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Occupational Health and Safety Information Manualfor Supervisors in the NSW Construction Industry

Prepared by WorkCover, in consultation with industry,as part of WorkCover’s Year 2000 Best Practice Program

N EW SOUTH WALES

Copyright 1999 WorkCover NSW

Occupational Health and Safety Information Manualfor Supervisors in the NSW Construction IndustryPublished and distributed by WorkCover NSW

First Published: November 1999

Copyright ©1999 WorkCover NSWThis publication is copyright. Except as expressly provided in the Copyright Act1968, no part of this publication may be reproduced by any means (includingelectronic, mechanical, microcopying, photocopying, recording or otherwise) withoutprior written permission from the publisher.

Contents

Introduction .............................................................................................................. 1

Background to Development ....................................................................................... 1

Aims of the Manual ..................................................................................................... 2

Content of the Manual ................................................................................................ 2

Indicative Uses of the Manual ...................................................................................... 3

SECTION 1Managing Occupational Health and Safety ............................................................... 5

Defining Occupational Health and Safety Management .............................................. 5

OHS Management Systems ......................................................................................... 5

WorkCover NSW Six Step Approach to OHS Management ........................................... 6

Organisational Policy and Programs in OHS ................................................................ 6

Proactive OHS Policy .................................................................................................. 7

NSW Government Approach toOHS Management in the NSW Construction Industry ............................................... 7

Government Reform in Occupational Health, Safetyand Rehabilitation (OHS&R) for the Construction Industry .......................................... 7

Corporate OHS&R Management System Components ................................................... 8

OHS&R Management System Elements ........................................................................ 8

OHS&R Management in the Context of NSW Government Reform ......................... 9

SECTION 2Occupational Health and Safety Information and Training Strategies ....................... 11

Forms of OHS Information ......................................................................................... 11

Effective Communication ............................................................................................ 12

OHS Training in the Construction Industry ............................................................... 13

Training Needs Analysis .............................................................................................. 15

OHS Induction Training ............................................................................................ 15

Additional Training for Supervisors ............................................................................. 17

On-going Training Requirements ................................................................................. 18

SECTION 3Hazard Identification and Assessment Processes ........................................................ 19

Construction Work Hazard Identification ................................................................... 19

Assessing the Risk of Injury and/or Illness .................................................................... 20

Risk Assessment Methods in OHS ................................................................................. 21

Developing Safe Work Procedures in Project or Site Construction Work .................... 22

Site Specific Safe Work Plan ........................................................................................ 22

Safe Work Method Statements and Job Safety Analysis Forms ........................................ 25

Acquiring and Disseminating OHS Hazards Information ............................................ 26

Role of State and National OHS Authorities ................................................................. 26

SECTION 4Development and Implementation of Occupational Healthand Safety Risk Control Strategies ............................................................................. 29

Control Strategies in OHS ........................................................................................... 29

OHS Process Controls .................................................................................................. 31

Specific Common Construction Work Activity Controls ............................................. 32

Drugs and Alcohol ....................................................................................................... 32

Electrical Safety ........................................................................................................... 32

Excavation Work: Common Hazards ........................................................................... 33

Excavation Work: Security and Fall Prevention ............................................................ 33

Hazardous Substances ................................................................................................. 34

HIV and Other Blood Borne Pathogens in the Workplace .............................................. 35

Manual Handling ....................................................................................................... 35

Noise .......................................................................................................................... 37

Personal Protective Equipment/Personal Hearing Protection (PPE/PHP) ........................ 37

Scaffolding .................................................................................................................. 38

Shift Work .................................................................................................................. 38

Stress .......................................................................................................................... 38

Ultraviolet (UV) Radiation ......................................................................................... 39

Working at Height ...................................................................................................... 40

Working in Confined Spaces ........................................................................................ 41

Working Near Traffic ................................................................................................. 42

SECTION 5Occupational Health and Safety Maintenance,Review and Improvement Strategies .......................................................................... 45

Internal OHS Reviews ................................................................................................. 45

OHS Management System Audits ............................................................................... 46

Project Level OHS Reviews .......................................................................................... 47

Investigation Procedures ............................................................................................... 47

Interview Techniques .................................................................................................. 49

External OHS Reviews ................................................................................................ 50

Improvement Notices ................................................................................................... 52

Prohibition Notices ..................................................................................................... 52

Infringement Notices (On-the-Spot Fines) ..................................................................... 53

Case Studies ................................................................................................................. 55

Building Maintenance Contractor Fined $80,000 (February 1997) .............................. 55

Large Construction company fined $175,000 (April 1996) ........................................... 55

SECTION 6Workplace Injury Management in New South Wales ................................................ 57

Injury Management Resources and Procedures ............................................................ 57

Workplace Injury Management and Workers Compensation Legislation ..................... 58

Employers’ Responsibilities ........................................................................................... 59

Employee Rights and Responsibilities ............................................................................. 59

Insurers Responsibilities ............................................................................................... 60

Nominated Treating Doctor ........................................................................................ 60

Injury Management Consultants .................................................................................. 61

Approved Medical Specialists ........................................................................................ 61

Claims Procedures ....................................................................................................... 61

Compensation for Injury and Illness ............................................................................ 62

Entitlements ................................................................................................................ 62

Benefits ....................................................................................................................... 62

Return to Work (Rehabilitation) Programs ................................................................... 63

Rehabilitation Providers .............................................................................................. 64

Principles of an Effective Return to Work Program ..................................................... 65

References and Recommended Publications ................................................................. 67

WorkCover NSW Offices ............................................................................................ 68

Appendix A. Construction Industry Statistics .............................................................. 69

Appendix B. Hazard Identification and Risk Assessment ............................................. 71

Mapping Reference SheetCPSC OHS&R Management Systems Guidelines (3rd Edition)and WorkCover NSW Construction Supervisors Information Manual

Supervisors Manual CPSC Guidelines CPSC Reference

Section 1.Managing OHS E1 Management Responsibility Page 10

E2 Subcontracting & Purchasing Page 11E3 Process Control Page 12E5 Control of OHS&R Issues Page 15E9 OHS&R Records Page 19

Section 2.OHS Information E7 Handling, Storage,& Training Strategies Packaging and Delivery Page 17

E8 Training Page 18

Section 3.Hazard Identification E1 Management Responsibility Page 10& Assessment Processes E3 Process Control Page 12

E4 Inspection and Testing Page 14E9 OHS&R Records Page 19E11 Internal OHS&R Reviews Page 20

Section 4.OHS Risk E3 Process Control Page 12Control Strategies E4 Inspection and Testing Page 14

E6 Corrective Action Page 16E7 Handling, Storage,

Packaging & Delivery Page 17E9 OHS&R Records Page 19

Section 5.OHS Maintenance, E9 OHS&R Records Page 19Review & Improvement E11 Internal OHS&R Reviews Page 20Strategies

Section 6.Workplace Injury E5 Control of OHS&R Issues Page 15Management in NSW

The above information has been included to assist supervisors and managers to cross-referencethe information contained in this manual against the CPSC key elements of an OHS&Rmanagement system.

INTRODUCTION 1

Occupational Health and Safety Information Manualfor Supervisors in the NSW Construction Industry

Introduction

Background to Development

The Occupational Health and Safety Act of NSW Act 1983 (“the OHS Act”) placesa responsibility on employers to inform, instruct, train and supervise their employeesto ensure their health, safety and welfare when performing construction work.

Effective supervision of employees in relation to workplace health, safety and welfareis an essential part of every Project Managers’ and Supervisors’ job.

Over the past 10 years, over 150 building workers have been killed in workplaceincidents in New South Wales alone. Share a thought for these workers and the painand suffering of their families. Details of the mechanisms of these fatalities are shownin Appendix A. In 1996/97 there were also 6176 employment injury claims in NSW(for permanent or temporary disability of more than 5 days duration) of which 4741were for workers injured and 1435 for occupational diseases.

In addition to the human pain and social costs of workplace injury and disease, are theeconomic costs to the industry and the community. In 1996/97, the total workerscompensation costs to employers in the Construction Industry was $185 million.

This manual has been developed to assist project managers and supervisors to betterfulfil their responsibilities in managing occupational health and safety. In particular,it has been prepared to provide supervisors with a broad, introductory understandingof the principles for systematically managing workplace health and safety.

The systematic management of OHS is critical to improving the occupational healthand safety performance of the industry. To effectively implement a systematicapproach to managing OHS contractors must provide appropriate training to theirproject managers and supervisors in OHS risk management and their company’sOHS management system. This key objective is recognised in a Memorandum ofUnderstanding signed in 1998 between the NSW Government and the ChiefExecutive Officers of 17 of the principal contractors in NSW. A broad range of tradeunions and industry associations are supporting signatories to the MOU.

This manual will assist those contractors signatory to the MOU and other employerswithin the industry to better manage OHS.

OHS INFORMATION MANUAL FOR SUPERVISORS IN THE NSW CONSTRUCTION INDUSTRY2

In 1999 new legislation came into force to provide for OHS Induction Training in theconstruction industry. A Code of Practice: Occupational Health and Safety Training forConstruction supports the new regulatory framework. As part of these new trainingrequirements outlined in the Code, supervisors who direct construction work mustreceive training in the management, implementation and documentation of OHS forconstruction work.

The Code of Practice identifies specific topics or knowledge areas required by thosepeople undertaking management or supervisory functions on a construction work-site. These areas form the basis of the information provided in this manual.

Aims of the Manual

The aim of the manual is to provide detailed information on the topic areas identifiedby the Code of Practice and to assemble relevant up-to-date OHS information thatexplains construction managers’ or supervisors’ functions and responsibilities.

The manual should be of ‘day to day’ use in managing OHS at the ‘middle’ or ‘frontline’ manager level.

Content of the Manual

The content of this manual is structured into the following major sections.

1. Managing Occupational Health and Safety

2. Occupational Health and Safety Information and Training Strategies

3. Hazard Identification and Assessment Processes

4. Development and Implementation of Occupational Health and Safety RiskControl Strategies

5. Occupational Health and Safety Maintenance, Review and ImprovementStrategies

6. Workplace Injury Management in New South Wales

Topics addressed include the management and implementation of hazard identification,risk assessment and appropriate control measures in OHS, unsafe incident investigationand testing procedures, specific contractor and subcontractor OHS responsibilities,application of national standards and specific hazard risk assessment controls.

The manual also covers NSW OHS legislative requirements, the role of training,communication and consultation as part of safe systems of work for the constructionindustry and the role of OHS regulatory/support bodies.

INTRODUCTION 3

The reader will be introduced to construction employee welfare provisions of the OHSAct and its regulations, as well as covering environmental protection legislation thatapplies to construction work. Emergency management planning and procedures aswell as specific event emergency and security management issues are also explained.

Indicative Uses of the Manual

This manual will be useful for a number of purposes including:

• as a source of information and reference point for managers and supervisors intheir management of Occupational Health and Safety in the workplace

• as a resource and tool to underpin the development of work activity inductiontraining courses for supervisors detailed in the new Code of Practice: OccupationalHealth and Safety Training for Construction Work that focus on OHS managementissues. This construction work activity aims to provide participants with knowledgeof health and safety issues that are relevant to the activity, i.e. supervising othersin, for example, concreting, painting, steel fixing, plant operating

• as a resource to assist in the development of specific construction managementtraining where OHS issues are part of the training material

• to assist in developing training courses based on the generic occupational healthand safety competencies recommended by Worksafe Australia. These nationalguidelines are known as the National Guidelines for Integrating OccupationalHealth and Safety Competencies into National Industry Competency Standards{NOHSC: 7025 (1998)}. For people who require training in implementingeffective occupational health and safety management such as supervisors in theconstruction industry, the national guidelines specify ‘Generic Competency B’ asa minimum requirement. For those with managerial responsibilities, or for thosewho own and control their own construction business, ‘Generic Competency C’is applicable.

4 OHS INFORMATION MANUAL FOR SUPERVISORS IN THE NSW CONSTRUCTION INDUSTRY

Intentionally Left Blank

SECTION 1. MANAGING OCCUPATIONAL HEALTH AND SAFETY 5

Section 1Managing Occupational Health and Safety

Defining Occupational Health and Safety Management

Occupational Health and Safety (OHS) management is a process of planning, organising,leading and controlling, and where relevant, staffing, to enable the integration of safetyinto every part of an organisation’s processes. Managerial authority, responsibility andaccountability for occupational health and safety, as for other activities, should beclearly defined throughout an organisation, and matched by appropriate training andavailability of resources and funds.

The aim of managing OHS successfully is to create a safe working environment whilstachieving organisational goals in the conduct of the day to day business of theorganisation. Planning for, implementing and reviewing safety measures becomes partof the everyday processes of the organisation.

The ownership of OHS strategies usually originates with management’s commitmentto safety. Devolved strategies may then be formed at each level of the organisation inorder to achieve organisational goals. These goals can then be evaluated and newstrategies developed to maximise performance in occupational health and safety.

