The Range Statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Add any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts. |
| |
WHS legislation varies in different states and will include: | National Work Health and Safety Model Current relevant state/territory WHS legislation Relevant state/territory Manual Handling Code of Conduct |
| |
Standards include: | Documents produced by national bodies, WHS regulators or industry bodies that prescribe preventative action to avert occupational deaths, injuries and diseases. Standards are of an advisory nature only, except where a law adopts the standard and thus makes it mandatory. They may be called up as evidence in court or other enforcement action. |
| |
Codes of practice/compliance codes are: | Documents generally prepared to provide advice to employers and workers, of an acceptable way of achieving standards. Codes of practice/compliance codes may: be incorporated into regulations not relate to a standard be called up as evidence in court or other enforcement action. |
| |
Guidance material is: | Is an advisory technical document, providing detailed information for use by unions, officers, PCBUs, health and safety committee members and representatives, safety officers and others requiring guidance Advises on ‘what to do’ and ‘how to do it’ Has no legal standing |
| |
Hierarchy of risk control (from Safe Work Australia Work Health And Safety - Risks Code of Practice) includes: | The ranking of ways control risks ranked from the highest level of protection and reliability to the lowest, including: Level 1 controls Eliminate hazards Level 2 controls Substitute the hazard with something safer Isolate the hazard from people Use engineering controls Level 3 controls Use administrative controls Use personal protective equipment (PPE) |
| |
WHS information includes: | Persons, organisations and references where knowledge about WHS may be obtained These sources may be: Internal, including: hazard, incident and investigation reports workplace inspections incident investigations minutes of meetings Job Safety Analyses (JSAs) and risk assessments organisation data such as insurance records, enforcement notices and actions, workers compensation data, WHS performance data reports and audits Safety Data Sheet (SDS) and registers employees handbooks employees including questionnaire results Health and Safety Representatives manufacturers’ manuals and specifications |
| External, including: Employee Assistance Program providers and workplace counselling services relevant state WHS Acts, regulations, codes and guidance material other relevant legislation Safe Work Australia State/territory regulatory bodies databases such as national and state injury data WHS specialists and consultants newspapers and journals, trade/industry publications internet sites industry networks and associations including unions and employer groups WHS professional bodies specialist advisors research information |
| |
Due diligence requirements include: | All precautions reasonable in the circumstances to protect the health and safety of workers and others who may be affected by actions or omissions of the individual or corporation. |
| |
Other functional areas and management processes refers to: | Functions other than WHS specific functions that impact on the management of WHS and may include: strategic planning purchasing, procurement and contracting logistics including supply chain and distribution HR, IR and personnel management, including payroll engineering and maintenance information, data and records management finance and auditing environmental management quality management. |
| |
Indicators of WHS performance include: | Lead indicators that assess how successfully a workplace is developing or improving WHS by measuring the activities that drive or ‘lead’ the safety performance. They may be either: a quantitative indicator that can be counted or measured and described numerically (for example, number of safety audits conducted) or a qualitative indicator that describes or assesses a quality or behaviour (such as rating of management commitment to achieving ‘best practice’ in WHS). Lag indicators that assess how successfully a workplace is developing or improving WHS by measuring outcomes such as numbers or frequency of injuries or claims costs: They measure loss and, as changes to these measures usually take considerable time (or ‘lag’) behind the implementation of any improvement strategy, they are termed lag indicators. |
| |
Stakeholders are | Those people or organisations who may be affected by, or perceive themselves to be affected by, an activity or decision including: officers PCBUs Health and Safety Representatives (HSRs) Health and Safety committees (HSCs) workers and contractors the community |
| |
Organisation policies and procedures include: | Policies and procedures underpinning the management of WHS including: hazard, incident and injury reporting hazard identification, risk assessment and control human resources policies and procedures such as harassment and grievance procedures, induction programs, team meetings, alcohol and drug policies consultation and participation incident investigation quality system documentation. |
| |
Legislative requirements include: | National Work Health and Safety Model Current relevant State/territory WHS legislation Other relevant legislation covering: dangerous goods workers compensation environment protection privacy legislation contract law criminal law common law industrial relations law equal employment opportunity and anti- discrimination law. |
| |
Systematic approach to managing WHS includes: | all the comprehensive processes that are combined in a methodical and ordered manner to minimise the risk of injury or ill health in the workplace processes of planning, allocation of resources, communication, consultation, hazard management, record keeping, reporting, training and assessment, and review and evaluation for ongoing improvement. |
| |
Accountability includes: | The processes of verification of proper conduct or by which a person with (WHS) responsibilities demonstrates fulfilment of those responsibilities to those to whom they are answerable. |
| |
Safe design is: | A process that applies information and data about human capabilities and behaviour to the design of objects, facilities, procedures and environments that people use. Safe design generally provides for the minimisation of risk through engineering, rather than reliance on human behaviour. |
| |
Benchmarks may include: | legislation regulations codes of practice/compliance codes national standards Australian standards industry standards standards established by other organisations standards developed internally by the organisation. |
| |
Resources include: | personnel finance hardware and equipment. |
| |
Expert advice may be sought from: | Persons either internal or external to the organisation including: safety professionals ergonomists employee assistance and workplace counselling services occupational hygienists audiologists safety engineers toxicologists occupational health professionals Health and Safety Representatives (HSRs) Health and Safety committees (HSCs) Other persons providing specific technical knowledge or expertise in areas related to WHS including: risk managers health professionals injury management advisors legal practitioners with experience in WHS engineers (e.g. design, acoustic, mechanical, civil) security and emergency response personnel workplace trainers and assessors maintenance and trade persons |
| |
Barriers may include: | language literacy and numeracy special needs of workers shift work and rostering arrangements contractual arrangements timing of information provision workplace organisation structures (e.g. geographic, hierarchical) workplace culture related to WHS. |
| |
WHS plan is | The strategy for implementing the WHS policy and includes: strategic documents developed to improve WHS within an organisation that identifies objectives together with strategies and accountabilities for achieving the objectives and: WHS performance indicators (i.e. objectives and targets that are achievable and practical) reflecting systematic approaches to managing WHS is usually developed annually but may be developed for a shorter or longer period is reviewed regularly provides the basis for WHS Action Plans which are developed to implement the strategic WHS plan |
| |
Key personnel include: | managers from other areas people involved in WHS decision making people who are impacted by decisions |
| |