.

Health and safety risks are not just those obvious risks that can create physical harm. There are a
number of additional risks that can also be considered health risks such as: bullying in the workplace,
working shifts and long hours, harassment, discrimination and emotional risks. There are two new
codes of practice which were introduced in early 2013, covering bullying and fatigue. They are:

 Preventing and Managing Fatigue in the Workplace

 Preventing and responding to Workplace Bullying

Management can be held liable for any of the above issues taking place if they do not take
reasonable steps to prevent them from happening. There have been a number of cases over the
years where employers have been held liable for negligence – they have known of bullying or
harassment taking place in a working environment but not intervened to stop the situation from
reoccurring.

The processes to assist in the resolution of these matters should be clearly identified, well
documented, constantly improved and communicated to all relevant staff members appropriately.

Therefore, accurate and succinct WHS Plans and WHS Programs will have very clear guidelines and
procedures that relate to how they are going to be implemented, what grievance procedures there
are in place and how they are going to be followed up.
 P a g e | 43

Learning Task Four

What is your workplace procedure for dealing with issues promptly?
 P a g e | 44

Activity 2.3.1
 P a g e | 45

2.4 – Promptly record and communicate to the work team the outcomes of
consultation over WHS issues

It is important to monitor how WHS issues are being tracked and evaluated. This can be done in a
number of ways to keep everyone informed.

Some ways in which to do this include:

 Regular face to face meetings

 Telephone meetings

 Emails and other written

communication

 Newsletters

 Internal company memos

 Posters in kitchen areas, common

rooms etc.

One of the most popular ways of doing this is to hold regular meetings with relevant staff and WHS
Committee members to facilitate the implementation of new processes and procedures. Failure to
provide this information can lead to fines as per the WHS Act, 2011.

Meetings can be formal or informal, structured or unstructured.

Formal Meetings

Formal meetings can be highly structured and will usually have legal or regulatory issues that need
to be addressed. They are usually held on pre-determined dates and will have a few representatives
in attendance. They often require formal documentation, note taking a clear purpose.

Informal Meetings

Informal meetings are less structured and can be ad hoc, last minute or just a casual talk between
WHS Committee members and team members. They are usually held to brainstorm, catch-up,
promote discussion or share information.

Regardless of the type of meeting that is held, there will often be a legal requirement for notes to be
kept on the discussions in the meeting (in terms of what was discussed and what was resolved) for
legislative reasons.
 P a g e | 46

The arrangements that need to be made to hold a

meeting are relatively simple.
Coordinating the arrangements involves:

 Planning the meeting – determine what

needs to happen. Why is the meeting
being held? What are the objectives of
it?

 Determine the tasks involved – who

will be responsible for the tasks
required for the meeting to take place?

 Organise to inform the attendees of the meeting – advise them of the schedule
and determine the resources needed for the meeting.

 Monitor the meeting and the learning arrangements that need to take place.

Effective and efficient meetings are usually ones that:

Have a clear and accurate agenda

Have been planned in advance

Allow everyone to get involved and participate

Provide clear responsibility for follow up actions

Stay on track

Have clear objectives

An agenda forms the basis or blueprint for the meeting. A team member should be responsible for
sending out one to all required attendees.

During the meeting, someone should take notes and ensure the meeting stays on track (this is
usually the chairperson).

The responsibility to distribute all notes taken to all attendees and to those that could not attend
should also be allocated during the meeting. These are known as ‘minutes’.

Minutes should be taken accurately and recorded according to organisational procedures. They
should be filed in a safe place with access available to appropriate staff.

They should be distributed as soon as possible after the meeting so that attendees can check and
agree that the minutes are a true and accurate reflection of the meeting.

A sample meeting agenda template can be found on the next page.

 P a g e | 47

Meeting Planner Template

Meeting Planner

Purpose of Meeting: Date of Meeting: Attendees:

Agenda Items:

Tasks Due: Date Due: Allocated to: Completed:

Comments:
 P a g e | 48

Learning Task Five

Why is it important to record outcomes of consulations?
 P a g e | 49

Activity 2.4.1
 P a g e | 50

3. Implement and monitor organisational procedures for

providing WHS training

3.1 Identify WHS training needs according to organisational requirements and WHS legislative
and regulatory requirements

3.2 Make arrangements to meet WHS training needs of team members in consultation with
relevant individuals

3.3 Provide workplace learning opportunities and coaching and mentoring assistance to
facilitate team and individual achievement of identified WHS training needs

3.4 Identify and report to management the costs associated with providing training for work
team, for inclusion in financial and management plans
 P a g e | 51

3.1 – Identify WHS training needs according to organisational requirements

and WHS legislative and regulatory requirements

One way to identify any WHS training needs is to conduct a Training Needs Analysis.

This is done to find a training gap.

This is one of the first things that

should be done to determine the
actual training needs of the learner
group they will be training.

This process should ideally cover: a

review of any previous training the
learners have attended; what gaps the
learners have in their current
knowledge or skills; what training
options are available; the budget and
resources that are available.

A Training Needs Analysis is conducted in order to capture the learner requirements to ensure the
training is effective and appropriate to the target learner group.

This process should form a bridge between the actual training and organisational objectives, so that
training is conducted in a manner that compliments the operational requirements of the
organisation.

Some ways in which WHS training gaps can be identified include:

 Observation

 Incident report forms

 Accident report forms

 Statistics and figures on incidents and accidents

 Manager reports

 Feedback from colleagues

 Feedback from customers/clients

 Comparing current tasks with job performance

 During performance reviews

Training needs should be identified as part of the training requirements, then the best way to
manage them determined. This should include cost and time-effective ways of meeting them.
 P a g e | 52

A Training Needs Analysis should be conducted whenever: new equipment or technology is

introduced into an organisation; new staff members are appointed; there is a new development in
policies and procedures; any other changes occur within
the workplace.