OHS Management Systems

The OHS Management Systems model will enable an organisation to establish aprevention system to safeguard the working environment. Establishing an effectiveand pro-active prevention program encourages an emphasis on prevention rather thanmerely responding to problems as they arise.

There are several comprehensive management systems and tools available to employers.The decision as to which is most appropriate depends on several factors. These factorsinclude the organisation size, structure, complexity and product or service delivery.


WorkCover NSW Six Step Approach to OHS Management

The Six Step Approach to OHS management promoted by WorkCover NSW can beapplied to all hazards and consists of the following:

1. develop an OHS policy and programs

2. methods of consultation

3. set up a training strategy

4. set up a hazard identification and workplace assessment process

5. develop and implement risk control strategies

6. promote, maintain and improve strategies.

Organisational Policy and Programs in OHS

An organisation’s Occupational Health and Safety policy is a public statement signedby senior management expressing its commitment and intent to manage its OHSresponsibilities.

In publishing the policy the organisation is sending a clear message that it has a visionand commitment to OHS management that is to be applied throughout the wholeorganisation.

At minimum, an OHS policy should:

• be dynamic and relevant to the organisation’s overall vision and objectives

• be appropriate to the nature and scale of the organisation’s OHS risk

• include the commitment to consultation at all levels within the organisation

• broadly define the responsibilities of all parties in the workplace

• target the elimination/control of risks that could lead to work-related injury andillness

• be documented, maintained and communicated to all employees

• be available to interested parties

• provide for continual improvement to objectives and be reviewed regularly toensure it remains relevant and appropriate to the organisation.

This type of policy is intended to clearly inform employees, suppliers, customers andother relevant parties that OHS is an integral part of all operations. The employer statesan intention to be actively involved in the review and continual improvement of OHSperformance.


Proactive OHS Policy

Characteristics of a pro-active OHS policy would include:

• an OHS policy which is on public display

• a joint approach to resolving OHS issues

• adequate OHS training for staff

• hazard identification and workplace assessment

• implementation of hazard controls

• promoting, maintaining and improvement of all OHS systems

• active OHS programs

• implemented safe work plans

• adequate supervision

• formation and operation of a workplace OHS committee.

This type of policy is designed to demonstrate the employer’s commitment toOHS. Participation and support from all employees is required through effectiveleadership, communication, delegation and appropriate resource allocation. Theemployer continues to redefine the policy and program in consultation with employeesand employee representatives. Once developed, they should be made available toemployees and form part of any induction, information and training sessions.

NSW Government Approachto OHS Management in the NSW Construction Industry

The NSW Government has a strong commitment to reform the construction industrywithin the state. This commitment embraces a wide range of recent initiatives coveringtendering ethics; best practice; workplace reform; industrial relations; occupationalhealth and safety; workplace injury management and rehabilitation; environmentalmanagement; legislative and administrative reform; law enforcement and industryconsultation.

Government Reform in Occupational Health, Safety

and Rehabilitation (OHS&R) for the Construction Industry

The NSW Government is committed to creating a safe working environment throughcontinuous improvement in Occupational Health, Safety and Rehabilitation. TheNSW Government issued OHS&R Management Guidelines in 1994. These guidelineswere first applied to NSW Government projects having a value of $20M or more. Thisthreshold has since been reduced to projects having a value of $3M or more andprojects having a value under $3M, where the government agency determines thatthe work has a high safety risk, interfaces with another project with high safety risk,or is otherwise sensitive in terms of OHS&R.


Corporate OHS&R Management System Components

Guidelines issued by the Construction Policy Steering Committee (CPSC) incollaboration with WorkCover NSW, identify four components as part of a CorporateOHS&R Management System. These components are:

• management system with at least 11 key elements

• project OHS&R management plan

• site specific safety management plan

• safe work method statements.

OHS&R Management System Elements

There are 11 key system elements in the guidelines. These are:

1. management responsibility

2. subcontracting and purchasing

3. process control

4. inspection and testing

5. control of OHS&R issues

6. corrective action

7. handling, storage, packaging and delivery

8. training

9. OHS&R records

10. design

11. internal OHS&R reviews.

For a ready reference on mapping these 11 CPSC elements against the content ofthis information manual, a Mapping Reference Sheet follows the contents page of thismanual. Another seven elements are optional. These include:

1. documentation

2. statistical techniques

3. client supplied products

4. inspection and test status

5. measuring equipment for inspections and tests

6. product identification and traceability

7. servicing.


OHS&R Management Systems can be submitted for accreditation to NSW governmentconstruction agencies. WorkCover NSW may participate in the audit process ifrequested by the relevant agency.

The CPSC will maintain a central registry of service providers whose CorporateOHS&R Management Systems are accredited by the NSW government constructionagencies.

OHS&R Management in theContext of NSW Government Reform

The Code of Practice for the Construction Industry and the Code of Tendering for theConstruction Industry apply to all government buildings, construction, maintenanceand material supply contracts, consultant commissions and government fundedprojects and sites. The Codes establish the principles and standards of behaviour whichmust be observed by any contractor, subcontractor, consultant and supplier wishingto do business with the government, or working on projects to which the Codes apply,including those with private sector funding.

The Codes, as part of the overall reform strategy, aim to increase industrycompetitiveness, cooperation and productivity, and should be seen as a suitablebenchmark for all participants in the construction industry, particularly privatecompanies bidding for state government construction contracts. The government willbe strongly promoting the widespread adoption of the Codes.

The Codes particularly identify OHS as an important component of standardsrequired of construction work tendering. These Codes are issued by CPSC.

SECTION 2. OHS INFORMATION AND TRAINING STRATEGIES 11

Section 2Occupational Health and SafetyInformation and Training Strategies

Extensive health, safety and welfare information and instruction is required in theconstruction industry. Under Section 15(2)(c) of the NSW OHS Act, the employerhas a legal obligation to provide employees with the information, instruction, trainingand supervision necessary for them to do their jobs without risk to their health andsafety.

Forms of OHS Information

OHS information and instruction may be provided in many forms and can relate toa variety of general and specific issues. Some examples could include:

• policies and programs

• certificates of competency and permits

• legal documents

• guidelines

• job safety analysis forms

• inspection checklists

• material safety data sheets (MSDS)

• site specific safety management plans

• safe work method statements

• standing instruction sheets

• structured training

• safety signs.

There should be a flow of information from designers, manufacturers and suppliersthrough to the employees, about any identified risks associated with each plant item,substance or process. Procedures should be in place to ensure all parties are providedwith relevant OHS information. To do this, the needs of individuals in terms of subjectmatter and the form of communication to be used, should be considered. Computertechnology is expanding communication and information flow through organisations.


Effective Communication

Effective communication and appropriate information, instruction, training andsupervision are essential to the health, safety and welfare of workers in the constructionindustry. It serves to motivate and encourage understanding and acceptance of OHSsystems and is a requirement under the NSW OHS Act.

Effective health and safety communication skills become very important whenindividuals are required to liaise with management and/or employees. Communicationis a process of sending and receiving symbols with meaning attached.

Effective communication occurs when the intended meaning of the sender and theperceived meaning of the receiver are one and the same. Communication is more likelyto be effective when the message is clear, concise and contains appropriate andsufficient information. A shared system of codes or language between the sender andreceiver is required.

Efficient communication results in minimum cost in terms of resources expended(e.g. use of memos, email, and group meetings). All organisations need effectivecommunication to ensure organisational efficiency and effectiveness.

Good communication allows us to:

• gather and provide information

• ensure safe work methods

• ensure feedback on performance and results

• state objectives, deadlines and priorities

• gain agreement and consensus on issues

• encourage positive attitudes and morale.

Poor communication may be associated with:

• inaccurate information

• unsafe work methods

• accidents and injuries

• lower productivity

• stress and staff dissatisfaction

• high staff turnover and morale problems.

Effective communication means getting the correct information to the people whoneed it to complete work safely and efficiently. It encourages feedback to determineif the messages have been understood and accepted or if clarification or moreinformation is needed. It assists in gaining agreement and a positive work environment.


It is well known that employees who are fully informed and involved in their workprocesses are likely to be more motivated to undertake work activities safely andefficiently.

Barriers to effective communication include the following:

• The environment may pose an external barrier to communication. Factors such asnoise levels, workplace layout, ventilation, temperature, confined spaces, use ofpersonal protective equipment (PPE), plant and equipment, work processes or thenumber of distractions can create barriers to receiving the message.

• Field of experience is a potential internal barrier to communication. This caninclude such things as past experiences, beliefs, expectations and attitudes, values,prejudices. Literacy/language differences, socio-cultural factors as well as anythingthat may be preoccupying the sender or receiver at the time of communication.

There are many people involved in communication on construction sites includingmanagers, supervisors, employees, internal and external experts, sales representatives,designers/manufacturers/suppliers, engineers, principal contractors, other contractors,government officers and consultants. Everyone needs a means of ensuring that his orher messages are understood.

Supervisors are often affected by how communication flows. In other words, the linesof communication, where messages originate from and how they travel through anorganisation. Horizontal communication is between workers or across the workgroup, whereas vertical communication originates from management down to employeesor from employees up to management. A group of contractors working on a projectmay use horizontal lines of communication in order to develop an overall site plan.Information originating from the principal contractor, down to the sub-contractorand then to the employees is an example of vertical communication.

Information must be communicated in a manner that everyone understands. It is notenough, for example, to merely give all workers a Material Safety Data Sheet (MSDS)and tell them to read it. This method of communication may not result in acceptanceand understanding of the message. It may be necessary to use verbal explanation, aswell as visual communication systems such as signs or symbols.

OHS Training in the Construction Industry

Training is a planned and systematic sequence of instructions, under competenttrainers/instructors, designed to develop or improve predetermined skills, knowledgeand abilities required by an individual to perform a task, to a particular standard. OHStraining can involve various techniques including demonstrations, group or individualexercises, role playing, case studies and displays, to name a few. Some can be on-the-job. An example would be accident investigation training.


A systematic approach to training has the aim of allowing participants to gain first-hand knowledge and experience dealing with situations they face on a daily basis. Goodsafety training cannot be achieved by a ‘hit or miss’ approach; it should be thoroughlyplanned, implemented and evaluated. There should be a system in place to continuouslyimprove the training plan.

Employers in the building and construction industry need to establish guidelines inrelation to the design, development and delivery of training for employees and in somecircumstances, subcontractors.

There are many advantages to a systematic approach to training. These include thefollowing:

1. Meeting goals and objectives more efficiently and effectivelyIf problem areas can be targeted then emphasis will allow management to deal withpertinent issues and not waste valuable time and resources.

2. Greater employee satisfactionThis arises from a strengthened competency base and increased self-esteem andconfidence of employees. Additional advantages are greater opportunity foradvancement and job enrichment.

3. A more versatile workforceTraining allows the workforce to be flexible and respond to changing needs as workersacquire new knowledge and skills, which they can put into practice. Workers are alsobetter equipped to adapt to workplace incidents by using skills and knowledge fromtraining sessions.

4. Cost savingsWorkers are better equipped to deal with the unexpected, therefore there is lessdisruption to production and there is reduced staff replacement, errors (when usingnew systems or computer programs), accidents and absenteeism, labour turnover,recruitment costs and reduced set-up and change-over time.

Effective health and safety training supports organisational objectives and plays animportant role in safety management. A systematic approach creates a safety culturethat reinforces safe and healthy work practices while training helps provide theknowledge, skills and practice necessary to sustain this culture. Objectives of safetymanagement cannot be achieved without systematic training. This training will assistthe organisation to identify, assess and control hazards. It will also put safety first as apriority in workers’ minds and when planning every activity and situation. Trainingcreates an environment within which positive change can occur and provides a forumfor discussion to improve performance.


Training Needs Analysis

Organisations need access to suitably trained and skilled workers. Therefore, it isessential to identify the skills required to do a particular job and then make arrangementsto have those skills available on time.

This could mean arranging to have existing employees trained. Alternatively, it couldmean engaging sub-contractors or contracting organisations that already possess thenecessary skills, knowledge and qualifications, to work safely on that particular workactivity.

Identifying the skills for a particular job is often a simple task. For example, a work sitesafety inspection or the preparation of a work method statement might highlight aneed for certain skills. Likewise, the results of an accident investigation might havetraining implications for a current or future project.

On other occasions, however, identifying training needs can be complex, timeconsuming and expensive. In these circumstances, assistance from a dedicatedprofessional organisation or individual (e.g. an employer association, a union or anOHS training consultant) may be required.

In any event, the identification of the necessary skills must be part of the entire projectplan. Once the need for a particular skill has been identified, the role of a manager orsupervisor is to document that requirement and act upon it. Training should also coverthose administrative tasks related to planning for health and safety on the job, such assite safety plans, purchasing procedures, work method statements and safe operatingprocedures.

