Contents Contents Before you begin How to work through this learner guide Assessment Introduction: Contributing to implementing and maintaining WHS management systems v v vi 1 Chapter 1: Contributing to developing and promoting WHS policy 3 1.1 Applying knowledge of the elements of WHS policy 4 1.2 Seeking the contribution and support of others when developing and promoting WHS policy 1.3 Applying WHS policy to work areas and job roles and communicating to others Chapter summary 19 Assessment activity 1: Contributing to developing and promoting WHS policy 20 Record your employability skills 22 11 15 Chapter 2: Contributing to WHSMS planning 23 2.1 Applying knowledge of WHS legislation to identify duty holders 24 2.2 Applying knowledge of the elements of a WHSMS plan when contributing to planning 2.3 Facilitating the integration of return-to-work and injury-management procedures 2.4 Communicating the planning process to others and facilitating their contribution Chapter summary 43 Assessment activity 2: Contributing to WHSMS planning 44 Record your employability skills 46 27 36 41 Chapter 3: Contributing to implementing the WHSMS plan 47 3.1 Implementing the WHSMS plan 48 3.2 Communicating the WHSMS plan to others 55 3.3 Facilitating other people s contributions to the WHSMS plan 59 Chapter summary 63 Assessment activity 3: Contributing to implementing the WHSMS plan 64 Record your employability skills 66 iii
BSBWHS405A Contribute to implementing and maintaining WHS management systems Chapter 4: Contributing to evaluating WHS performance 67 4.1 Contributing to the evaluation of WHS performance 68 4.2 Communicating evaluation processes to others and facilitating contributions they may make Chapter summary 83 Assessment activity 4: Contributing to evaluating WHS performance 84 Record your employability skills 86 80 Chapter 5: Contributing to reviewing and improving the WHSMS 87 5.1 Contributing to the review and improvement of WHS performance 88 5.2 Explaining how the WHSMS is to be improved 93 Chapter summary 95 Assessment activity 5: Contributing to reviewing and improving the WHSMS 96 Record your employability skills 98 Final assessment: BSBWHS405A Contribute to implementing and maintaining WHS management systems 99 Employability skills 102 Appendices 103 Appendix 1: How the learner guide addresses the unit of competency 103 Appendix 2: Employability skills 106 iv
BSBWHS405A Contribute to implementing and maintaining WHS management systems 1.1 Applying knowledge of the elements of WHS policy As a person with supervisory responsibilities (or someone hoping to gain these responsibilities), you need to understand what a WHS policy contains and be able to help develop and promote it in your workplace. Supervisors, union representatives, health and safety committee (HSC) members, health and safety officers and health and safety representatives (HSRs) are all roles that aim to contribute to an organisation s health and safety functions. It is vital that you understand the broad range of WHS contexts that exist and that the development of your WHS policy depends on the core business of the organisation you work for. For example, a WHS policy developed for a small coffee shop in a local shopping centre would be very different from one developed by a large manufacturer in the automotive industry. Although the subject matter and procedures contained in these two policies would vary greatly, the elements on which the policy is based should be the same. A WHS policy underpins an organisation s WHS management system (WHSMS). It is important to remember that, while this learner guide discusses each of the elements of a WHSMS in a linear fashion, it is a cyclical process with each of the elements informing the others in a continuous cycle. A WHSMS is not a finite process, but an ever-evolving process of ensuring the best possible health and safety outcomes for an organisation. Successfully implementing the WHS policy and processes requires a thorough and ongoing planning process, which should involve cooperation and consultation between management and workers. This allows the objectives and targets set out in the plan to be effectively translated to daily processes and procedures. The following diagram shows the cyclical nature of a WHSMS. 4
BSBWHS405A Contribute to implementing and maintaining WHS management systems Using effective communication To minimise the risk of a message being missed, it is important to use a number of communication strategies in combination. It is also important to ensure messages are culturally appropriate and at a level relevant to your intended audience. Use language that is appropriate; provide alternative methods of communication for people for whom English is a second language, or for those who have hearing, vision or literacy difficulties. As many workplaces are culturally diverse and made up of people with differing abilities, consider how to effectively communicate to everyone. Effective communication in a diverse workplace can be enhanced using the following communication tips. Tips Use plain English language and terms that are easy to understand. Use terms and examples that are culturally inclusive. Use visual aids such as apps, photographs, graphics and recognised WHS symbols to complement written information. Show a WHS DVD to explain issues and learning points. Have leaflets written in languages other than English if there is a culturally diverse workforce. Arrange open and regular discussion of WHS topics on a team and individual basis within the workplace. Encourage workers to ask questions about and clarify information that is being communicated to them. Provide the opportunity for workers to practise specific tasks to confirm their understanding of safety issues and demonstrate competence. Communicating the policy is a very important aspect to the overall WHSMA. A poorly communicated policy may fail to motivate workers to view health and safety as a priority in their day-to-day tasks. They may feel they have no part in it. In addition, safety standards may be compromised if instructions and procedures are not clearly communicated. It is important to evaluate the effectiveness of your communication strategies. This can be done in many ways including: observation are workers putting the policy into practice? discussion can workers explain relevant WHS practices? meetings with management is management aware of the value and significance of workers feedback; are they acting on it? The following case study illustrates how elements of WHS policy can be communicated and applied to a designated work group specifically for their health and safety requirements. 18
