Work Health and Safety Policy
Australian Business and Management Network
Version 1
Australian Business and Management Network Work Health and Safety Policy Version: 1
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1. Work Health and Safety Policy
1. Purpose
The purpose of this document is to outline the organisation's commitment to Work Health and Safety (WHS) and detail responsibilities of all parties for managing and improving health and safety in the workplace. The policy will assist the organisation, its management and its staff, to comply with their obligations under the relevant Work Health and Safety legislation for their state. This policy applies to all the organisation's managers, staff, contractors, associates and visitors.
2. Policy Statement
The organisation is committed to providing and maintaining high standards of safety and health in the workplace. This will be achieved by maintaining a safe and healthy working environment in consultation with staff and elected representatives and through continually improving systems for managing safety and health. It is a fundamental requirement of the company that its activities be carried out in a healthy and safe environment and manner.
3. Objectives
The objectives of this policy and associated procedures are to:
Reduce injury and illness in the workplace
Continually improve as far as is practicable, the health and safety standards of the working environment
Continually improve and integrate effective health and safety management systems into the organisation's management philosophy
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4. Policy Definitions
Hazard means the potential to cause harm (such as injury or illness).
Risk means the likelihood of harm arising from exposure to any hazards and the consequences of that harm (the injury and extent of it).
Incident is defined as any occurrence that leads to, or might have led to, injury or illness, danger to health and/or damage to property or the environment.
Workplace is defined as any location an employee is likely to be in the course of their work.
PCBU means both PCBU and employer as defined by the different Acts ABMN must comply with.
Worker means both worker and employee as defined by the different Acts ABMN must comply with.
Health and safety representative (HSR) means a worker representative that has been elected to provide support/assistance to worker in a particular designated work group.
5. Legislative framework
Workers in Australia are protected by state health and safety legislation. As ABMN is a national company with workers located around the country we have a requirement to ensure we comply with the requirements of all WHS legislation across the country. Legislation includes:
Victorian OHS Act 2004 and OHS Regulations 2007 NSW WHS Act 2011 and WHS Regulations 2011 ACT WHS Act 2011 and WHS Regulations 2011 QLD WHS Act 2011 and WHS Regulations 2011 NT WHS (National Uniform Legislation) Bill 2011and WHS (National Uniform Legislation) Regulations 2011 WA OHS Act 1984 and OHS Regulations1996 Australian Business and Management Association Work Health and Safety Policy Version: 1
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SA WHS Act 2012 and WHS Regulations 2012 Tasmanian WHS Act 2012 and WHS Regulations 2012 Commonwealth WHS Act 2011 and WHS Regulations 2011
Codes of Practice (under all legislation other than Victorian)
Codes of Practice provide practical guidance to those who have duties or obligations under the OHS Act. They aim to provide easy to understand information on how to comply. This information, if applied appropriately, will mean those who follow it are deemed to have complied with their obligations under the OHS Act.
Compliance Codes (under Victorian legislation)
These are exactly the same as Codes of Practice but are called Compliance Codes under Victorian legislation.
Standards
Standards are published documents setting out specifications and procedures designed to ensure products, services and systems are safe, reliable and consistently perform the way they were intended to. They establish a common language which defines quality and safety criteria.
Standards can be guidance documents including:
Australian Standards; International Standards and Joint Standards; Codes; Specifications; Handbooks; and Guidelines. These documents are practical and don't set impossible goals. They are not legally binding unless called up specifically by a piece of legislation.
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Guidelines
Guidelines provide practical guidance for complying with the legislation but are not legally binding.
Relationship between all these documents
The Act is the overarching piece of legislation that needs to be complied with by all parties. The Regulations are made under the Act and are also legislation that needs to be complied with. Codes of Practice are not legally binding but compliance with a code will mean you are deemed to be complying with the legislation. Standards and guidelines provide practical guidance to assist with compliance but do not have any weight legally.