OHS Induction Training

The Occupational Health and Safety Act 1983, requires employers to provide‘information, instruction, training and supervision to ensure the health and safety ofemployees at work’.

Representatives of interested groups have, through consultation, developed practicalguidelines for OHS induction training in the construction industry.

These guidelines are in the form of a new regulation and code of practice. The aim isto assist employers and workers improve safety standards in the construction industry.


The Construction Safety Amendment (Amenities and Training) Regulation, 1998(Gazetted 1 December 1998)

In brief, the new Regulation requires the following:

1. OHS induction training obligationPrincipal contractors must ensure that all people carrying out construction work at theirconstruction site have received appropriate OHS induction training.

Employers must provide all employees carrying out construction work who are undertheir direct control with OHS induction training.

Self-employed people must not carry out construction work unless they have undertakenOHS induction training.

2. Areas of OHS induction trainingBefore any worker is about to engage in:

• construction work for the first time, they must be provided with General OHSinduction training

• a new construction work activity, they must be provided with Work Activity OHSinduction training

• work on a new construction site, they must be provided with Site specific OHSinduction training.

3. Record keeping of OHS induction trainingA person who conducts any general or work activity induction training must issue awritten statement to each participant who satisfactorily completes the training.

Site specific OHS induction training does not require a written statement to be issued.However, a brief description of the training must be kept by the employer or principalcontractor. Records must be available to WorkCover on request.

4. Minimum training qualificationsTrainers developing or conducting certain OHS induction training courses must havequalifications in Workplace Training (Category 1 or 2) or equivalent. These are issuedby various Registered Training Organisations that have been accredited by the NSWVocational Education and Training Accreditation Board (VETAB).

It should be remembered that this regulation relates to OHS induction training. Itdoes not diminish or alter in any way the existing provision of necessary training(including on-going OHS training and information) under the OHS Act 1983,Section 15(2)(c). Organisations that employ not more than 10 people are exemptfrom the trainer qualification requirement for Work Activity OHS induction courses.

For further information refer to the Code of Practice: OHS Induction Training forConstruction Work.


Additional Training for Supervisors

Additional training should be provided for persons performing management andsupervisory function (e.g. leading hands, foremen, supervisors, etc.) and shouldinclude at least the following health and safety topics:

• management and implementation of hazard identification, risk assessment andappropriate control measures

• the OHS management system used including management responsibility,subcontracting and purchasing, process control, inspection and testing, control ofOHS issues, non compliance and corrective action, handling and storage,packaging and delivery, training, OHS records

• documentation

• consultation and cooperation

• management of emergencies.

The site specific OHS induction training aims to provide participants with aknowledge of the OHS procedures and risks and hazards that are specific to a particularworkplace or site. The training may be in the form of OHS information or instructionthat is specific to a particular construction workplace or construction site. It should bebased on the hazard identification, risk assessment and control measures implemented.The site specific training course need not be a documented course. However, thesupervisor should keep a brief record that the training was conducted.

A supervisor may be responsible for a variety of management functions including:

• meeting production requirements/schedules

• meeting quality targets

• budget controls

• safety management.

A supervisor can promote safety management by initiating and participating in awhole range of activities such as conducting toolbox meetings, site specific inductiontraining programs, hazard inspections and reviews of work practices. All of theseactions can be viewed as pro-active safety initiatives which will enhance productivityand efficiency.

Employers should decide what aspects of safety management their supervisors willcontrol and then provide the necessary training for these supervisors.


On-going Training Requirements

Training Based on Hazard Identification, Risk Assessment and Control

This training should be carried out at the planning and preparation stage by thecontractor carrying out the construction work, in consultation with the principalcontractor, to determine if people are at risk.

The training, instruction, information and supervision provided should consider thehazards, risks and control measures identified by the risk assessment process, the natureof the work, workplace and individual job factors. This should cover specific OHStraining on noise, manual handling, etc.

Instructions to On-Site Visitors

Managers and supervisors are responsible for determining what is required for theinduction of persons visiting construction sites. Induction for visitors should coversuch things as:

• company policy and procedures in relation to supervision of visitors

• emergency response procedures such as fire and evacuation

• general information in relation to safety procedures, site facilities, amenities andrequirements for PPE.

SECTION 3. HAZARD IDENTIFICATION AND ASSESSMENT PROCESSES 19

Section 3Hazard Identificationand Assessment Processes

Hazard identification is the process of recognising that a hazard exists and defining itscharacteristics. A hazard can be defined as something that has the potential to causeharm.

All hazards should be identified and assessed to determine the level of risk. Then therisk should be controlled. These steps are repeated as part of an ongoing process,especially when there are changes in the workplace (e.g. the use of new substances ornew machinery, the effectiveness of the control method is being evaluated, there is newknowledge on hazards, or changes in legislation).

The process involves finding all hazardous items, activities, situations, plant andequipment, products, services and processes, that could give rise to injury or illness.This would generally involve consideration of:

• the number, extent and potential of all known site construction work hazards

• type of injury or illness that is possible and the situation or events, or combinationof circumstances, that could give rise to the risk of injury or illness

• developing safe work procedures in project or site construction work

• acquiring and disseminating OHS information.

Construction Work Hazard Identification

Hazards can be identified in a number of ways. They are commonly identified through:

• direct observation • completing checklists

• site safety audits • workplace inspections

• incident/accident investigation • monitoring the work site

• feedback from other people • injury and illness records

• investigating staff concerns

• environmental and health monitoring

• consultation with staff or external organisations

• references to information and historical data.


All employees should be involved in hazard identification. It should take place at allstages of product or service delivery, from design to manufacture, supply and productuse.

Identifying hazards should be a systematic/planned process. Systematic identificationenables workplace hazards to be identified in a logical, structured manner. Hazardsmay also be identified through less formal or systematic means such as internal orexternal complaints or observations from employees.

Assessing the Risk of Injury and/or Illness

A risk assessment involves careful examination of the hazards in a workplace and thefactors involved. This may include the type of hazard, equipment, training provided,number of operations and existing systems in place to control the risks associated withthese hazards.

Risk assessment is the process of determining the level of risk created by the hazard andthe likelihood of injury or illness occurring. The priority of control increases as theestablished level of risk increases. Some legislation requires certain control action to beadopted, regardless of whether the risk has been determined. That is, the specificscenario, the sequence of events, including the possible consequences, the exposure tothe hazard, and finally the likelihood of that scenario taking place.

Risk assessment must be documented and should include all significant findings andrecommended control measures. It should be reassessed following any injury orincident or any changes to plant, processes, work activities, technology or legislation.The assessment stage is essential because it will determine the type(s) of controlmethods required.

Any scenario involving a particular hazard can lead to different consequences dependingon the sequence of exposure events. Hence, risk levels need to be assessed separatelyfor each chosen sequence of events.

To determine the level of risk the following should be considered:

• identifying or judging the likelihood and severity of different outcomes – that is,the number of persons harmed and the nature of their injuries/illness

• determining the exposure – that is, how often (frequency); how long (duration)and to what extent (exposure) the affected persons have to the particular hazard(for a toxic hazard this would include any time-weighted average or ceilingexposure)

• determining the individual’s reactions to certain hazards – that is, how the hazardaffects the employees who are exposed to them.


Each hazard usually has a number of factors which contribute to the likelihood andseverity of injury, illness or damage.

There may be a number of different health outcomes (e.g. physical, psychological,temporary, permanent, long/short term) once an injury or illness has occurred.

Risk Assessment Methods in OHS

There are many techniques for risk assessment; some of them involving complicatedmathematical models.

A simple risk assessment model such as that found in the WorkCover Hazpakpublication, helps to determine the likelihood and severity of a hazard and can assistin assigning priority to hazards, on the basis of risk.

This is a reasonably simple model that provides an instrument for establishing theseriousness and priority that should be given to a health, safety and welfare problem.Problems which score Priority 1, have the highest ranking and need to be addressedimmediately, while problems which score a Priority 5 or 6, can be dealt with in orderof priority.

By completing a risk assessment you can identify those hazards that you should attendto now and those which you can plan to control in the future. It is sometimes necessaryto undertake more thorough assessments of the risks through environmental monitoring.OHS professionals such as occupational hygienists are often used when detailed orspecialised assessments are required.

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A risk assessment method commonly used in the construction industry is a methodsimilar to the HAZPAK model but uses only three levels of priority, i.e. 1, 2, 3. A Level1 priority is the most urgent or serious and a Level 3 priority is the least urgent or lessserious.

These risk assessment methods assist to ‘predict’ the likelihood and severity of theconsequences of not managing the risk resulting in workplace injury and disease. Eventhough limited resources may also influence priorities and OHS control solutions,effective use of the available resources can save lives and reduce the level of accidentsand injuries.

Developing Safe Work Proceduresin Project or Site Construction Work

Setting up safe working systems and methods must begin with a thorough knowledgeof the risks that will be confronted during the construction phase of the project orsite work. The work methods to be used, the skills and training of the workforce,the testing of plant and materials, safe site set up, the protective measures to be usedand the development of site rules. All these elements are combined to form a sitespecific safe work plan.

Site Specific Safe Work Plan

The successful initial implementation of a safe work plan requires plans to bedeveloped that clearly set out how the objectives and targets of the managementsystem will be achieved. It should:

• designate responsibility for achievement of objectives and targets to relevantpersonnel/supervisors and sections of the organisation

• establish a timeframe by which objectives and targets will be achieved

• include a process for reviewing the system.

Senior management responsibilities would be to provide:

• a working environment that is safe and without risks to health

• safe equipment and systems of work

• adequate resources, information, training and supervision

• ongoing and effective health and safety promotions.

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Manager and supervisor responsibilities would involve responsibility for:

• implementation of OHS policy and procedures

• identification of workplace hazards

• ensuring that effective consultation occurs

• investigating accidents and incidents

• induction and ongoing training for employees

• responding to issues raised by health and safety representatives

• submitting statistics and reports

• ensuring OHS systems are reviewed and continuously improved.

In addition to the initial planning phase, procedures should be established to ensureplanning is undertaken in the ongoing operations of the organisation. If there arechanges to the activities, products or services (e.g. introduction of a new product) of theorganisation or significant changes in operating conditions (e.g. change of location)procedures should be established to ensure consultation with employees as these plansare reviewed, and if necessary amended to address such changes. Operational plans toaddress specific OHS issues in an organisation’s operations need to be developed andimplemented.

Systematic hazard identification methods include the following.

1. Workplace inspectionRegular, systematic physical inspections of the workplace by managers, supervisorsand the OHS committee are conducted. Inspections make use of observation,checklists and discussion to identify workplace hazards.

In conducting inspections, consultation and cooperation between employers andemployees is essential. An OHS committee is one type of consultative mechanism thatcan be utilised. The outcomes of inspections and control recommendations should bedocumented and made available to employees.

2. Incident and accident investigationsMany workplaces have a set of procedures for reporting and investigating hazardsand circumstances that contribute to incidents and accidents. Detailed informationon the skills required to conduct such investigations are contained in Section 5 ofthis manual.

3. RecordsWorkplaces are required to keep records of injuries, OHS training, illness andincidents/accidents. Information about ‘near hits’ can be very helpful in identifyinghazards and preventing potential harm or damage. Registers of hazardous substances,plant or injury are also useful.


4. ConsultationMechanisms in the workplace to identify hazards and bring them to the attention ofthose who have the responsibility to provide a safe and healthy workplace. OHSworkplace committees are an example of workplace consultation.

Other consultative mechanisms such as work meetings, quality circles and total qualitymanagement processes, provide a variety of forums in which employees can raise OHSissues and concerns.

5. Hazard identification checklistsA checklist is a widely used instrument and is ideal as a starting point in workplaceinspections. The important criterion when using checklists is that they must be flexibleenough to allow items that are not listed on the check sheet to be considered. Checklistsare only a guide to assist in the process of inspections; they must not set the agenda,but rather be one part of it.

The checklist is beneficial in providing a means of measuring performance against apredetermined standard. In order to achieve some reliability, there must be consistency.Consistency is gained with practice by conducting workplace inspections and comparingresults with others or against previous inspection checklists.

6. Inspection documentationThe checklist used in workplace inspections and the resultant reports and supportingmaterials are important records that provide valuable information to assist in decisionmaking.

The documentation should be seen as an organisational asset. As there is alwaysconsiderable effort and expense associated with workplace inspections, not to fullyutilise the information is wasteful. The reports generated through workplace inspectionscould identify opportunities beyond the identification of hazards and accidentcausation factors. Inspections can also identify opportunities for productionimprovement, better maintenance techniques, means of reducing waste and increasedefficiency, all of which can contribute to an improved, more productive and saferenvironment.

7. Site specific safety auditsSystematic investigation and monitoring of hazards is an effective way to bring hazardsto the attention of management and employees. Using checklists is one way to ensurethat procedures and safety measures are in place at the time of the audit.