Sometimes training will not be the solution to a problem

but, in most cases, it is required in order to fix a situation
that has come up, train staff in proper use of equipment or
to assist in the minimisation of incidents in the workplace.

Training needs can also exist when workers and team

members are feeling unsafe due to harassment or bullying.

A good way to conduct a Training Needs Analysis is by

holding a Skills Audit in the workplace.

Skills Audits can be held in any number of the following ways:

Interviews with staff members and team members

Observation

Supervisor reports

General Q & A session with team members

Suggestions

Formal assessments

Surveys

Employment and personnel files

It is important to identify what skills workers are required to have, in order to perform their job role
safely. It is equally essential to determine what other training needs exist, such as harassment
awareness or training around anti-discrimination etc. that may need to be conducted.
 P a g e | 53

Learning Task Six

What training needs might individuals in your workplace have?
 P a g e | 54

Activity 3.1.1
 P a g e | 55

3.2 – Make arrangements to meet WHS training needs of team members in

consultation with relevant individuals

Once the Training Needs Analysis and Skills Audits have been conducted, it is time to make
arrangements for the training of the relevant team members after consultation with appropriate
stakeholders.

Team members may need training for any of the following numbers of reasons:

Lack of understanding of safe use of equipment

New equipment or technology has been introduced into the workplace

They have forgotten how to use equipment they do not use very often

New policies and procedures have been introduced into the company

There have been bullying or harassment issues that need to be resolved

There will be a number of Stakeholders that hold a vested interest in the training taking place.
Stakeholders can include any of the following:
 The actual team members that
require further training

 Managers and supervisors (adequate

coverage needs to be organised for
staff undergoing training)

 Board members

 Clients

 Industry bodies

 Training organisations (if training is

being conducted by external parties)
 P a g e | 56

Once the training need has been identified, it is time to organise training for the relevant staff
members or team members.

Training can be conducted in the following ways:

On the job

Off the job

Coaching

Mentoring

On site

Distance education

Online education

Blended delivery (i.e. some face to face and some

distance education)

In simulated environments

The training that is conducted can include any of the following:

 WHS roles and job functions

 Presentations by industry experts

 Demonstrations on safe work practices

 Refresher or updated training

 Formal workshops

 Accredited courses

 Nationally Recognised Training leading to formal qualifications

Training records need to be kept on all training that is conducted relating to WHS legislation and
practices.

Records are legally required to be kept by registered training organisations for any nationally
recognised training that is conducted for a period of 30 years. Individual organisations will have
guidelines and regulations in relation to all other training conducted and attended.
 P a g e | 57

There are a number of reasons individuals that need to get involved in the organisation of the
training.

It is important to check the following prior to conducting or organising any training:

Availability of staff members that need training

Budget available for training

Regulatory requirements

What the training needs actually are

Whether or not training is the answer

Facilities and resources available for the training

 P a g e | 58

Activity 3.2.1
 P a g e | 59

3.3 – Provide workplace learning opportunities and coaching and mentoring

assistance to facilitate team and individual achievement of identified WHS
training needs

Training needs should not be ignored. All WHS related training needs should be addressed as soon as
possible. If there is not an opportunity for immediate training to take place, interim measures need
to be considered that ensure the safety and wellbeing of team members.

There are a number of ways in which training can be conducted – these include, but are not
limited to:

On the job

Off the job

Coaching

Mentoring

On site

Distance education

Online education

Blended delivery (i.e. some face to face and some

distance education)

In simulated environments

A learning strategy should be implemented to ensure that team members are aware of their learning
objectives, what training is going to be implemented, the timeframe for execution and how it is
going to benefit the team members, as well as the organisation as a whole.

We are now going to be discussing mentoring and coaching in more detail.

 P a g e | 60

Brainstorm
In small groups, brainstorm the following:

What is mentoring?

What is coaching?

Mentoring and Coaching...

 P a g e | 61

What is mentoring?
Mentoring is the process whereby informal transfer of knowledge or skills takes place between a
person with greater knowledge on a subject and a person who is perceived to have less knowledge.
This is usually within the working environment. It is considered relative to career or professional
development and can take on a formal or an informal structure.

There is a common misconception in the workplace that coaching and mentoring are one and the
same. There are actually a number of differences between coaching, mentoring and even
instruction.

Differences between coaching and mentoring:

Coaching Mentoring Instruction
A coach will usually focus more A mentor is usually always Deals with the imparting of
specifically on a task or various working within the organisation knowledge
tasks and provides a general ability
to assist in the long term
Goals are clearly identified

Coaching is usually more A mentor will usually be Is usually delivered by an

technically focused, therefore it someone who has a good instructor or trainer
is not a long-term relationship working knowledge of the
based situation organisation and the job role of
the person who is being
mentored

Coaching is often provided by A mentor will usually have the Refers to the facilitating of
way of new workers being expertise to be able to guide learning toward identified
allocated a buddy to help them and assist workers in a broad objective
understand their new job role range of matters and situations

Coaches are often formally Goals are not always clearly Demonstration of a skill
trained identified

Coaching is usually action- Usually a long-term Can be either long or short-

oriented or results-oriented arrangement term, therefore catering to the
needs of learners

Mentoring is usually process

and relationship-oriented

Mentors are usually good with

people and have good
organisational knowledge but
not necessarily formally
trained
 P a g e | 62

Mentoring
Mentoring in the workplace is about helping people
in the organisation to further develop their skills
and grow within the organisation. This usually
occurs on a professional and sometimes a personal
level.