Chapter 2: Contributing to WHSMS planning Chapter 2 Contributing to WHSMS planning It is a legal requirement for an organisation to comply with WHS legislation, regulations, standards and codes of practice, as discussed in Chapter 1. Part of these obligations is the requirement to establish a work health and safety management system (WHSMS) that includes a WHS policy; processes to identify hazards and risks associated with its operations; manages workplace injuries and claims; and determines health and safety targets. The successful development, implementation and operation of such a system requires detailed planning with clearly defined and measurable outcomes. This process should include consultation with all duty holders and a review of current practices to provide a planning framework for implementing the system. The planning process should result in a comprehensive, documented plan detailing the programs and activities required to achieve the overall and specific objectives, performance targets, responsibilities and time frames. In this chapter you will learn about: 2.1 Applying knowledge of WHS legislation to identify duty holders 2.2 Applying knowledge of the elements of a WHSMS plan when contributing to planning 2.3 Facilitating the integration of return-to-work and injury-management procedures 2.4 Communicating the planning process to others and facilitating their contribution 23
Chapter 2: Contributing to WHSMS planning Helping injured workers to resume their duties as soon as possible is a key element of a return-to-work policy. Return-to-work procedures Ensure that a return-to-work plan is available as part of overall planning for the WHSMS. Return-to-work procedures form a part of the overall injury management system and consist of a formal policy and procedures to help the injured worker recover and return to work. The PCBU and the return-to-work coordinator should work with the injured worker to develop a comprehensive rehabilitation and return-to-work plan that includes the worker s goals and objectives; modified tasks and duties for the worker; days and hours to be worked; any restrictions or limitations; and start, completion and review dates. Your involvement may be as a liaison to assist the worker through the plan or as a person with expertise in your specific work area who can assist in developing the plan. Key planning elements should include: early contact with the worker to demonstrate support and advise of entitlements, injury management and rehabilitation procedures providing assistance for the worker to apply for compensation communication procedures for fellow workers and management to make them aware of their responsibilities case notes to be kept, which are signed, dated and contain actions and decisions, along with reasons for these actions and decisions the offer of suitable duties for the injured worker, taking into account their medical needs the plan being made in consultation with the injured worker and all external and internal stakeholders, including doctors, insurers and management continual and regular review of the return-to-work plan to ensure it remains suitable for the worker s needs. Refer to the learner guide BSBWHS407A Assist with claims management, rehabilitation and return-to-work programs for detailed information in this aspect of WHS. 37
Chapter 2: Contributing to WHSMS planning 2.4 Communicating the planning process to others and facilitating their contribution In all elements of a WHSMS, communication is a vital process. Each of the stages of WHSMS implementation requires a well-planned and implemented communication process. Explaining the planning process and encouraging contributions Both WHS and workers compensation legislation requires a consultative process in all aspects of planning. Being able to clearly communicate the WHSMS plan to workers and provide an avenue for consultation ensures that workers feel ownership of the WHSMS and helps engage workers in health and safety issues specific to their work area. Effective consultation includes: sharing information providing opportunities to express views and contribute including access for those with language difficulties or physical impairment taking all views into account advising on the outcomes of consultation. When consulting, make sure that both your verbal and written communication is clear, easily understood and free from jargon. Always explain any technical terms and make use of graphics and photographs to aid comprehension. Safety posters are available from WorkSafe organisations in each state and territory, which convey safety messages clearly and succinctly. Be aware of any language or cultural issues that may impact the style and content of your communication. Also be aware of trust issues that may exist as a result of poor consultation and communication in the past. Always explain why you are seeking information and that the information received will be used to benefit both workers and management. During meetings, provide plenty of opportunities for staff to ask questions, and listen to what they say. Meetings and other interactions must be, and be seen as, a genuine exchange of information. Workers are the ones most likely to spot potential hazards and risks as they go about their day-to-day tasks and often have ideas of how to deal with concerns. Provide a range of strategies for planning and encouraging contributions; for example: Conduct regularly scheduled meetings (toolbox or staff meetings) to provide a forum for workers to raise and discuss safety issues. Circulate agenda items in advance and ask workers to prepare and add discussion items they would like covered. Display memos and draft planning documents on communal noticeboards and ask for feedback. Implement a suggestion box in communal areas. Provide incentives for work groups to contribute to the planning process through their nominated representative. 41