This type of monitoring may be undertaken by OHS professionals to provide technicaladvice about suspected hazards. Monitoring may help in deciding whether a substanceor process is a hazard and, if so, the level of risk involved. In this way, monitoring isnot only associated with hazard identification, but is also associated with workplaceassessment and control measures.


Workplace environmental monitoring measures the hazards present in the workplaceenvironment (e.g. air sampling) whereas health monitoring considers exposure of theindividual (e.g. blood or hearing testing).

Safe Work Method Statements and Job Safety Analysis Forms

A history or data bank of knowledge can be gathered over time, stored, analysed andreviewed so that future construction work procedures are planned safely. All the hazardidentification methods are utilised and the results stored. One way of storing a rangeof OHS or job safety instruction is to use Safe Work Method Statements (SWMS) orJob Safety Analysis (JSA) Forms.

For specific examples of how JSAs are used in risk assessment for particular constructionwork activity refer to the extracts from the Construction Contractors Safety Pack (‘SPack’) in Appendix B of this manual. This document has been developed by thePrincipal Contractors Safety Alliance and can be obtained from www.safetyalliance.org

Safe work method statements support OHS management systems and are particularlyimportant when planning and implementing work. These documents specify methodsof carrying out certain types of work, tasks or hazardous work.

A safe work method statement is a type of checklist. It is used to describe aspects of thetask that has to be done. It can be used to anticipate possible health and safety issuesand to program work effectively. They assist in quality assurance and meeting legal orcontractual requirements. The aims of a safe work method statement are to:

• describe the task or job to be done

• identify the resources, manpower and skills required

• identify the health, safety and welfare hazards associated with the task

• assess and select hazard controls as appropriate

• systematically plan the job so it can be completed efficiently and effectively.

When developing safe work method statements the following should be considered:

• its development and documentation prior to the commencement of a job

• incorporation of information obtained from employees

• risk assessment results should be incorporated

• job procedures should be explained step-by-step in a logical order

• it should be read and understood by the employees, before commencing work

• it should be signed by the employees, once it has been read and understood

• included as part of an employee’s induction training

• become part of the overall site safety plan


• written in plain English with minimal jargon and presented in a suitable format(e.g. pre-developed charts or forms)

• easily available for constant reference by those that are involved or affectedincluding OHS committee members.

Identification and assessment of the risks associated with construction work hazardsrequires information about hazards to be communicated throughout the industry ona national and international basis. The relevant state and national OHS authoritiesdo this by several means.

Acquiring and Disseminating OHS Hazards Information

Not only will information and knowledge about hazard identification and assessmentbe acquired through compliance with legislation, codes and standards but also frommany other sources. Primary sources of reliable information are the state and nationalauthorities in OHS.

Role of State and National OHS Authorities

Workcover NSW produces a wide range of information about hazard identificationand risk assessment. Two such information sources on hazard identification inconstruction work are listed below.

Guidance Notes

Guidance notes are explanatory documents issued by various organisations includingWorkCover NSW, Worksafe and Standards Australia. They provide detailed informationto further support the various requirements of legislation, codes and standards.

Safety Alerts

Safety alerts emphasise dangers in relation to a specific risk for a particular job. Thesafety alert highlights the hazard, provides background information and then makesrecommendations or suggestions on how to reduce the risk. Some examples of relevantsafety alerts used in the construction industry include:

• failure of lifting devices in construction work (SA96/4)

• collapse of domestic roofs under construction (SA95/3)

• dangers of overhead powerlines when pumping concrete (SA94/5

• maintenance of fork lifts (SA94/1)

• tip truck trailers (SA94/14)

• dangers of overhead powerlines when pumping concrete (SA94/5)

• LPG tanks on agitators for ready-mixed concrete trucks (SA95/7)

• injuries from concrete pumping (SA96/5)

• mobile crane fault causes load to fall (SA96/3).


Standards may be developed by Australian and international organisations. Thosewhich develop standards for reference by Australian employers and employees areWorksafe (officially called National Occupational Health and Safety Commission)and Standards Australia. Standards developed by Worksafe and Standards Australiause an abbreviation of their organisation’s name (i.e. NOHSC or AS) and anidentifying number, year and title to enable easy access to required documents.

Worksafe Australia was formed in 1985 to lead national efforts to provide healthy,safe and productive work environments and to reduce the incidence and severity ofoccupational injury and disease. Primarily this involves the states/territories recognising,legislatively or otherwise, national standards and national codes of practice. WorksafeAustralia encourages a uniform national approach to occupational health and safetythrough:

• research

• education

• National Standards, Guidance Notes, Codes of Practice, strategies and policies

• the provision of information and statistics.

Worksafe has produced documents in areas such as:

• noise

• workplace hazardous substances

• manual handling

• certification of equipment operators

• National Standards for Plant (includes equipment and tools)

• National Operator Certification Standards for equipment such as boilers, pressurevessels, cranes, lifts, and hoists

• core training elements for OHS

• National Model Regulations.

Reference to international construction safety can be located with the respective nationalagencies. This information is particularly accessible with the use of the internet.

SECTION 4. DEVELOPMENT AND IMPLEMENTATION OF OHS RISK CONTROL STRATEGIES 29

Section 4Development and Implementation of OccupationalHealth and Safety Risk Control Strategies

Managing or controlling the risks associated with hazards once identified and assessedis perhaps the key to the success or otherwise of a preventative approach to OHS.

In this section information is provided on:

• control strategies in OHS

• controls that are associated with special processes in construction work

• corrective measures when controls are not implemented.

Control Strategies in OHS

Control strategies should be developed and implemented after the hazards have beenidentified and risk assessment completed. The main purpose of control methods is toeliminate or reduce risks associated with these hazards in the workplace. It is essentialthat a thorough examination of the workplace be carried out to reveal the types ofhazards and their extent. This should be linked closely to information, the requirementsof appropriate legislation, codes and standards.

Once implemented control strategies should always be documented. They also needto be properly implemented and maintained. Training should be provided to allemployees where necessary. Further monitoring and review should be conducted toensure continuing applicability and suitability. Regular review also encourages continualimprovement. All control strategies should be developed using the OHS hierarchy ofcontrol.

Control measures are designed:

• to reduce the risk of hazardous work

• to reduce the risks of exposure to a hazardous substance or hazardous environment

• to reduce the likelihood of disease where that exposure is an integral part of thework process.

Control methods should be organised into a hierarchy. This means there are preferredways to eliminate or reduce exposure to a hazard. If elimination of a hazard is notpossible, the risk still exists. This risk should be minimised by using the next mosteffective method in the hierarchy of control.


When we discuss control of hazards in general, we set them out in the followinghierarchy.

1. Eliminate the hazardIt is often possible to detect a hazardous situation during the design and planning phaseof a construction project. Every attempt should be made to eliminate hazards bydesigning them out when new materials, equipment or work systems are planned.

2. Change equipment or materialsAdopt a safer process by redesigning, replacing or modifying plant, substances ormaterials tools and equipment used. Workplace layout or design to reduce the riskof injury.

3. Change work methodsEmploy methods of work that can be undertaken with less risk. For example, OHSinduction training before someone carries out construction work.

4. Personal Protective Equipment (PPE) control measuresThis method provides a barrier between the worker and the hazard. This methodshould be the control measure used when all other controls are not practicable. Usingproperly designed and properly fitting equipment (e.g. PPE includes hard hats, safetyboots, eye protection, ear protection, respirators, safety harnesses, face shields andgloves).

Sometimes one control measure on its own is often not enough to protect a worker.It may be necessary to use a combination of controls to provide adequate protectionfrom hazards at work.

Another way to view control strategies is to adopt a ‘best/worst’ approach. Thisapproach can be summarized as a ladder where the best control measures are at the topand the worst at the bottom.


In diagrammatic form the ladder appears below.

Controls should be as high as practical in the “Best to Worst” guide shown above.

OHS Process Controls

OHS process controls are part of Project Safety Management Plans. These controls areput in place to inspect, test and monitor OHS performance over a constructionprogram. As part of this system issues will arise that demonstrate a clear non-compliance. This non-compliance could be in the form of protective measures that arestipulated but are not evident when the work process is performed or dangerousoccurrences (near hits). OHS issues, if not addressed as part of the control procedures,will result in unsafe work practices or the use of unsafe plant, equipment and processes.

Some examples of these issues are:

• non-compliance with legislation, standards, codes

• lack of pre-work planning

• untrained/unskilled personnel

• sub-standard documentation

• lack of OHS hazard risk management

• inadequate resources to effect proper controls

• inaction over safety complaints

1. Elimination• e.g. remove risk of asphyxiation in a basement by using electric

concrete vibrator rather than a petrol driven type

2. Separate people from the hazard• e.g. guards on power tools• e.g. use effective barriers and edge protection• e.g. enclose noisy machinery

3. Use an engineered control• e.g. use earth leakage device (safety switch) on electrical

power source• e.g. use a machine to lift heavy objects• e.g. use scaffolding rather than ladders to reduce risk of falls

4. Change work practices• e.g. training in lifting techniques• e.g. tagging procedures

5. Provide personal protection (PPE)• e.g. hearing protection, eye protection, etc.

BESTCONTROL

Note: PPE should be the last barrier to protect people when all else fails.

WORSTCONTROL


• lack of OHS consultative mechanisms

• unrealistic work completion deadlines

• incidents/dangerous occurrences.

Specific Common Construction Work Activity Controls

Controls that are associated with construction work activities that carry significantrisk, are listed below in alphabetical order.

Drugs and Alcohol

Both illegal and legal drugs can affect health and safety and work performance. Thephysical effects of the drug can vary depending in the type of drug. Some drugs canreact adversely when taken in conjunction with alcohol, or when combined with theeffects of certain chemicals or substances being used in the workplace.

Some control measures include:

• consult with employees, develop and implement appropriate policy, guidelinesand/or codes of behaviour

• Employee Assistance Programs, including rehabilitation, counselling and correctiveaction where appropriate

• provision and correct usage and control of hazardous substances

• drug and alcohol testing as an OHS issue should not occur in isolation from otherissues such as employee rights.

Electrical Safety

Electricity is a major cause of fatalities and serious injuries in the construction industry.Electricity can cause:

• electric shock which can kill, burn or injure

• fire

• electrical explosion.


• thorough preparation and planning in terms of location of services, cable markingsand appropriate digging practices

• thorough checks on the detail, accuracy and currency of information aboutservices, particularly power and gas

• switch off/disconnect (isolate) from all possible sources of electricity

• treat all wires as live and test the circuit immediately


• use appropriately qualified and competent electrical workers and provide adequatetraining, instruction and supervision to all employees

• ensure supply remains isolated with the use of lock out equipment, tagging andisolating devices

• use suitable insulating materials and equipment

• proper earthing

• proper maintenance, cleaning, inspection, testing and storage of all electricalequipment

• use warning notices and safety signs

• when working with electricity do not work alone

• appropriate first aid procedures

• be aware of the dangers of working near overhead powerlines

• use of PPE such as insulative gloves and footwear.

Excavation Work: Common Hazards

The following hazards are commonly associated with excavation work and should beconsidered by the risk assessment process:

• the fall or dislodgment of earth and rock

• the instability of the excavation or any adjoining structure

• the inrush or seepage of water

• unplanned contact with utility services, e.g. electricity cables and gas main

• the placement of excavated material

• falls into excavations

• the movement and positioning of heavy plant and equipment

• ground vibration

• vehicle movement

• excessive noise from the operation of machinery and plant

• manual handling injuries

• changes to excavation conditions.

Excavation Work: Security and Fall Prevention

Many accidents on construction or demolition sites have involved people, includingyoung children, sustaining serious injuries as a result of inadequate control measuresbeing in place to prevent uncontrolled entry to the site. These injuries include falls into


open excavations, injuries as a result of plant not being rendered inoperable and peoplebeing struck by falling objects. Even shallow excavations can be trip and fall hazards.

The OHS Act places an obligation on employers or persons in control of theworkplace. They must ensure that the workplace is safe and without risks to health fortheir employees. This obligation extends to others present at the workplace or affectedby the work, including contractors, visitors, delivery drivers, etc.

A safe system of work and appropriate control measures must be provided whereverpersons are exposed to a risk of falling during excavation work.

A risk assessment should be conducted in order to determine which controls willbe implemented to ensure the security of excavation during work and when leftunattended.

The control measures implemented must be appropriate and effective for the hazardsand risks of the situation. Consideration should be given to factors such as length anddepth of open excavation, ease of access by all persons (including pedestrians,children), etc.

The following measures should be considered:

• isolate the hazardous area, including fencing, barricades or barriers, handrails andcovers

• backfill as work progresses

• use hazard warning lights, signs, markers or flags

• sentries (may be necessary to provide protection for the public and employees)

• site security measures, including fencing or use of safety observer(s)

• night lighting.