It is a partnership between two people where each

individual has the opportunity to share, develop
and enhance their current and professional skills.

Mentoring occurs when where is an

opportunity for one person to learn from
another with more experience.
An organisation that encourages a mentoring situation will understand that this relationship can
provide the following:

A chance for the person being mentored to receive feedback relating to their job function

A method of developing leadership skills for the mentor themselves

A non-threatening situation where the person being mentored can share ideas or concerns

Mutual respect between the mentor and the person being mentored

An opportunity for further learning (often both the mentor and the person being mentored will
learn something)

Mentoring helps team members to become more creative, develop insight into their job roles,
become better colleagues and become more focused on organisational goals and objectives.
 P a g e | 63

Learning Task Seven

Have you ever been mentored/a mentor?
 P a g e | 64

Activity 3.3.1
 P a g e | 65

The qualities of a successful mentor could include:

Excellent communication skills Openness

Well-developed interpersonal skills Honesty

Approachability Adaptability

Knowledge of the subject Willingness to share

Creativity Fair

Professional Ethical

Interested in helping others Reasonable

Confidentiality Ability to listen

Encouraging Stretches themselves and others

Makes good decisions Follows the values of the organisation

Excellent at networking Challenges others

Role model Guide

Willingness to be a mentor Observes confidentiality

Shows mutual respect Interested

An ability to connect with others Available

List the qualities above from 1-10 as the ones you feel are most important for someone to have in a
mentoring situation or add your own in the spaces provided.
 P a g e | 66

Mentors are usually in a senior role and are often more experienced managers who can assist the
person being mentored to develop the required knowledge for the job role of function.

Organisations will often implement a mentoring program in the workplace for any of the
following reasons:

To help staff and team members reach personal and organisational goals

So that staff members work together in an efficient manner

To help staff that are working towards team goals

To encourage staff to further develop themselves and their skills

Mentoring is based upon open communication, mutual trust, respect, and transparency between the
people in the mentoring relationship. A mentor should encourage and support the person being
mentored, provide constructive feedback and be willing to assist the other person to learn and grow.

Formal versus informal mentoring:

Informal Mentoring Formal Mentoring

An informal mentoring arrangement usually Formal mentoring relates to a more structured

develops between two people who get along arrangement, where the person conducting the
well, and where one of them has more mentoring is qualified to deliver or work with the
knowledge than the other in a certain area or person who is being mentored. There will often
skill set. It can often arise simply because one be a requirement to keep track of mentoring
person asks the other for advice and assistance sessions, and the formal mentoring relationship
on an ad-hoc basis and informally, such as over is usually determined by specific matching to
email, over a coffee or lunch. ensure there is an authentic relationship
between the two parties.
 P a g e | 67

Benefits of Mentoring
There are a number of benefits to mentoring in the workplace. These benefits extend to the mentor,
the person being mentored and the organisation itself.

The benefits that can be derived from mentoring include:

Benefits to the Benefits to the person Benefits to the mentor

Organisation being mentored

Team members are more Knowledge of the organisation Ability to learn more
committed and loyal to the itself increases themselves
organisation

Productivity is increased Personal development Communication is increased

Change management can be Career path and structure Becomes a better leader,
more successful inspires others

Communication between Support and feedback from the Helps to further develop staff,
workers and departments will mentor will reinforce their personal satisfaction and
become more effective learning fulfilment in their job role

Cost effective (internal training) Transfer of knowledge Increases knowledge

Potential issues identified early Builds confidence Increases confidence and self-
esteem

Organisation can gain a positive Inclusivity is encouraged Increases networking

reputation as an employer of opportunities
choice – builds trust and a
stronger culture

Potential leaders are identified Staff feel connected Better understanding of

company culture

Sharing of valuable skills within Helps them to reach their full Increases worth to the
the organisation potential company
 P a g e | 68

3.4 – Identify and report to management the costs associated with providing
training for work team, for inclusion in financial and management plans

Training needs will be an ongoing organisational cost. WHS is a serious business and all organisations
need to take the training needs around WHS and workplace safety seriously.

There are over 250 deaths in Australia every year

due to workplace accidents. The number of
incidents and compensation claims is generally very
high and training costs are quite low in comparison
to the cost of some potential claims. It has been
stated that compensation costs in Australia are
between $4 and $10 billion per year.

It is very important that management are aware of

the cost of training to make sure their workers are
safe and that they factor this into each and every
budget.

There are a number of direct costs and indirect

costs that are associated with workplace health and
safety.

Some of the indirect costs can include:

Loss of time

Interruption to work due to idle time

Loss of quality service output

Absenteeism due to workers feeling unsafe in the workplace

Absenteeism due to stress

Overhead costs if production is halted or ceased

Counselling costs if accidents cause trauma to workers or witnesses

Loss of production

Investigative costs

Clean up of accident areas

 P a g e | 69

A cost analysis should be conducted to determine cost for inclusion within a training budget. There
are often two types of costs associated with training.

The first cost is the cost of the development of

the training. This is usually a one-off cost and can
include conducting a training needs analysis,
writing training material or purchasing the
training material if you plan on getting it from an
external provider. Some providers charge the
materials at a per user basis – which means the
organisation has to pay for the material every
time they want to use it – and others charge a
one-off fee, which means you pay once and have
unlimited use of the material.

The second cost is the actual cost of running the

training. This includes time off work for the team
members attending the training, the trainer (if
hiring externally), resources, catering, training
manuals, location or training venue (if
applicable) and any simulated activity costs (if
applicable).