6. Obligations of the Organisation
Even though ABMN is a national company that must comply with all of the WHS legislation outlined above the basic obligations under the legislation does not differ under each of the Acts. The organisation, must ensure they provide a workplace that is safe and without risks to health. In practice this means that the organisation, through its management, shall:
Promote and nurture an organisational culture that adopts health and safety as an integral component of its management philosophy. Ensure compliance with the provisions of the relevant minimum standards for occupational health and safety. Maintain an effective mechanism for consultation and reporting as noted in the legislation Maintain a process for resolving health and safety issues and responsibly managing hazards Identify health and safety training needs for appropriate representatives and ensuring they are met.
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The key duty holders under the legislation are:
PCBUs – they have a duty to provide and maintain a working environment that is safe and without risks to health and safety. Workers – they have a duty to take reasonable care to ensure their own health and safety and that of others that may be affected by their actions and cooperate with the directions of their PCBU.
7. Key Responsibilities
Manager should:
Ensure that staff understand their WHS duties and are familiar with the WHS policy and safe work procedures. This may include:
Encouraging staff to familiarise themselves with the Worksafe Officewise –A Guide to Health and Safety Manual (Jan 2006) which can be found on WorkSafe’s website. Ensuring that the existing work environment, equipment, processes and work practices do not expose staff to hazards as identified in the policy and guidelines. Identifying hazards in the work area, and communicate these hazards to the appropriate representatives in order to mitigate/prevent any potential hazard or risk. Communicating incidents to the appropriate representatives (refer to section 12 of this policy) in a timely manner to find ways of preventing them recurring.
Workers and Visitors should:
Take reasonable care to protect their own safety and health, and the safety and health of others. Cooperate with their manager and appropriate representatives to make the workplace safe. Not interfere with any measures established to ensure safety and health. Contribute to the establishment, maintenance and improvement of health and safety systems in the organisation Promote health and safety in the workplace
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Report hazards, incidents and injuries that occur to the appropriate representatives. WHS Team
The WHS Team can help provide advice and guidance in relation to WHS requirements across the organisation.
Name Role Responsibilities To ensure WHS management plan is implemented and maintained Blake Martin WHS Manager To provide ongoing support to managers in relation to WHS matters Sam Jerkovic WHS Officer Providing ongoing support to workers in relation to WHS matters Brenda Williams Elected Health & Safety Worker representatives acting as the key Tom Araya Representatives (HSRs) contact for raising and dealing with WHS matters Provision of advice and support for the identification of hazards, conduct of risk assessment, provision of risk control, reporting of hazards, incidents, accidents.
8. Consultation
Consultation needs to be a two-way exchange between PCBUs and workers that involves:
sharing information about health and safety giving workers a reasonable opportunity to express their views, and taking those views into account.
Legal duties
In recognition of the benefits that regular consultation can bring all WHS legislation includes a requirement for all PCBUs to consult their workers on matters that will or are likely to directly, affect their health, safety or welfare.
The legislation also requires, if workers are represented by a health and safety representative (HSR), consultation must involve that HSR.
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Consultation may occur in a variety of ways, including by setting up a health and safety committee or by holding regular meetings.
Why Consult?
By drawing on workers’ knowledge and experience, better decisions can be made about health and safety – and that means fewer workplace injuries.
Through talking about safety, PCBUs can become more aware of hazards in the workplace and workers can provide suggestions about how the work could be done safely.
Effective consultation can also lead to:
more informed management decisions that take into account a wider range of ideas about health and safety issues in the workplace and how to fix them stronger commitment to decisions because everyone’s involved in reaching them a tried and tested way of dealing with health and safety problems more openness, respect and trust because PCBUs and workers have a better understanding of each other’s points of view.
Consultation should not be seen as just a legal requirement, but as an essential part of managing health and safety at work.
Consultation procedures Consultation relating to WHS matters should occur regularly (e.g. as part of regular team meetings). The purpose of consultation is to identify and raise issues early so that they can be rectified prior to an incident occurring.