Control measures should be properly installed and maintained until the work iscompleted or until there is no longer any risk of persons falling into the excavation.

Hazardous Substances

Employers and self employed people must identify any hazardous substances used atwork and assess the risks using information in the MSDS and on the label. Thecontractor doing the work must ensure a safe system of work including compliancewith the provisions of the OHS (Hazardous Substances) Regulation 1996. If it isnecessary to use the hazardous substance they must:

• prevent exposure beyond the standard exposure limits

• train employees in the safe use of the substance and ensure they have access to themanufacturer’s MSDS


• ensure that any necessary PPE is available and is used

• ensure that all containers are labeled, especially when a hazardous substance isdecanted

• ensure that all containers are cleaned when empty

• keep a register of hazardous substances used and a record of training provided.

Some hazardous substances have exposure standards that must be observed. This maybe particularly relevant for substances that are applied as a spray. Details of anyexposure standards are set out in the manufacturer’s MSDS.

For further information about using hazardous substances refer to the Code of Practicefor Control of Workplace Hazardous Substances.

HIV and Other Blood Borne Pathogens in the Workplace

Transmission of HIV, hepatitis and other viruses found in blood and other body fluidscan occur in the workplace. Although the construction industry is not generallyconsidered at high risk there are times when exposure could occur, or when certainwork activities which may increase risk (e.g. a plumber may be exposed to syringes thathave been disposed of in toilets).


• eliminate any work practice which may lead to exposure

• use appropriate equipment (e.g. syringe collection device)

• good housekeeping and personal hygiene

• clean, disinfect and sterilise equipment

• appropriate training and information

• provide appropriate cleaning materials (e.g. bleach)

• ensure first aid staff are trained in infection control procedures

• appropriate policy, including counselling and privacy provisions

• PPE where required (e.g. non-porous waterproof dressings, gloves, mouth tomouth resuscitation masks, plastic aprons and eye protection)

• if exposure occurs, take immediate action.

Manual Handling

Manual handling means any activity requiring the use of force exerted by a person tolift, push, pull, carry or otherwise move any load. Manual handling can result ininjuries – often back injuries, but also strains or sprains of other parts of the body. Itused to be thought that the weight of a load, and whether it was lifted ‘correctly’, were


the main factors in causing injury. The reality is more complicated, and the ManualHandling Standard and Code of Practice recognise this by setting out a number offactors which can affect the risk of injury.

Factors which, acting in combination, can increase the risk of injury arising frommanual handling include:

• actions and movements

• workplace and workstation layout

• working posture and position

• duration and frequency of manual handling

• location of loads and distances moved

• weight of load and forces exerted

• characteristics of loads and equipment

• work organisation

• work environment

• skills and experience

• age

• clothing

• special needs.


• general principle of safe lifting:

– minimise lifting and lower forces exerted

– avoid the need for bending, twisting and reaching movements

– reduce pushing, pulling, carrying and holding

• job redesign:

– modify the object to be handled

– modify the workplace layout

– use different actions, movement and forces

– rearrange materials or work flow

– modify tasks using mechanical equipment or team lifting

– lighten loads

• general and specific training in the principles of correct manual handling andlifting, recognition of manual handling risks and/or specific manual handlingtraining

• use other administrative controls that consider special needs (e.g. job rotation).


Noise

The Occupational Noise Management Overview (AS 1269.0 – 1998) defines occupationalnoise as all sound in the workplace whether wanted or unwanted. Noise is a significantoccupational health and safety issue in the construction industry. Noise on and nearconstruction sites is usually associated with vehicles and traffic, machinery and heavyequipment, hand and explosive powered tools.

Some examples of approximate noise levels (dB):

• normal conversation 60

• heavy traffic 80–90

• riveting hammer 90–100

• heavy-duty wood saw 95–105

• angle grinder 100–105

• router 105

A workplace is described as unsafe and at risk to health, if people are exposed to noiselevels exceeding an eight hour noise equivalent of 85 dB. Some control measuresinclude:

• purchase new tools which operate quieter

• minor design changes to plant

• regular plant maintenance

• isolate or enclose the noisy parts of the plant

• use sound absorption devices/substances (e.g. sound proof booths, noise barriersor partitions)

• reduce metal to metal impact or suppress vibrating surfaces

• use of safety signs to alert people to noisy areas

• use of PPE such as ear plugs or muffs

• adequate training and information.

Personal Protective Equipment/Personal Hearing Protection (PPE/PHP)

Personal Protective Equipment/Personal Hearing Protection is the least preferredmethod of controlling hazards. However in some circumstances it is still the onlymethod available to minimise the risk. It should be used when there is no other suitablemethod of controlling the hazard or as an interim measure during short-termmaintenance.

PPE/PHP should fit properly, be comfortable and easy to clean and maintain. It is theemployer’s responsibility to provide PPE/PHP without any cost to employees.


Employers should consult with employees about the use of PPE/PHP to ensure itspreference as an OHS control measure is lessened and to maximise the effectiveness ofthe type and duration of its use.

Types of PPE/PHP include:

• head protection (e.g. safety helmets, hoods, caps and balaclavas)

• eye protection (e.g. safety glasses, sun glasses, wide vision and coverall goggles)

• hearing protection (e.g. ear plugs and muffs)

• whole body protection (e.g. overalls and aprons, knee/elbow pads, jackets andlong sleeved shirts for weather conditions)

• hand protection (e.g. gloves, mittens and gauntlets)

• foot protection (e.g. safety boots or shoes with toe caps, grip soles)

• respiratory protection (e.g. powered or non-powered air purity or supply system).

Scaffolding

The OHS (Certificates of Competency) Regulation 1995 requires that any scaffoldingerected such that a person could fall 4 metres or more from the working platform mustbe erected by a person holding a certificate of competency for scaffolding.

The Construction Safety Regulations require that scaffolding must be erected inaccordance with AS/NZS 1576 Scaffolding. Scaffolding should also be erected inaccordance with AS/NZS 4576 Guidelines for Scaffolding.

Shift Work

Shift work, especially that involving nightshifts, affects the human body. The body isdesigned to be active during the day and sleep at night. Night shift work interfereswith the body’s circadian rhythm (response to light), and with digestive and brainactivity patterns. No system can totally overcome this, but some are much better thanothers.

Stress

There are six main factors contributing to undesirable stress at work. These are:

• lack of meaning (i.e. ‘what is the point of doing this?’)

• poor work task allocation

• unrealistic time allocation

• lack of predictability

• lack of control

• conflict.


Lack of meaning in a job can lead to poor image of the organisation, a loss of self-esteemand possible social problems. Multi-skilling, job enrichment, a ‘bottom-to-top’ approachto quality management, and a caring management are all approaches to overcomelack of meaning.

Poor work task allocations can refer to the quantity and quality of work, that is, toomuch, or not enough work, or work that provides little mental or physical stimulus.Moves to greater efficiency tend to reduce under-work, but where people are under-worked, skylarking and practical jokes can lead to accidents.

An unrealistic time allocation by supervisors/managers is an obvious source of stressand health breakdown, if prolonged. It can be organisationally or individually driven,or a combination of both.

Lack of control on the day-to-day or week-to-week level can cause problems for theworker. Part of job enrichment is to give the employee a greater say in how things areto be done and, within the work area, who should do what, who should share duties,etc. Both the quality improvement approach to product or services and the consultativeapproach to health and safety emphasise the importance of worker participation.

Conflict can be a serious cause of stress. It can occur between supervisor and employee,between groups and organisational divisions, and between individuals. Solutions toOHS issues that are unresolved vary and may include:

• steps to improve safety culture and job pride

• counselling

• training in conflict resolution, mediation, negotiation and problem-solving skills

• clear definition of roles and expectations

• re-deploying a person into another position

• changing a supervisor or moving an individual to another supervisor.

Ultraviolet (UV) Radiation

UV radiation is electromagnetic energy. UV radiation is of concern to workers in theconstruction industry due to the amount of work and length of time spent outdoors.The most common source of UV radiation is the sun, but there are other sources inthe workplace including lasers, welding flashes and high intensity lighting.

Some of the control measures include:

• change the job so that much of the work is carried out indoors or in a location awayfrom direct sunlight

• work in shade using natural or existing shade from trees, surrounding buildingsor structures


• install awnings, canopies/sails, tents or umbrellas to protect workers

• rotate workers

• change work times to avoid exposure to sunlight during the hottest times of theday

• use appropriate PPE (e.g. loose long sleeved shirts, broad brimmed hats, wraparound sunglasses, maximum protection sun screen readily available at all times).

Working at Height

Falls of people or objects from a height represent a serious health and safety risk in theconstruction industry. More than half of the falls that occur in the constructionindustry are from heights. Falls can occur from ladders, roofs, scaffolding or mobilework platforms, when climbing stairs, or from incorrectly erected equipment. Avariety of injuries can occur as a result of a fall from a height. The injuries range fromshort term minor injuries to more permanent, severe disabilities or even death.


• work should be done at ground level, where possible

• appropriate training and instruction

• good housekeeping, regular disposal of waste materials and adequate storagefacilities

• appropriate entry and exits

• passage ways, aisles and stairs should be clear of obstructions

• appropriate safety signs and designated areas

• ensure surfaces are clean and free of contaminants

• correct use of ladders

• appropriate use of scaffolds or mobile work platforms

• implement a system of edge protection

• use of protective measures working above a height of 1.8 metres, i.e. safety harness,safety net or other safe fall arrest method

• securing of all scaffolding, temporary structures, planks, decking equipment, toolsand materials

• use of mechanical lifting equipment

• use appropriate non-slip foot wear or other PPE.


Working in Confined Spaces

The OHS (Confined Spaces) Regulation 1990 sets out minimum standards to ensure thesafety of persons working in a confined space. It does this by requiring employers tocomply with the requirements and procedures set out in AS 2865:1986 – Safe Workingin a Confined Space.

The Regulation defines a confined space at a place of work as a space of any volume,which a person may at any time enter or be allowed to enter, and in which:

i. the atmosphere is liable to be contaminated at any time by dust, fumes, mist,vapour, gas or other harmful substances, or

ii. the atmosphere is liable at any time to be oxygen deficient, and includes, but is notlimited to, the following:

– open-topped spaces of more than 1.5 metres in depth, such as pits ordegreasers which are not subject to good ventilation

– pipes, sewers, shafts, ducts and similar structures.

The OHS (Confined Spaces) Regulation 1990 prohibits the use of combustion enginesin confined spaces. It is very dangerous to use an internal combustion engine in aconfined space or enclosed area. The exhaust fumes from the engine are very poisonousand rapidly reach dangerous levels. The engine can also very quickly use up the oxygenin the air. This results in workers being overcome by lack of oxygen or poisoned by theexhaust gases. Fitting a catalytic converter or scrubber to the exhaust system of eachinternal combustion engine can reduce the build-up of some toxic gases, but this is nota solution to the use of internal combustion engines in unventilated areas. Also it isimportant to note that catalytic converters only operate when the engine is under loadand not when idling.

Where persons are carrying out work in an enclosed or confined area they may be atrisk from a build-up of gases, e.g. heavier than air gases, particularly carbon dioxide,such as exhaust fumes from nearby plant and equipment. Control measures must beimplemented to ensure that an adequate level of ventilation is maintained to preventthe build up of gases, e.g. by directing gases to the open air or use of continuous airreplacement systems.

Extractor fans or appropriate respiratory protective equipment should be provided andused when working in any confined or poorly ventilated area. The only respiratorssuitable for confined spaces are airline respirators or self-contained breathing apparatus.

Hydraulic, electric or air driven machines are recommended for use in confined orpoorly ventilated areas. Further information is contained in AS 2865:1986 – SafeWorking in a Confined Space.


Working Near Traffic

Carrying out work near moving plant or vehicular traffic is often a high-risk activitywhere additional control measures are necessary to ensure workplace health and safetyin relation to the use of the plant and activities around them.

Planning and preparation should include the development of a vehicle movementprocedure for each work site.

Vehicle movement procedures should identify the preferred travel paths for vehiclesassociated with a work site entering, leaving or crossing the through-traffic stream. Avehicle movement procedure should include persons, moving equipment, plant andvehicle traffic in the work area and also identify travel paths for trucks at key points onroutes remote from the work site, such as places to turn around, accesses, ramps andside roads. A vehicle movement procedure may be a documented procedure, adiagram, combined with or superimposed on a Traffic Control Plan, or may be verbalinformation and instructions specific to the particular construction workplace or site.The risk management process should be used to determine which is the mostappropriate.

Where work is carried out on public roads vehicle movement procedures shouldbe developed in accordance with AS 1742.3 – Manual of Uniform Traffic ControlDevices – Traffic Control Devices for Works on Roads.

Where work is to be carried out using moving plant, the tasks to be performed shouldbe carefully planned before carrying out any work (see Section 3).