BSBWHS405A Contribute to implementing and maintaining WHS management systems Assessment activity 2 Contributing to WHSMS planning Your trainer or assessor may require you to complete this assessment activity and will provide you with instructions as to how to present your responses. They may provide alternative or additional assessment activities depending on the circumstances of your training program. The following table maps the assessment activity for this chapter against the element and performance criteria of Element 2 in BSBWHS405A Contribute to implementing and maintaining WHS management systems. Part Element Performance criteria A 2 2.1, 2.2, 2.3, 2.4 B 2 2.4 C 2 2.1, 2.2, 2.3 Part A 1. Categorise the four types of duty holders stipulated in WHS legislation and give an example of each one in your workplace or a workplace you are familiar with. Explain your responsibility to these duty holders, giving specific examples. Use a table similar to the following. Duty holders Workplace example My responsibility to duty holders 2. Explain in four dot points why it is important to have an effective return-to-work and injury management process in a WHSMS. 3. In one sentence, define rehabilitation. Give an example of an injury that has occurred in your work area and how it occurred. For example, were procedures followed or not followed? Was there a procedure in place? Comment on how well it was addressed. 4. Write one or two sentences each to explain: how well the planning process for injury management is communicated in your workplace what is not well communicated (if appropriate) how communication could be improved. 44
Chapter 3: Contributing to implementing the WHSMS plan 3.2 Communicating the WHSMS plan to others It is crucial that you have good written and verbal communication skills to ensure WHS information is provided in ways that are easily understood and relevant to the people in your work area. Explaining the plan As a person with WHS responsibilities in your work area, you are the point of liaison between workers and management in regard to health and safety issues. As discussed in section 2.4, you need to be able to interpret and communicate appropriately across a diverse range of stakeholders to ensure objectives and targets are achieved and that the best possible health and safety outcomes occur. It is your job to identify parts of the organisation s WHSMS plan that relate to your work team and interpret the policy and procedures for them so everyone is confident they know what to do and how it fits in with the organisation s plans. Firstly, discuss with your team the overall plans for WHS. Emphasise the importance of each person knowing how to follow policy and procedures correctly and why they need to know this. Discuss where their specific responsibilities lie. For example, when addressing a policy for operating equipment, you need to identify what equipment is used in your area, what procedures relate to your work team, the training available and how their actions support the overall policy. The following table gives some examples of how WHS policy affects a work team. Policy All equipment must be operated safely and according to procedures. All incidents regarding equipment are to be reported and recorded in the incident register located at reception. Equipment is to be serviced regularly and a maintenance record kept in the equipment register located with the specific equipment. How it affects a work team Identify the equipment used. Ensure everyone is trained to operate it. Identify any PPE required when operating the equipment. Explain what may happen if equipment is not used correctly. Explain why this is crucial. Show the team an incident form and how it is to be completed. Explain why it is essential that equipment operates well and the consequences of poor maintenance. Explain who to report to if equipment malfunctions. To ensure you have been successful in explaining the plan to others, observe team members carrying out their daily tasks, provide opportunities for them to ask you questions, monitor reported incidents and seek feedback from third parties. 55