WHS consultation process:
Issue is raised with WHS Team in writing (email is fine) WHS team to respond to the person raising the issue within 10 working days
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where possible issue to be rectified within 10 working days (or develop an action plan to deal with the issue as quickly as possible) actions to be recorded within 10 working days outcomes of consultation to be communicated to all workers within 10 working days (via WHS newsletter)
9. WHS Training Legal duties WHS legislation requires PCBUs to provide the following to: Workers - information, instruction, training and supervision to all workers to enable them to perform their work in a way that is safe and without risks to health HSRs – opportunity to attend initial HSR course and an annual refresher course Visitors – onsite safety induction (as required)
As a minimum all ABMN workers must complete the following training: Induction – run internally by HR this training provides workers with an overview of policies and procedures relevant to all workers working at ABMN Intro to WHS – run internally by WHS Team this training provides workers with an overview of WHS legislative requirements under relevant WHS Act, Regulations and Codes of Practice and consultative mechanisms in place at ABMN Hazard identification training – run internally by WHS Team and includes conducting completion of hazard identification form
In addition to the above, managers must complete WHS for managers – externally provided this training provides manager’s with an overview of their legal obligations under the WHS legislation.
In addition to this, workers may have access to specific training, coaching and mentoring assistance to facilitate achievement of WHS goals. This may include: Manual Handling – externally provided this training provides all workers with an overview of the most common hazards and risks associated with manual handling and the legislative requirements to help eliminate or reduce those risks.
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one on one time with WHS Officer in relation to hazard identification, risk assessment and risk control methods mentoring by a HSR to take on that role training on the use of the workplace assessment checklist coaching of legislative requirements relevant to individual
In order to take advantage of this, workers are required to discuss their needs with their manager and if relevant the manager WHS.
Health and Safety Representatives (HSRs) require additional training including: completion of HSR training course - externally provided this training provides HSR with the knowledge to undertake their duties as HSR at ABMN access to ongoing professional development sessions on request one on one coaching/mentoring with Manager, WHS
10. Common Hazards
Managers have an overall responsibility to ensure that workers are not exposed to hazards within their work environment. A complete list of office hazards can be sourced from the Worksafe Officewise –A Guide to Health and Safety Manual (Jan 2006).
As most ABMN workers work remotely, prior to commencing work they are required to complete the Workplace Assessment Checklist to ensure their workplace is safe and without risks to health and safety. Some of the most common hazards that are likely to affect our workers are:
Manual handling
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Manual handling refers to any activity requiring the use of force exerted by a person to lift, push, pull, carry or otherwise move or restrain something. For the purpose of this policy, manual handling tasks commonly performed in offices include lifting and carrying boxes of photocopying paper; moving office furniture and equipment such as computers and printers; handling large files, books and legal documents; prolonged data entry; and opening and closing filing cabinet drawers. To eliminate the risk of injury from manual handling, all staff must comply with the manual handling safety guidelines.
Musculoskeletal disorders (MSD)
MSD is a collective term for a range of conditions characterised by discomfort or pain in muscles, tendons and other soft tissues, with or without visible symptoms. MSD are usually associated with tasks involving repetitive movement, sustained or unnatural postures or forceful movements. To alleviate the risk of MSD, workers are advised to take short pauses from work frequently. Such pauses will depend on the nature of work the worker undertakes.
Stress
Stress in the office environment is often associated with workers feeling unable to cope and unsupported which may lead to illness, injury and job failure. Stress reactions may also arise from monotonous work, performing work that goes against personal or social standards, unpredictable, long or unsocial working hours, workers being unable to participate in decisions about their work or control how they do it and environmental conditions. If a worker is experiencing any of the above, they are encouraged to discuss the issue with their immediate manager to seek resolution
Bullying
Workplace bullying is repeated unreasonable behaviour directed towards a worker or group or workers that places their health or safety at risk and is likely to victimise, humiliate, undermine or threaten them.
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Bullying usually comes from a source inside the workplace and the bullying maybe worker to worker; PCBU to a worker or group of workers; a group to an individual or another group; or clients and customers to workers.
The following types of behaviour are some examples of what constitutes bullying. Note that this is not an exhaustive list:
verbal abuse, excluding or isolating particular workers, harassment or intimidation; assigning meaningless tasks unrelated to the worker’s job or tasks that are impossible for the worker to successfully complete; changing work rosters with the deliberate intention of inconveniencing particular workers; intentionally withholding information that prevents a worker from effectively carrying out the job; and unreasonable threats of dismissal
Workers of the company who believe they have been subjected to workplace bullying are encouraged to raise the grievance in accordance with ABMN’s grievance procedure located on the intranet. ABMN applies the principles of confidentiality, fairness, no victimisation and timeliness in relation to all raised grievances including workplace bullying.