The principal contractor in consultation with the contractor should determine thecontrol measures that will be implemented to ensure the safety of workers and all otherpersons on the work site. A system of work should be implemented to ensure that nopersons are at risk when working near or with moving plant.

A risk assessment should be conducted to determine what type of safeguards or systemsof work will be implemented on the site and should include eliminating exposure ofpersons to moving plant. Vehicle movement procedures should be developed based onthe risk assessment and should be developed each time the conditions on the sitechange in a way that may affect the health and safety of persons.

The risk assessment should consider at least the following:

• isolate vehicles and plant used in or around the site and work area from personson the site or work area (e.g. vehicles or persons may be guided around or past thework area)

• secure the area where moving plant is being used, e.g. fencing, barriers, barricades,temporary warning or control signs or a combination


• plan the direction that plant moves so that the visibility of operators is notrestricted. This should also include an assessment of the visibility of plant andtraffic from all areas of the work site

• the use of spotters/safety observers to control traffic movement

• persons working on public roads should be trained in accordance with AS 1742–Manual of Uniform Traffic Control Devices

• implement safe working distances

• the use of audible reversing alarms and/or other technologies or other safe workpractices. Note: reversing alarms may cause confusion where multiple plant isusing the same area and other systems of work may be required

• minimise the number of moving plant working at one time. Where multiple plantis being operated around the work site a competent person should be used to directthe plant:

– operating in close proximity to each other

– reversing

– where persons are on the ground

– in other situations as indicated by the risk assessment

• where construction vehicles or plant enter or leave the work area by public roads,systems of control and notices should be placed at all entrances and exits to thework area to protect and warn all persons approaching or in the vicinity whereplant is being operated near persons, near underground or above ground services(any other workers, soils technicians, surveyors, visitors, etc.)

• designated delivery and turning areas. The movement of delivery vehicles onconstruction sites frequently presents a hazard particularly when reversing,loading and unloading. Procedures should be implemented to warn all personsaffected by the potential hazard. These procedures should include:

– the requirement for truck drivers to report to a suitably sign-posted area onthe site

– the requirement for a designated worker to act as an observer to ensure allpersons are clear of the reversing vehicle

– a system of communication and warning to persons near the delivery point.

SECTION 5. OHS MAINTENANCE, REVIEW AND IMPROVEMENT STRATEGIES 45

Section 5Occupational Health and Safety Maintenance,Review and Improvement Strategies

Maintaining, reviewing and improving a safety management system is crucial to theattainment of continual improvement in OHS performance.

Organisational review is usually an internal process and involves a review of the keysystem elements. One way of ensuring maintenance of an OHS management systemis to establish an overall system check or audit.

External pressures are also part of an organisation’s review OHS performance levels.

This may be brought about by the relevant safety authority through investigations orprosecution. This section of the manual information is provided to assist managersand supervisors to understand the ways in which reviews can be achieved.

The process of review can be achieved by:

• internal OHS reviews

• OHS management system audit

• external OHS reviews.

Internal OHS Reviews

A planned system of review is the best way to identify how the safety managementsystem is performing or not performing.

Information on the state of OHS can include a broad range of statistics that shouldbe collated regularly, both at the organisational and project level. Not only can thisinformation come from reporting systems but also from first aid reports, disease andworkers compensation statistics.

To prevent a recurrence of a range of poor performance measures such as ‘near hits’or dangerous incidents, change or immediate corrective action is necessary. Changesmay involve costs that may influence business decisions on how work is organised andperformed. Managers and supervisors should be directly involved in the implementationof the recommendations made by review teams and processes.


Proper implementation of review decisions is a management and supervisoryresponsibility. Careful consideration, consultation and implementation of change inOHS is a vital part of the review processes inside the organisation.

Commitment and resourcing review decisions by senior management is also importantto establish ongoing commitment to improving safety system performance.

OHS Management System Audits

The safety audit subjects the whole work system to a closer examination. The worksystem includes both the work environment and the management environment. Themanagement environment has responsibilities that are reflected at the workplace inspecific quantifiable terms. The need to establish standards that measure variables suchas the provision of information, the adequacy of instruction and training and the levelsof co-operation and consultation are now imperative as these matters have beenfactored into the legislation.

A safety audit functions in a similar way to a financial audit. Both look at the underlyingstrengths and weaknesses of the system, the controls and the performance indicators.The system is checked and evaluated to identify compliance with standards and tohighlight any hidden risks or hazards that could threaten the organisation or employees’well being.

The objectives of safety auditing, focus on the need to evaluate the effectiveness of theorganisation’s health and safety management strategy. Often these reviews are carriedout by external auditors, competent and qualified to carry out such audits.

For example:

• to assess the operational risks, including the identification of hazards, potentialhazards and accident causation factors

• to carry out a critical review of the organisation’s administrative arrangements, toensure compliance with any legal requirements and to measure performanceagainst a set of standards.

The safety audit is designed to take account of quantitative information availablethrough data of injuries, incident reports, insurance claims, accident reports, first aidrecords and any other documents that can provide an indication of performance. Inlooking at the administrative structure, attention is drawn to the support mechanismsthat provide the foundation for hazard management and accident prevention.


These include:

• policy development

• training strategies

• planning schedules

• establishing targets and objectives

• consultation arrangements

• communications and information systems

• grievance resolution systems.

Project Level OHS Reviews

Regular reviews should be in place at this level of safety management to ensure thatproject specific procedures are operating, continue to operate and where deficienciesor breakdowns occur, that remedial action is implemented.

These reviews should be undertaken at regular, defined intervals and by personscompetent and qualified to do so. These persons should possess OHS skills andknowledge of the corporate safety system and detailed knowledge of constructionOHS.

Reviews of documentation should also be undertaken. Such review is aimed atchecking documentation against the stated performance objectives. Corrective actionsincluding investigation processes must be activated promptly.

Investigation Procedures

The investigation of incidents provides an opportunity to examine many aspects ofthe operation of an organisation’s occupational health and safety management system(e.g. training provided in hazard identification, risk assessment and control strategies andemergency contingency preparedness).

The purpose of an incident investigation is to:

• identify incident causes, so that mechanical improvements, better supervision oremployee training can prevent similar incidents

• determine the ‘change’ or ‘factors’ that produced an ‘error’ that in turn resultedin the incident/accident

• communicate the particular causes to employees and their supervisors and todirect attention to incident/accident prevention in general.


Management may call upon supervisors to assist in the coordination of an incidentinvestigation. The following processes need to be implemented by managementfollowing an incident/accident.

1. Secure the scene. Secure the scene safely and isolate area.

2. Formation of investigation team. The composition of an incident investigationteam depends on the incident’s seriousness or complexity. It could includeWorkCover inspectors, the employee(s) directly involved, the supervisor, safetypersonnel, engineers, designers, technical specialists, employees familiar with theprocess or operation and OHS committee members.

3. Investigation process. Activities include taking statements from staff, providingrecommendation(s) for corrective action, report writing and follow-up to ensureany appropriate control measure or recommendations have been implemented.

The important issue in setting up an investigation process is to minimise the stress onworkers involved. While certain amounts of stress are often unavoidable, the stresscaused by multiple investigations of the same scene should be avoided. To achieve aconsensus approach to investigation procedures, there needs to be a planned andagreed procedure on how accidents and incidents are to be investigated, prior to theiroccurrence. Exceptions to the planned approach may occur where outside authoritiessuch as inspectors, police, etc. are required to carry out independent inquiries.

The investigation should always be conducted as soon as possible after the event. It willbe much easier if the team finds the situation at the scene of the incident exactly as itwas when the accident took place. Consequently, after the incident, the area shouldbe left undisturbed unless changes have to be made to ensure the safety of persons.

The key aim of incident investigation is to identify control measures that will preventa recurrence of the same incident. The focus should be on identifying systemdeficiencies rather than apportioning blame.

For the incident investigation to be successful in identifying the causes, it will benecessary to establish:

• events leading up to the accident/incident:

– the system of work being carried out

– the instructions/training given for the work

– variations from instructions or safe system of work

– workplace conditions such as lighting, floor surfaces, stair treads and handrails,warning signs, temperature, weather if the incident occurred outside, etc.

– the exact location of the incident

– the materials, tools and machinery in use or being handled


• facts of the incident itself:

– the state of the systems and the actions that occurred at that moment

– the persons directly involved, and those involved indirectly, if any

– the tools, equipment, materials and fixtures directly concerned

– the time that the incident occurred, when the incident was reported and bywhom

– the nature of any injury.

Personnel who have knowledge of the work or conditions at the scene, whether or notthey were at the actual event, can also be interviewed. These people can contribute toestablishing causation and in suggesting future prevention measures.

Interview Techniques

There are certain proven techniques for a successful interview. The following elementsform the basic approach to ‘investigation interviewing’:

Conduct the interview in private at the workplaceThe main advantage in interviewing at the scene is that it usually assists the memoryof the person being interviewed if he/she can refer or point to physical conditions atthe scene of the accident. Witnesses to serious injury may not be willing to undergointerviews at the scene. In these cases sensitivity to the needs of the witness is veryimportant. Put the interviewee at ease and do not hurry things.

Always be polite and reassuring to the interviewee. Every assurance should be giventhat the information obtained will be used in the prevention of future accidents.Always explain that you will be making a record of their interview and that you requirethe person’s assistance in:

• identifying all the contributing factors

• establishing what actually happened

• the sequence of events so that a complete record can be made.

Remember that witnesses may be worried. The best way to put the interviewee at easeis to remind him/her that the purpose of the interview is to obtain factual informationand not to find blame.

Ask for the interviewee’s version of what happenedBe sure that the person being interviewed understands that it is his/her version of theincident that is required. Be careful not to interrupt or ask leading questions such as‘You must have seen or heard something at the time of the accident?’ As the interviewer,try not to make judgements, as this may defeat the whole purpose of the interview byputting the interviewee on the defensive.


Only ask necessary questions

• Limit the questions to the facts. For example, ‘Where did the accident happen?What actually happened?’

• Ask open-ended questions. This type of question will prompt much moreinformation from the interviewee.

• All questions should be objective and constructive in manner.

• Wait until all factual information has been given before asking any ‘why’ questions.‘Why’ questions may prompt subjective answers.

Repeat the interviewee’s version of events, as you (the interviewer) understand itThis will ensure:

• correct understanding between the interviewer and the interviewee

• an opportunity for the interviewee to appreciate fully what has been said and, ifnecessary provides a chance to make corrections.

Close the interview on a positive note and thank the witnessBefore closing the interview, check that everything has been covered, by referring tothe lists of questions prepared or to any accident report pro-forma. The best way toclose the interview is by reaffirming the purpose of the interview. This will promotefurther cooperation, should a follow-up interview be required.

An effective accident investigation requires strong employer and employee commitmentand involvement. Management must support the investigation process and act on theresults. It must make sure that the investigators are capable and have sufficientresources for an adequate investigation. It is management’s responsibility to evaluatethe outcome of all accident investigations. If there is a workplace OHS committee, anemployee representative should be included in the investigation team.

External OHS Reviews

If the worker is unable to return to their usual duties for a continuous period of morethan seven days, a WorkCover Notification of Accident Form must be completed andforwarded to the local WorkCover office. The form is to be completed even if theworker is on suitable duties.

This is one mechanism that may trigger an external review by the OHS authorityWorkCover NSW.

In New South Wales, WorkCover Inspectors have a dual purpose. They help employersand employees to understand their rights and obligations under OHS and workerscompensation legislation. They also have powers to enforce compliance with thelegislation.


Inspectors visit workplaces to:

• investigate an accident and/or breach of OHS legislation

• respond to complaints from workers, OHS committee members and unions

• give advice and information to management, workers, OHS committees andunions

• conduct random workplace inspections

• target specific hazards as part of particular risk management campaigns

• resolve workplace OHS disputes.

Inspectors have the power to:

• enter any premises they believe to be a place of work, with or without notice, atany hour when work is usually conducted

• make searches, inspections, examinations and tests or take photographs or samplesfor analysis

• dismantle or take any plant or thing believed to be used in the commission of anoffence

• obtain necessary assistance and facilities from the person or company underinspection

• inspect and take copies of extracts of any records

• issue improvement notices, requiring employers to correct unsafe workingconditions or hazards

• issue prohibition notices, which prohibit work until a hazard is fixed

• obtain proof of compensation insurance

• issue on-the-spot fines for breaches of the OHS legislation

• collect other evidence and recommend prosecution

• request police assistance if required.

WorkCover Inspectors should consult with employers, employees, OHS committeemembers, employee representatives or authorised officers of an industrial organisationwhere appropriate. If requested, they must take a recognised employee representativeon any workplace inspection.

WorkCover Inspectors receive complaints by employers about other employers inrespect of unsafe conditions or practices. These complaints are also investigated.