BSBWHS405A Contribute to implementing and maintaining WHS management systems The committee sets priorities associated with these requirements and issues, guided by the organisation s WHS policies and relevant legislation. Committee members need to interpret the information and data they receive. They may need to seek advice from experts in health and safety, including industry associations and government agencies, or conduct research to assist them in understanding the full impact of WHS requirements or issues that are raised. The committee may produce reports and data they can use in seeking management endorsement of their recommendations. Health and safety committee activities are recorded in meeting minutes, issue registers and action plans. This enables the committee to properly track their progress in dealing with issues and requirements raised by managers and workers. Consider the following case study. Case study Angela manages a major supermarket in the inner-city suburbs. She employs 120 full-time staff and has a roster of 60 casual staff. Workers are involved in retail activities, customer service and stock management within the supermarket and the small warehouse area attached to it. Angela decides to establish a health and safety committee within the workplace and asks the workers to elect an HSR and three deputy HSRs. Some areas of the workplace are high-risk due to the use of machinery such as forklifts, meat slicing and boning equipment, and the manual handling of products and goods. Other areas are low risk, but require a high level of focus on health and safety because members of the general public are on the premises and accidents can occur when customers reach for products on high shelves or if spills occur in walkways and aisles. Angela is unsure about the full legal requirements for WHS consultation and participation in her workplace. She has a lot of questions: How can she encourage everyone to contribute to implementing the WHS policies and procedures? How will she ensure workers engage with WHS issues? How will she know if issues are being raised and resolved? How will she track workplace performance in relation to WHS? Practice task 10 Complete the following tasks by referring to the previous case study. 1. Provide Angela with advice on consultation requirements and how she can facilitate contribution from workers. 2. Explain who should be on the health and safety committee and why. 3. Explain what mechanisms should be in place to ensure the committee and representatives are managing the WHS plan effectively. 62
BSBWHS405A Contribute to implementing and maintaining WHS management systems There may be a separate audit form for each aspect, and it may be your responsibility to collate and analyse these. Some forms have a scoring system so you can see how close the performance is with the benchmark or legislation; some merely ask you to tick a Yes or No box. If the organisation does not have a specific form, you may be required to develop your own checklist or audit form for a particular aspect. The following are example audit forms. Example 1 Example Audit Work area: Date: Key to scoring: 1= Not started; 2= Started but less than halfway; 3= More than halfway; 4= Compliant Area Scoring Total Is the work area free of clutter? 1 2 3 4 Is equipment stored in the correct place? 1 2 3 4 Have workers been trained in correct use of equipment? 1 2 3 4 Is the area well lit? 1 2 3 4 Are warning signs posted? 1 2 3 4 Example 2 Manual-handling audit Yes No Comments Workers have been shown the correct way to lift heavy objects. Workers assess what they have to lift and plan how to handle it. Workers bend knees and squat to lift objects or use manual-handling aids. Mechanical handling aids are supplied and their location is known to staff. Training has been provided about manual handling risks in the workplace and the techniques to avoid them. Floor surfaces are non-slippery and level. Work areas are designed so workers do not have to twist, bend or move unnaturally when carrying out tasks. 72
Chapter 4: Contributing to evaluating WHS performance Case study Jay is a WHS supervisor in a medium-sized mining company. Each year, the company conducts an evaluation of their WHSMS to ensure they are complying with legislation, codes of practice and industry standards. The evaluation also indicates if they are meeting the requirements of their duty holders. Jay requests the monthly WHS performance statistics for each operational area of the company, then draws up a plan for evaluation that includes site audits, process checklists and feedback surveys for all duty holders. As Jay is not a mining specialist, he knows he needs to engage some external WHS specialists to assist him with the evaluation of the actual mining production activities. Jay meets with the external specialists who are registered in the company database as the reference point for information about mining operations and WHS management. He discusses his plan for the evaluation and gets their advice about the types of processes that need to be observed in the mining operations areas. Jay then meets with the other duty holders who have an interest in the evaluation to ensure he is aware of their requirements and interest in how the organisation is managing WHS. These duty holders include: the mining industry association representative the employee association representative for the area the internal groups that will be affected by the evaluation including managers, supervisors and employees. Practice task 12 Refer to the previous example to answer the three questions. 1. Why is it important for Jay to engage the duty holders listed? 2. What will these people be able to provide for Jay? 3. How will this ensure his evaluation is effective? Chapter summary Ongoing evaluation of an organisation s WHSMS is necessary to ensure that current processes and methods are meeting identified objectives and targets and that any changes enhance, rather than detract from, WHS performance. Using internal and external sources helps you evaluate how the WHSMS is performing and whether or not the organisation is meeting objectives and targets. An organisation should establish, implement and maintain a variety of processes to evaluate its WHSMS, including auditing, complying with legislation, incident investigation, keeping and maintaining records, monitoring effectiveness of risk controls and health surveillance. These processes may be evaluated using methods such as observation, document analysis, focus groups, surveys and benchmarking. All duty holders in an organisation should be consulted and given the opportunity to provide feedback during an evaluation of the WHSMS. 83