Cyberbullying
Cyberbullying refers to bullying through information and communication technologies such as mobile phone text messages, emails, phone calls, internet chat rooms, instant messaging and social networking sites. Examples of Cyberbullying include (but are not limited to):
malicious or threatening emails or SMS communications to an individual’s phone or email address; electronic communications that feature offensive content such as explicit images or jokes/comments about ethnicity, religion or sexual preference;
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electronic communications aimed at correcting and providing feedback to an individual that are copied to a group with the intent of publically shaming or demeaning the individual; malicious or threatening comments about an individual posted on blogs or social networking sites; sharing embarrassing, offensive or manipulative images or videos of an individual; screen savers or desktop backgrounds featuring offensive content.
Workers of the company who believe they have been subjected to cyberbullying are encouraged to raise the grievance in accordance with ABMN’s grievance procedure located on the intranet. ABMN applies the principles of confidentiality, fairness, no victimisation and timeliness in relation to all raised grievances including cyberbullying.
Lighting
Good lighting and quality of lighting is essential to see clearly and to perform tasks safely. The quality and type of lighting at ABMN has been taken into account in the design of the building. Should an worker have an issue with the lighting in the office, please contact ABMN’s Human Resources Coordinator who will organise a specific measure test to determine if the lighting requires adjustment.
Noise in the workplace
Noise within the office environment can originate from internal or external sources. Where noise has been identified as a hazard, the relevant WHS regulations should be followed to identify, assess and control excessive noise levels. Should a worker have an issue with the noise level in the office, please contact ABMN’s WHS Manager.
Workstation Design
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All employees of ABMN must conduct an ergonomic assessment of their workstation prior to commencement of employment. It is important to ensure workers know how to adjust their chairs and arm rests to suit requirements (i.e., is the surface set just below your elbow height). Guidelines for the complete set up of your workstation including telephones, computers, keyboards etc can be obtained from ABMN’s Intranet.
Housekeeping Issues
Walkways should be kept clear of obstructions at all times to eliminate the risk of tripping or falling. Storage of cleaning products should be done so in an appropriate container with clearly visible labels. Such substances can be considered extremely harmful should an accident occur. Waste paper should be disposed of in the recycling bins located on levels one and two of the building. These bins are emptied on a nightly basis. Food Hygiene should be maintained at all times. Old food in the fridge not only causes unwanted odours but can introduce bacteria into the fridge storage area. All food left in the fridge will be disposed of by ABMN’s cleaner every Friday afternoon. Staff are advised to remove/retrieve such items prior to the cleaner disposing of remaining food Slips, Trips and Falls are a major source of office injuries. Prompt clean up of office spills can help avoid the prevalence of such accidents. If a worker has made a small office spill, the individual is required to clean the area. Should a major spill need to be cleaned, please contact ABMN’s Human Resources Coordinator who will action the necessary. Smoke-Free workplace - The Company e n f o r c e s a smoke free working environment. Employees who wish to smoke will be expected to be responsible and reasonable in taking breaks. Use of VDU equipment - Any staff member experiencing eye problems associated with the use of the VDU equipment in the course of their duties with the company should contact the Human Resources Coordinator. If deemed necessary the Human Resources Coordinator will carry out a workplace assessment to ascertain the nature of the problem and rectify the issue.
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11. Risk management
The risk management process consists of four main stages:
Stage 1 - Hazard identification
This is the process of identifying all situations or events that could give rise to injury or illness. It generally involves consideration of the type of injury or illness possible, (for example musculoskeletal disorders (MSD)) and the situations and events that could create potential for the injury or illness (for example, prolonged bending over a low desk during a collating task). When a hazard is identified, a worker must complete a Hazard Identification form as outlined in part 12 of this document.
Stage 2 - Risk assessment
This process determines whether there are any risks associated with the identified hazards. This generally involves consideration of the nature of exposure to the hazards, including the frequency and level of exposure, pattern of exposure (continuous or intermittent) and adequacy of any existing risk control measures.