There may also be additional costs such as incidentals for the trainer which can include
accommodation, airfares and other costs, such as paying for temps to cover staff members on
training.
 P a g e | 70

Learning Task Eight

What costs could be incurred for the training you have taken part in?
 P a g e | 71

Activity 3.4.1
 P a g e | 72

4. Implement and monitor organisational procedures and

legal requirements for identifying hazards and assessing and
controlling risks
4.1 Identify and report on hazards in work area according to WHS policies and procedures and
WHS legislative and regulatory requirements

4.2 Promptly action team member hazard reports according to organisational procedures and
WHS legislative and regulatory requirements

4.3 Implement procedures to control risks using the hierarchy of control, according to
organisational and WHS legislative requirements

4.4 Identify and report inadequacies in existing risk controls according to hierarchy of control
and WHS legislative requirements

4.5 Monitor outcomes of reports on inadequacies, where appropriate, to ensure a prompt

organisational response
 P a g e | 73

4.1 – Identify and report on hazards in work area according to WHS policies
and procedures and WHS legislative and regulatory requirements
4.2 – Promptly action team member hazard reports according to
organisational procedures and WHS legislative and regulatory requirements

As discussed earlier, a hazard is something that has the potential to cause injury or harm to a person,
property or the environment. It is a situation that can pose a threat to someone or something.

When team members are exposed to hazards, they can become involved in an accident or incident
in the workplace.

Organisations will have procedures in place to

document reporting on accidents, incidents
and near misses. This should be part of the
continuous improvement process, to ensure
that companies are working towards making
the processes better at all times. Management
should also ensure that organisations are
maintaining the level of commitment they
need to making the workplace a safe and
healthy one for its workers.

An effective continuous improvement process

will allow everyone to get involved, thereby
giving workers and managers a chance to take
ownership and responsibility for the continual
improvement within the organisation.

This is particularly important when it comes to

health and safety in the workplace, as this
should be an area that is constantly being monitored and improved in all areas.

Reports need to be communicated to relevant industry bodies and to management and stakeholders
so that the organisation can prove it is following rules and regulations pertaining to the reporting
mechanisms for WHS principles.

For continuous improvement to work well, all departments in an organisation should become
involved, take ownership for, and be responsible for changes that arise out of suggestions to
improve practices.

Real results come from encouraging all staff, departments and leaders to take ownership,
responsibility and accountability of the improvement process. The WHS Consultation, Cooperation
and Coordination code of practice, p.5, 2011, states that effective health and safety consultation
offers the following benefits:
 P a g e | 74

 Greater awareness and commitment – workers who have been actively involved in
how health and safety decisions are made will better understand the decisions.

 Positive working relationships – understanding the views of others leads to greater

co-operation and trust.

When all staff members are encouraged to take responsibility for their workplaces and maintain
records, then they are likely to feel more empowered.

Once the Continuous Improvement Process has been established, it should be communicated to all
staff, managers and departments to get feedback on the process itself and how well it is working
within the organisation.

Staff members need to be aware of the processes, changes to procedures that relate to WHS issues
and any other changes that can impact their jobs or job roles.

Some of the ways in which they can be advised include:

Company face-to-face meetings

Emails
Blogs
Newsletters
Posters in lunch rooms or common areas
Tele-conference or video conferences

Once all staff members are informed of the changes to processes, systems and procedures, it is
imperative to get feedback from them. This ensures they are involved and are able to take
accountability for their actions and the organisation’s progression within the WHS area.

Managers need to be accountable for the identification of potential hazards.

Some of the ways in which they can do this include:

General observations
General inspections
Reports from managers, supervisors, colleagues and other staff members
Industry association newsletters
Review of general statistics relating to workers compensation claims
Surveys and questionnaires
 P a g e | 75

Managers are responsible for the following in relation to identifying potential hazards in the
workplace:

Conducting regular Ensure all staff

inspections of the members are
work areas properly trained

Encourage workers Investigate areas of

to report any concern
incidents / issues of immediately
concern

Keep accurate records Provide a safe

of incidents, working
accidents, near misses
environment

Accurate reports should always be kept in relation to accidents, incidents and even near misses as
part of the continuous improvement process.

If an organisation does not have a proper reporting procedure in place to keep track of these
situations, a manager needs to develop and encourage the implementation of this procedure.

Staff members should all be aware of the relevant policies, procedures and expectations in relation
to the reporting of these issues and what legal follow up action is required from them.
 P a g e | 76

Learning Task Nine

Who would you report hazards to?
 P a g e | 77

Activity 4.1.1 and 4.2.1

 P a g e | 78

4.3 – Implement procedures to control risks using the hierarchy of control,

according to organisational and WHS legislative requirements

Undertaking a Risk Assessment

It is important for managers and staff members to have regulated procedures on how they will be
addressing and reporting risks within the working environment.

A risk assessment can be carried out in order to safely determine where risks and hazards could be,
and how best to eliminate them or prevent them from happening.

They can usually be carried out if:

 New equipment or technology is introduced to the company

 An accident, incident or near miss occurs

 New staff are using equipment they are not yet very familiar with

 Existing technology is developed

 Staff members complain

At this point it is usually very important to have guidelines for the planning of safety of workers.
Sometimes, change management is overlooked when it comes to safety procedures. There needs to
be clear and set rules and regulations, checklists and other policies and guidelines when looking at
changes within a working environment, as well as any other changes that can impact on the safety
and health of workers.