WorkCover inspectors are located in numerous offices throughout NSW and may becontacted through the closest WorkCover office or through WorkCover InformationCentre (13 10 50) referral.


Improvement Notices

Improvement Notices are issued for any hazardous situation where there is noimmediate risk and in the opinion of the Inspector, a Prohibition Notice is notjustified. It must be based on a breach of the NSW OHS Act or Regulations.

An Improvement Notice must specify:

• the WorkCover Inspector’s opinion that a person is contravening or hascontravened the NSW OHS Act or Regulations, or is likely to continue or repeatthe contravention

• the reasons for their opinion

• the section of the Act or Regulations that the contravention relates to

• information about obtaining a review of the notice.

An Improvement Notice provides a specified time period within which the employermust take corrective action to fix the hazardous situation. It can include directions onthe measures to be taken; either by use of approved industry codes of practice orcorrective actions.

If an employer does not comply with the Improvement Notice they are in breach ofthe Penalty Notices Regulation (1996) as well as the section of the Act or Regulationwhich has been nominated in the Improvement Notice.

Improvement Notices can be issued in many circumstances. Some examples include:

• working in an unsafe trench or excavation

• electric power tools not tagged or tested appropriately

• inadequate safety signs (e.g. Hearing Protection Area, Emergency Exit)

• lack of fall protection at heights.

Prohibition Notices

Prohibition Notices are issued when an Inspector determines that there is a serious risk,which needs urgent attention. They are issued for any work that involves or will involvean immediate risk to health, safety and welfare of any person.

This notice may be issued to an employer or any person that has, or may be presumedto have, control over the activity posing the serious risk. The hazardous activity mustbe stopped immediately and not recommenced until the risk is eliminated.

A Prohibition Notice remains in effect until the hazardous situation or matter has beencorrected. If an employer does not comply with the Prohibition Notice they are inbreach of the Penalty Notices Regulation (1996), as well as the section of the Act orRegulation which was nominated in the notice.


Prohibition Notices can be issued in many circumstances. Some examples include:

• use of unguarded machinery

• not disconnecting electricity (e.g. risk of electrocution through contact with livewires)

• not providing respiratory protection, where there are hazardous substances orinadequate oxygen

• clear evidence of an impending dangerous occurrence.

Infringement Notices (On-the-Spot Fines)

On-the-spot fines may be issued without notice although an Improvement Noticeusually accompanies them. They are issued for breaches of the legislation in order topenalise individual infringements without prosecution. This streamlines administrationof less serious offences and minimises prosecution delays.

On-the-spot fines may be paid as stipulated within twenty-one days, or the matter maybe dealt with in court. This process is similar to that of electing to go to court over atraffic offence.

The amount of the fine depends on the penalty points specified under the NSW OHSAct. On-the-spot fines range from $55 for an employee to $550 for an employer or aperson in control.

On-the-spot fines can be issued in many circumstances. Some examples includecircumstances where instructions are issued to the employer for their employees to:

• wear hearing protection

• use overhead protection

• use electrical tools safely.

Prosecutions

When there is a failure to comply with Improvement or Prohibition Notices or wherethere is a flagrant and deliberate breach of the OHS responsibilities, prosecution maybe necessary. The prosecution process involves the collection of evidence to form thebasis of a court case against the person or company allegedly breaching the Act orRegulations.

A successful prosecution under the NSW OHS Act and Regulations amounts to acriminal offence, which can result in monetary penalties and/or prison sentencesimposed by a court. Individual OHS prosecutions of supervisors, managers, directors,etc. can result in up to two years gaol. Fines are paid into the State Government’sconsolidated revenue, although there is often a moiety to WorkCover. This means thata portion of the fine money is allocated to WorkCover to assist with general preventive


and enforcement actions. If a person is convicted of an offence under the NSW OHSAct or Regulations, they can also be ordered to pay costs relating to the prosecution.

In addition to the penalty, the court can order that steps be taken to correct the causeof the offence. An order such as this would provide a specified period in which tocomply. Failure to comply without reasonable excuse would result in an additionalpenalty.

Prosecution under the NSW OHS Act and Regulations can be instituted only with thewritten consent of the Minister or their prescribed officer, by a WorkCover Inspectoror by the Secretary of an industrial organisation. The industrial organisation needs tobe registered under the Industrial Relations Act (1996) and be involved in the matterto which proceedings relate.

Usually a prosecution must be commenced within two years of the alleged offence.However, there are some exceptions to this:

• designers, manufacturers and suppliers of plant and substances under Section 18of the NSW OHS Act may have proceedings instituted against them within sixmonths of WorkCover first becoming aware of the alleged offence

• proceedings regarding notification of accidents under Section 27 of the NSWOHS Act also have a time frame of six months of WorkCover first becoming awareof the alleged offence

• if a coroner’s inquest or inquiry finds an offence under the NSW OHS Act andRegulations, the prosecution can commence two years from the date of the reportor conclusion of the inquest or inquiry.

A magistrate may deal with proceedings in the Local Court or by the Industrial Court.This is largely determined by the nature of the offence and expected maximumpenalties. The maximum penalties that can be imposed by the Local Court are up to500 penalty units or two years gaol or both. A penalty unit has the monetary value of$110.

The Industrial Court may impose penalties up to the maximum specified in thelegislation. This is usually 5000 penalty units, but additional penalties can be imposedfor second offences. Decisions made by the Local Court can be appealed in theIndustrial Court subject to provisions of the Industrial Relations Act (1996).


Case Studies

Building Maintenance Contractor Fined $80,000 (February 1997)

The largest ever fine for a first offence after an employee was electrocuted and killedin 1994 while carrying out work in a substation redevelopment project. The projectmanager at the site was fined a further $2,500 for failing to take reasonable care for thehealth and safety of persons at the substation. The court found that the organisationfailed to advise employees of the energised status of the equipment inside thesubstation.

Large Construction company fined $175,000 (April 1996)

A large construction company was fined $175,000 over the death of two workers in1991 and 1992. A full bench of the Court delivered the unanimous judgement – thelargest ever fine in Australia for a breach of occupational health and safety regulations.The company was prosecuted following two deaths and the near death of an employeeover a 16-month period. The company was fined $75,000 after the Court found it hadfailed to ensure the health, safety and welfare of the employees. WorkCover appealedagainst the leniency of the fine, which was eventually increased to $175,000.

SECTION 6. WORKPLACE INJURY MANAGEMENT IN NEW SOUTH WALES 57

Section 6Workplace Injury Managementin New South Wales

Who needs a workers compensation insurance policy?Anyone who:

(i) employs workers, and

(ii) in some cases, engages contractors

must maintain a workers compensation insurance policy. Penalties apply for failingto have a policy in place.

All employers are legally required to pay workers compensation to workers who areinjured in the course of their work. Employers are required by law to hold a workerscompensation insurance policy from a licensed WorkCover insurer to cover theirliability.

Who is a ‘worker’ for workers compensation insurance purposes?The Workplace Injury Management and Workers Compensation Act 1998 defines a‘worker’ to be:

Any person who works under a contract of service or apprenticeship with anemployer, whether by way of manual labour, clerical work or otherwise, andwhether the contract is expressed or implied, or is oral or in writing. Inaddition, the Act deems certain other persons to be workers for workerscompensation purposes, e.g. some types of contractors.

For assistance to clarify your obligation contact your insurer or WorkCover InformationCentre on 13 10 50. WorkCover also has available a guideline on insurance forcontractors called Interim Guidelines for Workers Compensation for Contractors andSub-contractors.

Injury Management Resources and Procedures

Attention should be paid to managing resources, such as first aid and other qualifiedmedical personnel and medical equipment.


A register of injuries and first aid treatment must be kept at each place of work. Thisregister records:

• the name, age, address and occupation of the injured worker

• the industry in which the person was working

• the operation in which the person was engaged at the time of the injury

• the date and time that the injury occurred

• a brief description of the type, cause and location of the injury and the treatmentgiven

• the name of the first aid person in attendance

• any referrals for further treatment if required.

Accident notification legislation states that all accident report forms must be sent toWorkCover for serious work-related injuries, illnesses or dangerous occurrences.Prosecution and fines may be imposed on employers for non-compliance.

Dangerous occurrences may include:

• damage to or failure of equipment

• damage to or failure of load-bearing platform beams or members

• damage to or failure of control devices of cranes, hoists, conveyors or scaffolding

• an uncontrolled explosion, fire or escape of gas, or dangerous chemical spills

• damage to or failure of compressed air equipment or welding equipment.

Workplace Injury Managementand Workers Compensation Legislation

Workers compensation legislation in New South Wales aims to protect workersagainst financial loss and the associated worry resulting from injuries at work.

Managers and those persons in a supervisory position need to be prepared to handlethe legal and human relations issues that arise following a workplace injury or illness.

NSW employees are covered by the Workers Compensation Act 1987 and the WorkplaceInjury Management and Workers Compensation Act 1998. The later Act re-emphasisesthe need for work injuries to be managed at the workplace with the objective ofensuring that an injured worker receives early and effective treatment. Returning theworker to maximum productivity is the shared responsibility of the treating doctor andthe employer, while the insurer has the responsibility of overseeing the developmentof injury management plans for all significant injuries.


The term Injury Management is meant to encompass all the activities associated withensuring an early, safe and durable return to work of a worker following a workplaceinjury.

The Injury Management Program will identify and draw together all aspects of injurymanagement – treatment, rehabilitation, retraining, claims management and employmentmanagement practices – that will ensure the safe and early return to work of workers.This will be the blueprint that insurers will develop and employers will adopt so thatprocedures are agreed and in place prior to an injury occurring.

When an injury occurs, an injury management plan will be put together for the injuredworker. This plan will concentrate on the treatment, rehabilitation and retrainingneeds of the injured worker. The responsibility for ensuring that the plan is developedlies with the insurer.

Employers’ Responsibilities

Employers must:

• have a current workers compensation policy for their workplace

• comply with the current relevant rehabilitation guidelines for employers

• provide suitable duties wherever practicable if the worker cannot do their normaljob

• talk with the worker’s treating doctor and insurer about the injury managementplan and proposed return to work

• designate a rehabilitation coordinator if their tariff premium is more than $50,000

• not dismiss an injured worker because of injury within six months.

To ensure they are meeting their legal obligations, an employer should:

• contact their insurer about the injury management program

• review their current return to work (rehabilitation) program to ensure consistencywith the insurer’s program

• ensure all policies and procedures are up to date

• inform workers of any changes.

Employee Rights and Responsibilities

An injured worker has the right to:

• choose their own treating doctor

• choose their own accredited rehabilitation provider

• be actively involved in their return to work plan.


A worker must:

• take reasonable care at work

• nominate a treating doctor

• co-operate in their return to work program

• provide accurate information about their claim

• attend medical and rehabilitation assessments

• make all reasonable efforts to return to work with their pre-injury employer assoon as possible.

Insurers Responsibilities

The insurer has responsibility:

• for accepting or denying liability for a claim

• for establishing and maintaining an injury management program and lodging itwith WorkCover NSW

• to advise employers on the need for an Injury Management Program and ensurethat employers are aware of the requirements of this Program

• when an injury occurs, to contact the worker, treating doctor and employer withinthree days of the notification, if the worker is likely to be off work for 7 days ormore

• to ensure that an injury management plan is developed for the injured worker.

Nominated Treating Doctor

The worker will nominate and the doctor will agree to be the nominated treatingdoctor. The nominated treating doctor will coordinate all aspects of the worker’streatment and return to work management.

Nominated treating doctors are to:

• provide appropriate medical certification of incapacity

• participate in the Injury Management Plan

• provide medical reports relating to the worker’s fitness for work

• provide and arrange appropriate treatment

• recommend suitable duties that the injured worker is capable of performing

• be available to discuss the worker’s injury management with the employer, insurerand other service providers.


Injury Management Consultants

Injury Management Consultants are approved by the Workers Compensation AdvisoryCouncil to assist insurers, employers and treating doctors when there is disagreementover the appropriateness of suitable duties that are offered by an employer. The criteriafor appointment as an Injury Management Consultant includes experience in injurymanagement and attendance at a specific WorkCover mediation course.

Approved Medical Specialists

These doctors will be appointed by the Workers Compensation Advisory Council tobe the final arbiter, subject to agreement of the parties concerned, of disputes overassessments of incapacity and employability. It is expected that intervention by thesespecialists will reduce the need for medical panels in disputed claims.

Although medical advice is an integral part of workplace injury management things donot always run smoothly when attempting to involve the treating doctor in the returnto work process.

Claims Procedures

To make a claim a worker must:

• tell the employer as soon as possible

• visit a doctor and obtain a WorkCover medical certificate

• fill in a workers compensation claim form supplied by the employer

• attach the medical certificate and any receipts related to their injury to the claimform and forward it to the employer.