Stage 3 - Risk control
This process determines and implements appropriate measures to control risk. Factors that are assessed as posing an increased risk are required by legislation to be controlled so far as is ‘reasonably practicable’.
The objective of all WHS legislation is to eliminate at the source risks to the health, safety and welfare of persons at work.
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If risks cannot be eliminated, WHS legislation requires that they be reduced so far as is reasonably practicable. You could use one or more of the following methods:
substitution of the hazard with something posing a lower risk; isolation – for example, enclosing the hazard; or engineering control – for example, a mechanical aid. If a risk to health and safety remains after the above methods have been used, administrative controls, for example work procedures and training, should be applied and, if relevant, personal protective equipment should be worn.
To adequately assess and manage risks please refer to Risk Management Plan and Risk Treatment Plan that can be found on our intranet.
Stage 4 - Evaluation of control measures
This means checking to see whether the introduced changes reduce the risk previously assessed. It may involve repeating the process of hazard identification, risk assessment and risk control to ensure that all risks to health and safety from a particular hazard have been controlled as far as practicable. This depends on the hazard, the nature of the assessed risks and on the control measures used. Where the evaluation of risk control measures reveals some remaining risk, the process continues until risk is minimised as far as reasonably practicable.
When a risk control is deemed to be inadequate it must be reported to the WHS Team for review and action. The process for dealing with such risk controls must include:
Hazard identification – does the hazard still exist or is a new hazard present Risk assessment – what is the risk Risk control – what changes need to be made to the existing risk control to ensure the risk is control in accordance with the hierarchy of control.
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12. Reporting and resolving WHS issues
Where an identified issue cannot be immediately resolved, the person raising the issue shall complete a hazard identification form (obtained from the intranet) and consult with her/his immediate manager. The manager shall make a concerted attempt to clarify the issue and resolve it promptly. The person raising the issue or the manager may seek assistance from a member of the WHS Team to resolve the issue.
Issues considered to pose serious and imminent risk of injury shall be referred to the senior manager. Issues which are not resolved through local mechanisms, including senior management, shall be referred to the WHS Committee, and/or the Chief Executive.
Where an issue cannot be resolved in the organisation's consultative process, the State legislation nominates the mechanism to be used to arbitrate a resolution.
Feedback on the resolution of a WHS issue must be reported to all parties.
12. Incident investigation and reporting
All incidents that occur involving ABMN workers must be reported by completing the Incident Notification Form which can be found on the intranet. An investigation of all incidents must be conducted and must involve the worker, their direct manager and a member from the WHS Team. A report of the findings of all investigations must be completed and the incident register must be updated.
13. Work Health and Safety Committee
The CEO shall appoint a committee, convened by the WHS Manager, and including a staff member from each department to advise on implementation of this policy, any issues arising from it, and other matters as set out in relevant WHS legislation. Australian Business and Management Association Work Health and Safety Policy Version: 1
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14. Consequences, Sanctions and Penalties
The role of the WHS state regulators (such as Victorian WorkCover Authority) is to enforce the relevant WHS legislation. Non-compliance with the legislation may result in the regulator issuing an improvement or prohibition notice or in certain circumstance prosecution.
Failure to comply with Codes of Practice/Compliance Codes, Standards or guidance material will not directly result in the issue of a notice or prosecution but may result in:
unnecessary accidents/incidents costs attributed to incidents/rehabilitation/claims downtime while investigating hazards/risks/incidents
Breaches of any WHS policies or procedures should be reported to the relevant line manager. Management of breaches shall be at the discretion of the Chief Executive and in accordance with the organisation's disciplinary procedures.
15. Reference/Guidance
ABMN has sourced and followed (where applicable) the recommendations in the Worksafe Officewise – A Guide to Health and Safety Manual (Jan 2006). This guide acts as the underpinning reference to this policy and more detailed information can be obtained therein.
16. Forms
All related forms in this policy may be obtained on ABMN’s Intranet.
Date Effective Policy Review Date
Stuart Hamilton
Superseding Not Applicable Approver CEO
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2.
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