The hierarchy of control is a good starting point when working through a Risk Assessment plan. It
provides an opportunity to compare any identified risks and what is being done to minimise them.
 P a g e | 79

Hierarchy of Control
As mentioned in Section 1, the hierarchy of control is made up of the following control measures;
 P a g e | 80

Records should be kept outlining any issues and hazards that have occurred or are likely to occur.
Incident reports should be managed and maintained accordingly and managers are responsible for
the administration of these and the communication methods to staff relating to how to keep these
records.

A risk assessment as stated in the 'How to Manage Work Health and Safety Risks' Code of Practice
should be done when:

 You are unsure how a hazard may result in injury or illness; or

 When a task has a number of hazards and there is little understanding how they
may interact together to produce other greater risks; or

 The effectiveness of current control measures may be impacted by change.

A risk matrix can help to identify the likelihood of a risk occurring and what the impact would be if it
were to occur.

An example of a risk matrix is below:

Threat Level
High Medium High Catastrophic

Medium Low Medium High

Low Low Low Medium

Likelihood

Medium

High
Low

Impact
 P a g e | 81

4.4 – Identify and report inadequacies in existing risk controls according to

hierarchy of control and WHS legislative requirements
4.5 – Monitor outcomes of reports on inadequacies, where appropriate, to
ensure a prompt organisational response

Developing a Risk Control Plan

It is never possible to prevent all hazards from occurring.
However, by having a Risk Control Plan in place, you can
minimise the chance and likelihood of something going
wrong.

Some of the key factors in assessing the degree of risk of a

hazard include:

 Determining the likelihood – how likely is it

that the risk may occur? How much chance
is there of injury?

 Determining the impact – how bad would

the impact be if it did occur?

A risk assessment must be performed when an activity is considered to be a high risk under WHS
Regulations. For example, electrical and noise hazards can be considered high risk hazards. Refer to
the appropriate code of practice for each type of hazard. For example, managing electrical risks at
the workplace at Safe Work Australia URL Address:

http://www.safeworkaustralia.gov.au/sites/swa/model-whs-laws/model-cop/pages/model-cop
Access Date: 08/09/2013

All hazards have the ability to cause harm ranging from minor to serious injury and in some cases
death.

When you assess a risk you need to have the ability to answer the following questions:
 What type of harm could occur?

 What could influence the level of harm that occurs?

 How many people may be exposed to the risk?

 What is the chance that one form of failure will lead to another?

 If action is not taken, what is the chance that the hazard will escalate?

It is essential that you make sure that you consult with as many personnel as possible to ensure that
all options in the risk assessment process are assessed from all angles. This ensures that the best
recommendations are obtained to either minimise or eliminate risk in the workplace.
 P a g e | 82

• Consultation • Consultation

Step 2
Step 1
Assess
Identify hazards
Risks

Step 4
Step 3
Review control
Control risks
measures

• Consultation • Consultation

The above questions can be answered in the following steps:

1. How may the hazard case harm?
Incidents will usually arise from one or more problems in a process or procedure. If one or
more of these problems are fixed, then the hazard can be eliminated or minimised. You
need to consider the following:

 How effective the existing control measures are and whether they control all harm

 The procedures and how the job is performed for the task

 What situations arise out of the task and if there are situations that may not occur
frequently.

When you consider health and safety controls that fail, you may need to look at
maintenance and cleaning.
 P a g e | 83

2. What is the likelihood that harm will arise from the hazard?

Likelihood can be estimated by:

 Certain => expected to occur in most circumstances

 Very likely => will probably occur in most circumstances

 Possible => might occur sometimes

 Unlikely => could happen at some time

 Rare => may happen only in exceptional circumstances

These estimates consider the likelihood that someone can be harmed, by considering:

 How often a job is done => You can ask whether the way in which the job is
performed increases or decreases the likelihood of harm occurring

 The number of times personnel are near the hazards and how exposed they are to it

 Has the injury occurred before, either within or outside the workplace?

As the level of risk rises, so does the severity of the risk. As such, it is important to consider:

 How many times was the worker exposed to the hazard?

The amount of times that a hazard occurs can vary, but the more times it happens,
the likelihood of injury increases.

 What lengths of time were they exposed to the hazard?

The longer someone is exposed to a hazard, the more chance there will be that
harm will occur.

 Are the existing controls effective?

Assess the current control measures to ensure that they are appropriate.

 Would changes in the organisation, increase the likelihood?

Cyclical and seasonal changes will vary the demand for products and services within
an organisation. Will these changes cause personnel to stress in times when demand
increases and, if so, how will this impact on their performance? It has been found
that risk increases parallel to stress levels.

 Will the work environment increase the chance of harm arising from the hazard?
Variations in the work environment, such as the factory becoming an oven when the
air conditioning does not work may impact on work performance and the level of
errors made could rise.

 Are people’s actions likely to affect the hazard?

Stress and fatigue can increase mistakes and, as such, harm will occur out of the
stress and fatigue.
 P a g e | 84

 Do individual differences impact on the likelihood that harm will occur?

People with disabilities and inexperienced/untrained personnel, who do not work in the
workplace, may have a higher level of exposure to harm because of their lack of knowledge.
This may include visitors, contractors or customers.

If you find that the likelihood of harm is high then you should consult with others.

A good Risk Control Plan will have some of the following strategies in place:

 Contingency plan

o This helps to identify what should be done to minimise the impact of a consequence
on the training plan. If something goes wrong, then what are the options to fix the
problem?

 Crisis or emergency planning

o Crisis or emergency planning is put into place on the chance that there is a major
catastrophe – such as a fire, an earthquake or other physical threat – that can
impact on the objectives. A plan should be in place to counteract and deal with
issues arising out of some of these disasters.

