|
|
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. |
| |
OHS legislation includes: | Commonwealth, state and territory OHS acts and regulations |
| |
Standards include: | Documents produced by national bodies, OHS 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 regulationsnot relate to a standardbe called up as evidence in court or other enforcement action. |
| |
Guidance material is: | An advisory technical document, providing detailed information for use by unions, employers, management, health and safety committee members and representatives, safety officers and others requiring guidance. It advises on 'what to do' and 'how to do it'. Guidance material has no legal standing. |
| |
OHS information includes: | Persons, organisations and references where knowledge about OHS may be obtained. These may be:Internal, including:hazard, incident and investigation reports workplace inspectionsincident investigationsminutes of meetingsJob Safety Analyses (JSAs) and risk assessments organisation data such as insurance records, enforcement notices and actions, workers compensation data, OHS performance datareports and auditsmaterial safety data sheets (MSDSs) and registersemployees handbooks employees including questionnaire resultsOHS advisorsmanufacturers' manuals and specifications |
| External, including: regulatory bodies Office of the Australian Safety and Compensation Council (ASCC)databases such as national and state injury data OHS specialists and consultantsnewspapers and journals, trade/industry publicationsinternet sitesindustry networks and associations including unions and employer groups OHS professional bodiesspecialist advisorsresearch information |
| |
Due diligence requirements include: | All precautions reasonable in the circumstances to protect the health and safety of employees 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 OHS specific functions that impact on the management of OHS and may include: strategic planningpurchasing, procurement and contracting logistics including supply chain and distributionHR, IR and personnel management, including payroll engineering and maintenanceinformation, data and records managementfinance and auditingenvironmental management quality management. |
| |
Indicators of OHS performance include: | Lead indicators that assess how successfully a workplace is developing or improving OHS 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) ora qualitative indicator that describes or assesses a quality or behaviour (such as rating of management commitment to achieving 'best practice' in OHS).Lag indicators that assess how successfully a workplace is developing or improving OHS 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: managerssupervisors health and safety and other employee representativesOHS committeesemployees and contractorsthe community |
| |
Organisation policies and procedures include: | Policies and procedures underpinning the management of OHS including:hazard, incident and injury reporting hazard identification, risk assessment and controlconsultation and participationincident investigation quality system documentation. |
| |
Legislative requirements include: | Commonwealth and relevant state/territory OHS specific acts and regulations, as well as legislation covering: dangerous goodsworkers compensation environment protectionprivacy legislationcontract lawcriminal law common lawindustrial relations lawequal employment opportunity and anti- discrimination law. |
| |
Systematic approach to managing OHS 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 (OHS) 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: | Legislationregulationscodes of practice/compliance codesnational standardsAustralian standardsindustry standardsstandards established by other organisations standards developed internally by the organisation. |
| |
Resources include: | personnelfinance hardware and equipment. |
| |
Expert advice may be sought from: | Persons either internal or external to the organisation including safety professionals ergonomistsoccupational hygienistsaudiologistssafety engineers toxicologists occupational health professionals.Other persons providing specific technical knowledge or expertise in areas related to OHS including: risk managers health professionals injury management advisorslegal practitioners with experience in OHSengineers (such as design, acoustic, mechanical, civil)security and emergency response personnelworkplace trainers and assessorsmaintenance and tradepersons. |
| |
Barriers may include: | languageliteracy and numeracyspecial needs of employeesshift work and rostering arrangementscontractual arrangementstiming of information provisionworkplace organisation structures (e.g. geographic, hierarchical)workplace culture related to OHS. |
| |
OHS plan is | The strategy for implementing the OHS policy and includes:strategic documents developed to improve OHS within an organisation that identifies objectives together with strategies and accountabilities for achieving the objectives and:OHS performance indicators (i.e. objectives and targets that are achievable and practical) reflecting systematic approaches to managing OHSis usually developed annually but may be developed for a shorter or longer periodis reviewed regularlyprovides the basis for OHS Action Plans which are developed to implement the strategic OHS plan |
| |
Key personnel include: | managers from other areaspeople involved in OHS decision makingpeople who are impacted by decisions |
| |