A template for a Risk Control Plan is provided below:

Action required Person responsible When is action due Resources required

 P a g e | 85

Once the risk control plan has been written and developed, it is time to review and determine if it is
suitable, well-written and easily adapted based on changing situations.

The best way to conduct a review is as follows:

Read over the Risk Determine

Control Plan with feasibility and
team members required changes

Brainstorm for Investigate industry

other possible regulations and
solutions ensure they are
met

Review and Communicate

implement changes changes to all staff
members
 P a g e | 86

A good way to check for consistencies in the risk control plan is to use a continual development
process such as Edward Deming’s PDCA Cycle. This is a repetitive process used to determine where
and when a change, update or improvement in a system or process is required.

PLAN

ACT DO

CHECK
 P a g e | 87

The steps in the PDCA cycle process are:

1. Plan – this phase involves:

Planning ahead for change and analysing and predicting results
Identifying customer expectations
Identifying improvement needs
Developing possible solutions
Developing action plans
Planning the improvement

2. Do – this phase involves:

Executing the plan
Taking small steps in controlling the plan
Trialling the changes
Monitoring and evaluating the plan

3. Check – this phase involves:

Checking the actual outcomes and results
Comparing them with the intended outcomes
Identifying quality improvements

4. Act – this phase involves:

Taking action to improve the process
Developing a new plan to address improvements not already achieved
Identifying further opportunities for improvement

The improvement can be standardised once these phases have been completed.

It doesn’t end here, however, as part of the Continuous Improvement Process is the ability to
monitor and continually improve processes around feedback, suggestions and other ways of finding
out how to improve an organisation's systems.

In particular, with health and safety as a consideration, there will always be numerous
improvements and recommendations based on industry developments and changes, new
technology and new equipment.
 P a g e | 88

Recommendations to management, senior management and other stakeholders should

be:

Clear and detailed

Easy to understand

Ranked according to how important they are

Included with a budget

Able to identify all stakeholders

Able to meet deadlines and timelines

Clearly outlining pros and cons

When there are inconsistencies or inadequacies in the reporting systems, risk control plans or risk
assessments, management is responsible for the clear communication of this to senior management
and other relevant stakeholders. This makes sure further action is taken from an organisational
perspective.

The continuous improvement cycle and process should be followed regularly to make sure all
processes, procedures and regulations are improved and implemented within the organisational
structure.
 P a g e | 89

Learning Task Ten

Why is it important to monitor outcomes of reports on inadequancies?
 P a g e | 90

Activity 4.4.1 – 4.5.1

 P a g e | 91

5. Implement and monitor organisational procedures for

maintaining WHS records for the team

5.1 Accurately complete and maintain WHS records of incidents of occupational injury and
disease in work area, according to WHS policies, procedures and legislative requirements

5.2 Use aggregate information and data from work area records to identify hazards and monitor
risk control procedures in work area
 P a g e | 92

5.1 – Accurately complete and maintain WHS records of incidents of

occupational injury and disease in work area, according to WHS policies,
procedures and legislative requirements
5.2 – Use aggregate information and data from work area records to identify
hazards and monitor risk control procedures in work area

In section 4.1.1 you were asked to put together a draft report to use for the recording of incidents
and accidents.

This type of template needs to be filled out accurately and according to legal, regulatory and general
WHS requirements.

It is very important to ensure these templates are

filled in accurately, so that information from these
forms can be transposed on to reports. These are
sent to management, senior management, other
stakeholders, insurance companies and any
regulatory bodies.

Organisations need to have appropriate record-

keeping systems in place to streamline the WHS
procedures. Many of the codes of practice also
suggest types of records that should be kept and
what they could be used for. Work group
members have an obligation to report incidents,
accidents, potential hazards and near misses to
management.

For this reason, there need to be adequate control measures in place to ensure information is being
reported properly and according to the required regulations and expected standards.

Companies should have in place a way to document, record, verify and improve on WHS information
within the workplace.
 P a g e | 93

Managers and stakeholders need the reassurance of understanding that the information being
supplied to them is accurate and clear, concise and relevant.

If information provided is not accurate and correct, there is the risk of:

Staff members being given incorrect information which can be detrimental to the
organisation

Error rates going up, causing a waste of staff time

Mistrust develops between staff and team members

Waste of time finding accurate information

Possible consequences that can be detrimental to and compromise the safety of staff
members

Information should be:

 Written in a clear and succinct manner

 Kept in a centrally located file so the appropriate staff members have access

 Updated often

 Version controlled so staff members know they are accessing the latest version

Information that needs to be kept includes:

Accident reports – any reports that indicate accidents where an employee was hurt
or equipment was damaged

Incident reports – no matter how trivial or minor an incident seems at the time, all
incidents should be reported. This includes illnesses and near misses

Injury register – all injuries, no matter how small or trivial, need to be recorded

First aid register – this register should keep track of all first aid administered

Managers need to ensure that they support the record keeping process by monitoring and
evaluating the systems regularly, ensuring the systems are structured and well organised, that the
policies and procedures support any required resources and that information is clearly assigned and
locatable.

It is extremely important that any information provided is accurate, reliable, valid and understand
for people who need to analyse the information for further use.
 P a g e | 94

There are a number of compensation-based

statistics that set the parameters for
collection of statistics and information
relating to the prevention of injury and
illness in the workplace.

Managers and staff members can access this

information and use it as a base from which
to review any statistics relevant to their job
roles and industries.

This information is published as the

Compendium of Workers Compensation
Statistics as follows:

Reference: http://www.safeworkaustralia.gov.au/sites/swa/statistics/workers-compensation-
data/pages/compendiumofworkerscompensationstatistics

Note that this website and information was correct at time of publication.

National Data Set for Compensation-based Statistics (NDS Classification System)

The National Data Set for Compensation-based Statistics (NDS) lists a standard set of data items,
concepts and definitions for inclusion in workers’ compensation systems operating in Australia. The
NDS has been implemented in workers’ compensation-based collections administered by state,
territory and Australian government agencies to enable the production of national and nationally
comparable workers’ compensation-based data.

The National Data Set for Compensation-based Statistics (NDS) recommends a standard set of data
items, concepts and definitions for inclusion in workers’ compensation systems operating in
Australia.

The primary purpose of the NDS is to enable the production of national and nationally comparable
workers’ compensation-based data. These data provide an important indicator of the nature and
extent of the work health and safety problem in Australia. In addition, such information is needed to
identify current and emerging work health and safety issues.

The NDS is supported by several classification systems including the Australian and New Zealand
Standard Industrial Classification (ANZSIC), the Australian Standard Classification of Occupations
(ASCO) and the NOHSC Type of Occurrence Classification System (TOOCS). TOOCS is central to the
NDS. It consists of hierarchical classifications for nature, bodily location, mechanism, breakdown
agency and agency of injury or disease. Analysis of these data items allows a determination of some
of the antecedents and consequences of an injury or disease event.

The first edition of the NDS (NDS1) was published in April 1987. The first data produced under this
system relate to the 1991-92 reference period. These data were used to create a national workers’
compensation statistics database. This database is maintained by Safe Work Australia and updated
annually following provision of the latest available information from the jurisdictions. Information
 P a g e | 95

from jurisdictions also includes revised data for previous years, which are used to update the
database.

Two reviews of the NDS have since been completed. A review of NDS1, which addressed the scope,
definitional and classificatory issues
that had arisen over the five years
since its implementation, was
completed in 1999 and a second
edition, NDS2 was published in May of
that year. The first year of reporting
against NDS2 was the 2000-01
reference period and another NDS3 for
2004 and a revision of NDS3 (NDS3.1)
was made in 2008

Since 1998, NDS data have been used

to calculate the work health and safety
indicators in the Comparative
Performance Monitoring (CPM) Report.
In 1999 the Workplace Relations
Ministers’ Council (WRMC) extended
the data collection role of NOHSC to
include all data required to calculate
the full range of CPM indicators. Against this background, the NDS was reviewed again to assess how
these additional data items could best be integrated within the existing NDS. The outcome of this
review, the third edition of the NDS, NDS3 has now been published and includes changes to the
parameters of NDS2 and information on both work health and safety and workers’ compensation
scheme management. NDS3 becomes effective from 1 July 2005.

Through the current version of the NDS, Australia has available to it a workers’ compensation
database covering the more serious compensated work-related injury and disease cases. With some
exceptions, data have been consistently coded to agreed standard classifications with respect to
industry of employer, occupation of employee, and the type and circumstance of the injury or disease
(that is, nature, bodily location, mechanism, breakdown agency and agency of injury or disease).
Information is also available on the age and gender of the injured worker and costs and working days
lost in respect of new cases reported each year.

NDS-based data are used to produce a number of regular and ad hoc statistical reports, including the
annual Compendium of Workers’ Compensation Statistics, Australia, which present the data as
indicators of Australia’s work health and safety experience and performance. NDS-based data also
form the basis of the NOHSC Online Statistics Interactive Database of National Workers’
Compensation Statistics (NOSI and NOSI2). Users can interrogate NOSI specifying their statistical
requirements to generate tables and graphs according to their specifications.

Current NDS-based statistics do not cover all occurrences of occupational injury and disease for the
following reasons:
 P a g e | 96

Temporary disability occupational injuries and diseases that result in absences from work of less than
one working week are not always claimed as workers’ compensation;

Occupational injuries and diseases occurring on a journey to or from work (commuting claims) are
not covered by all State and Territory workers’ compensation schemes;

While the majority of workers are covered for workers’ compensation under general Commonwealth,
State and Territory workers’ compensation legislation, some specific groups of workers are covered
under separate legislation. Every effort has been made to compile data from all groups of workers
but it is known that currently, claims lodged by police in Western Australia and military personnel
within the Defence Forces are excluded;

Most occupational injuries to the self-employed are excluded because such workers generally are not
covered for workers’ compensation;

Not all cases of occupational disease are reported in workers’ compensation statistics. This is because
many diseases result from long-term exposure to agents or have a long latency period, making the
link between the occupational disease and work more difficult to identify; and

Other cases not claimed as workers’ compensation or not acknowledged as being work-related are
excluded.

More information can be obtained from the SafeworkAustralia.gov.au website at URL Address:
http://www.safeworkaustralia.gov.au/sites/swa/statistics/workers-compensation-data/pages/wc-
data – access date: 09/09/2013
 P a g e | 97

Learning Task Eleven

Where can you locate WHS records of incidents in your workplace?
 P a g e | 98

Activity 5.1.1 and 5.2.1

 P a g e | 99

Skills and Knowledge Activity

 P a g e | 100

Nearly there...

Major Activity – An opportunity to revise the unit

At the end of your Learner Workbook, you will find an activity titled ‘Major Activity’. This is an
opportunity to revise the entire unit and allows your trainer to check your knowledge and
understanding of what you have covered. It should take between and 1-2 hours to complete and
your trainer will let you know whether they wish for you to complete it in your own time or during
session. Once this is completed, you will have finished this unit and be ready to move onto the next,
well done!
 P a g e | 101

Congratulations!

You have now finished the unit ‘Implement and monitor WHS policies, procedures and programs to
meet legislative requirements’ .
 P a g e | 102

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

Work Health and Websites

Safety
Australian Chamber of Commerce and Industry (ACCI)
National contacts Website: www.acci.asn.au
Telephone: (02) 6273 2311 (Canberra) or (03) 9668 9950 (Melbourne)

Australian Council of Trade Unions (ACTU)

Website: www.actu.asn.au/
Telephone: 1300 362 223

Australian Industry Group

Website: www.aigroup.com.au

Australian Manufacturing Workers Union (AMWU)

Website: www.amwu.org.au
Email: [email protected]
Telephone: (02) 9897 9133

Australian Nursing Federation (ANF)

Website: www.anf.org.au
Email: [email protected]
Telephone: (02) 6232 6533

Australian Institute of Occupational Hygienists

Website: www.aioh.org.au

Construction Forestry Mining and Energy Union

Website: www.cfmeu.net.au
Email: [email protected]
Telephone: (02) 8524 5850

Construction Safety Managers & Officers Association

Website: www.constructionsafety.com.au
Email: [email protected]

CraneSafe - Crane Industry Council of Australia

Website: www.cranesafe.com.au
Email: [email protected]

Dust Diseases Board of NSW (DDB)

Website: www.ddb.nsw.gov.au
Telephone: 1800 550 027

FarmSafe Australia
Website: www.farmsafe.org.au
Email: [email protected]
 P a g e | 103

Work Health and Websites

Safety
Telephone: (02) 6752 8218

Housing Industry Association

Website: http://hia.com.au
Email: [email protected]
Telephone: (02) 6245 1300

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

Website: www.ergonomics.org.au
Email: [email protected]
Telephone: (02) 9680 9026

Licensing Line News

Website: www.licensinglinenews.com.au
Telephone: (07) 3247 5505

Master Builders Association (MBA)

Website: www.masterbuilders.com.au
Telephone: (02) 6202 8888

Minerals Industry Risk Management Gateway (MIRMgate)

Website: www.mirmgate.com
Email: [email protected]
Telephone: (07) 3346 4081

National Industrial Chemicals Notification and Assessment Scheme

(NICNAS)
Website: www.nicnas.gov.au
Email: [email protected]
Telephone: 1800 638 528 or (02) 8577 8800

National Safety Council of Australia (NSCA)

Website: www.nsca.org.au
Telephone: 1800 655 510

Safety Institute of Australia (SIA)

Website: www.sia.org.au
Telephone: 1800 808 380 or (03) 8336 1993

Standards Australia
Website: www.standards.org.au
Email: [email protected]
Telephone: 1800 035 822

The Royal Australian Chemical Institute Inc. (RACI)

Website: www.raci.org.au
Email: [email protected]
 P a g e | 104

Work Health and Websites

Safety
Telephone: (03) 9328 2033

Working Women’s Centres (NT, SA, QLD)

Website: www.wwc.org.au

URL Address: http://www.safeworkaustralia.gov.au/sites/swa/model-whs-

laws/guidance/volunteers/pages/contacts-links – access date: 09/09/2013

Australian Maritime Safety Authority

Commonwealth Website: www.amsa.gov.au
Contacts Telephone: (02) 6279 5000

Comcare
Website: www.comcare.gov.au
Telephone: 1300 366 979

Federal Safety Commissioner

Website: www.fsc.gov.au
Telephone: 1800 652 500

National Offshore Petroleum Safety and Environmental Management

Authority
Website: www.nopsema.gov.au
Telephone: (08) 6188 8700

Seacare
Website: www.seacare.gov.au
Email: [email protected]
Telephone: (02) 6275 0070

National Transport Commission

Website: www.ntc.gov.au
Email: [email protected]
Telephone: (03) 9236 5000

Australian Capital WorkSafe ACT

Territory Website: www.worksafe.act.gov.au
Email: [email protected]
Telephone: (02) 6207 3000

New South Wales WorkCover NSW

Website: www.workcover.nsw.gov.au
 P a g e | 105

Work Health and Websites

Safety
Telephone: 13 10 50

Northern Territory NT WorkSafe

Website: www.worksafe.nt.gov.au
Email: [email protected]
Telephone: 1800 019 115

Queensland Workplace Health and Safety Queensland, Office of Fair and Safe Work
Queensland, Department of Justice and Attorney-General
Website: www.worksafe.qld.gov.au
Telephone: 1300 369 915 or
(07) 3225 2000

WorkCover QLD
Website: www.workcoverqld.com.au
Email: [email protected]
Telephone: 1300 362 128

South Australia SafeWork SA

Website: www.safework.sa.gov.au
Telephone: 1300 365 255

WorkCover SA
Website: www.workcover.com
Telephone: 13 18 55

Workplace Standards Tasmania

Tasmania Website: www.wst.tas.gov.au
Telephone: 1300 366 322 (inside Tasmania) or (03) 6233 7657
(outside Tasmania)

WorkCover Tasmania
Website: www.workcover.tas.gov.au
Email: [email protected]
Telephone: 1300 366 322 (inside Tasmania) or
(03) 6233 7657 (outside Tasmania)

Victoria WorkSafe Victoria

Website: www.worksafe.vic.gov.au
Email: [email protected]
Telephone: 1800 136 or (03) 9641 1444
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Work Health and Websites

Safety

Western Australia WorkSafe WA

Website: www.worksafe.wa.gov.au
Telephone: 1300 307 877
Part of the WA Department of Commerce

WorkCover WA
Website: www.workcover.wa.gov.au
Telephone: 1300 794 744

URL Address: http://www.safeworkaustralia.gov.au/sites/swa/about/who-we-work-

with/pages/who-we-work-with – access date: 09/09/2013