The employer must notify the insurer within 48 hours of learning that an employeehas suffered a significant injury. A significant injury is one that results in an employeehaving 7 or more days off work.

The employer must notify the insurer of all other injuries within 7 days.

The employer must send the worker’s claim for workers compensation to the insurerwithin 7 days of receiving it from the injured worker.

Within 3 working days of being notified of a significant injury, the insurer must initiateaction under the injury management program and contact the worker, employer andif appropriate, the worker’s treating doctor with a view to creating and implementingan injury management plan.

The insurer has 21 days from the day the employee makes the claim to accept or denyliability for the claim.


Compensation for Injury and Illness

Workers compensation insurance covers all work related injuries or illnesses. This isirrespective of whether the employee is full-time, part-time or casual employee.

Workers compensation insurance also covers injury and illness that occurs to workersoutside of the workplace while carrying out their normal duties. For example, whereworkers make deliveries, install or erect plant or equipment or make sales or service callsto another workplace, the legislation makes provision to cover workers in event ofaccidents resulting in injury or personal property damage.

In NSW, the workers compensation system is a no-fault system. This means thatworkers are entitled to claim workers compensation payments for any injury or illnessresulting form carrying out their duties, no matter what caused it.

Entitlements

Provided an injury or illness is defined as work-related, your employee is entitled to:

• medical expenses including visits to the doctor and any other related expenses forx-rays, blood tests and pharmaceuticals

• hospital expenses including the costs of staying in hospital, costs of surgery and alltests conducted by the hospital such as x-rays and blood tests

• weekly benefits at rates determined by legislation

• compensation for damage to personal items

• permanent incapacity – there may be an entitlement to a lump sum benefit for lossof, or loss of use of parts of the body

• benefits for ongoing pain and suffering from an injury or illness

• death benefit

• any rehabilitation that may be reasonably required.

Benefits

If a worker’s claim is accepted by the insurer, the worker may be able to claim weeklybenefits as follows:

• if a worker is unfit for work they may receive their award wage for 26 weeks andthen the fixed rate until they are fit for some work

• if the worker is back at work on suitable duties and not earning their pre-injurywage, the insurer will provide make-up pay

• if the worker is not at work but is fit for suitable duties the worker will receiveweekly benefits for up to 52 weeks, after which the insurer will assess what theycan earn and pay the worker the difference between that and their pre-injury wage.


NoteWhile off work, a worker cannot receive their award wage for longer than 26 weeks.

Return to Work (Rehabilitation) Programs

Return to work programs are developed by the employer and are a vital part of theInjury Management Program. A return to work program is basically a means ofensuring that people in your workplace know what to expect in the event of anoccupational injury/illness.

Category 1 employers (employers whose base premium is greater than $50,000) musthave a written workplace return to work program, must display the program at placesof work and must appoint a trained rehabilitation coordinator.

Category 2 employers (employers whose base premium is $50,000 or less) must havea written return to work program (may use WorkCover’s standard programs), eitherdisplay the program or make it available to workers who ask for it and to workers whoare injured.

A Return to Work Program consists of two major components: a policy and procedures.

Return to Work Policy

A policy is a statement, by the employer, of intent. It is a general guideline for decisionmaking. It is a means of setting directions and creating the boundaries within whichdecisions can be made. It forms the basis of the employer’s approach to injurymanagement. There are 6 commitments that a return to work policy must address:

1. the prevention of occupational injury and illness

2. the early commencement of occupational rehabilitation

3. ensuring that return to work as soon as possible is a normal expectation

4. provision of suitable duties/employment where practicable, for an injured workeras an integral part of the rehabilitation process

5. consultation with workers and, where applicable, any industrial union of employeesrepresenting those workers

6. participation in a return to work program will not, of itself, prejudice an injuredworker.

Return to Work Procedures

Procedures provide the means to implement your policy. They are essentially a detailedset of instructions to be followed once an injury has occurred at a workplace.


There are 6 procedures to address in your Return to Work Program:

1. identification of a Rehabilitation Coordinator and their role

2. identification of agreed accredited rehabilitation provider(s)

3. methods for developing individual rehabilitation procedures and case managementfor individual workers

4. arrangements for provision of suitable duties/employment

5. mechanisms for consulting workers

6. mechanisms for resolving disputes.

Rehabilitation Providers

Rehabilitation providers:

• may comprise a multidisciplinary team of health professionals, includingphysiotherapists, occupational therapists, counsellors and doctors

• provide specialised assistance to employers assisting injured workers to return towork

• are accredited by WorkCover NSW.

When to Use a Rehabilitation Provider

Consider using the services of an accredited provider when:

• a worker is off work for 3 to 4 weeks or more

• there is difficulty in identifying suitable duties

• there is a need to provide some education to the worker about safe work methods

• a worker is permanently unable to return to pre-injury duties

• management considers it needs expert assistance.

How to Choose a Provider

Obtain a list of currently accredited rehabilitation providers from WorkCover NSWand select a couple close to your workplace. Contact the managers and explain thenature of the business and the range of injuries experienced by workers in the company.

Try to establish whether the provider has expertise with particular injury groups, isfamiliar with industrial relations issues and whether they offer additional services thatmay be of value to the company.


Managing a Rehabilitation Provider

1. Be clear about what you want from the provider.

2. Manage their input as you would manage other consultants.

3. Give them sufficient information about the workplace and the work.

4. Remember that workplace injury management works because it preserves therelationship between employer and employee.

Principles of an Effective Return to Work Program

There are some basic principles on which a return to work program depends. Theseinclude:

• early intervention – the faster rehabilitation action is taken, the faster the healtheffects will be satisfactorily resolved

• participation of the injured worker – rehabilitation empowers the injured person,handing them some control over what is happening

• suitable work – the cornerstone of the program – without suitable duties, earlyreturn to work is impossible

• rehabilitation provider involvement – in cases of serious injury, provides a fullrange of services to speed recovery.

OHS INFORMATION MANUAL FOR SUPERVISORS IN THE NSW CONSTRUCTION INDUSTRY 67

References and Recommended Publications

Legislation

Occupational Health and Safety Act 1983

Guidance: Codes of Practice

Amenities for construction work

Asbestos

Concrete pumps

Cutting and drilling concrete

Electrical practices for construction work

Facade retention

Hazardous substances

Induction training for construction work

Labelling of workplace substances

Manual handling

Mono-strand post-tensioning of concrete buildings

Noise

Overhead protective structures

Pumping concrete

Safety line systems

Tunnels under construction

Work on roofs, Part 1: Commercial and industrial buildings

Work on roofs, Part 2: Residential buildings

Government Procurement Policy

Occupational health safety and rehabilitation (OHS&R) management systemsguidelines (Construction Policy Steering Committee, Public Works Department)

Other Publications

Organising health and safety training for your workplace (NOHSC)

Construction Contractors Safety Pack (‘S Pack’) (Principal Contractors Safety Alliance)

Hazard identification and risk assessment manual for small builders (MBA)

Due diligence at work: a checklist for action on workplace health and safety for companydirectors and managers (WorkCover NSW)


WorkCover NSW OfficesShop 2A, 463 Kiewa StreetALBURY NSW 2640Phone: 02 6021 5911 Fax: 02 6041 2580

Shop 6, Fenning Place, 12 Orient StreetBATEMAN’S BAY NSW 253602 4472 5544 Fax: 02 4472 5060

Ground Floor, 125 Main StreetBLACKTOWN NSW 2148Phone: 02 9671 8700/8071 Fax: 02 9831 8246

Ground Floor, 3/157 Brisbane StreetDUBBO NSW 2830Phone: 02 6884 2799 Fax: 02 6884 2808

Unit 3, 13 Anzac RoadTUGGERAH NSW 2259Phone: 02 4353 1711 Fax: 02 4353 2373

Ground Floor, 213–215 Auburn StreetGOULBURN NSW 2580Phone: 02 4822 1243 Fax: 02 4822 1242

First Floor, 49–51 Victoria StreetGRAFTON NSW 2460Phone: 02 6642 0511 Fax: 02 6642 0638

Ground Floor, 104–110 Banna AvenueGRIFFITH NSW 2680Phone: 02 6964 2027 Fax: 02 9585 0261

Level 4, 4–9 Woodville StreetHURSTVILLE NSW 2220Phone: 02 9598 3366 Fax: 02 9585 0261

Ground Floor, 345 Pacific HighwayLINDFIELD NSW 2070Phone: 02 9936 3000 Fax: 02 9936 3030

Suite 4, Level 4, 29 Molesworth StreetLISMORE NSW 2480Phone: 02 6622 0088 Fax: 02 6622 0090

Suite 4, Ground Floor, 157–161 George StreetLIVERPOOL NSW 2170Phone: 02 9827 8600 Fax: 02 9827 8690

1st Floor, 55 Maitland StreetNARRABRI NSW 2390Phone: 02 6792 4643 Fax: 02 6792 3532

956 Hunter StreetNEWCASTLE NSW 2302Phone: 02 4921 2900 Fax: 02 4921 2929

Ground Floor, 74 McNamarra StreetORANGE NSW 2800Phone: 02 6361 7070 Fax: 02 6362 8820

Ground Floor, 128 Marsden StreetPARRAMATTA NSW 2150Phone: 02 9841 8550 Fax: 02 9841 8599

Shops 1 & 2 Raine & Horne Centre145 Horton StreetPORT MACQUARIE NSW 2444Phone: 02 6584 1188 Fax: 02 6584 1788

134–134A Lamerton HouseShellharbour SquareSHELLHARBOUR NSW 2529Phone: 02 4297 3796 Fax: 02 4296 8914

Level 2, 447 Kent StreetSYDNEY NSW 2000Phone: 02 9370 5027 Fax: 02 9370 6103

Shop 20 Tamworth Arcade, 341 Peel StreetTAMWORTH NSW 2340Phone: 02 6766 2490 Fax: 02 6766 4972

Shop 2, 33 The BoulevardeTORONTO NSW 2283Phone: 02 4959 6366 Fax: 02 4950 5587

Suite 5, Level 1, 1 Sands StreetTWEED HEADS NSW 2485Phone: 07 5536 3262 Fax: 07 5536 4389

Ground Floor, 71A Baylis StreetWAGGA WAGGA NSW 2650Phone: 02 6921 8766 Fax: 02 6921 7548

Ground Floor, 106 Market StreetWOLLONGONG NSW 2500Phone: 02 4222 7333 Fax: 02 4226 9087


Appendix AConstruction Industry Statistics

Analysis of Claims in the Construction Industry (Fatalities Since 1987)

As at June 1998 there have been 154 deaths in the NSW Construction Industry.

Mechanism Number Percentage

Fall from height 41 30%

Contact with electricity 32 21%

Hit by moving object 29 19%

Hit by falling object 23 15%

Trapped by stationary and moving object 8 0.05%

Vehicle accident 8 0.05%

Collapse of objects 8 0.05%

Other and multiple causes 2 0.01%

Unknown 1

Slides and cave-ins 1

Accident not classified 1


Appendix BHazard Identification and Risk Assessment

Procedure

Occupational Health and Safety legislation requires anyone in control of the workplaceto identify the potential hazards of the proposed work, assess the risks involved anddevelop controls to eliminate or minimise the risk.

Identify Hazards

To help find all potential hazards the job will be broken down into activities whichfollow the sequence of construction. These activities are provided in a Work MethodStatement (WMS), which is a list of job procedures and other work related practicesprovided to the Principal Contractor. The WMS details how the Scope of Work willbe carried out.

For each of the work activities and associated job steps identified in the Work MethodStatement provided, ………………………………… will identify potential hazards.

To assist this process resources such as the following will be used:

• WorkCover and trade based Codes of Practice and other publications, e.g. safetyalerts

• Hazard Profiles for specific trade groups

• workplace experience

• consultation (e.g. tool box talks) with workers experienced in the task to beundertaken.

Assess Risks

For each potential workplace hazard identified a Risk Class will be determined byreferring to the categories below. The Risk Management chart (see example, page 73)will be used to determine the requirement for management of the risks identified.

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• Where identified, all Class 1 and 2 risks will be recorded on a detailed Job SafetyAnalysis (JSA) record. Class 3 risks will be minimised as far as possible but will notbe recorded on a JSA.

• A Risk Class will be used to determine the level of controls required to eliminateor minimize a potential hazard.

• The higher the Risk Class the more extensive the controls to be provided.


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Procedure

Job Safety Analysis (JSA) is the process of identifying potential hazards, assessing theirrisk and recording how to eliminate or minimise the risk to worker safety (controls).Where potential hazards are identified as Class 1 or Class 2 risks, Job Safety Analysiswill be completed using the step by step guide on the next page.

A generic (not specific to any site) Job Safety Analysis will be submitted at tender.Broadly defined job steps will be used and general hazards identified. The JSA willdemonstrate ………………………… understanding of the risks (particularly Class

1 & 2 risks) involved in the work and typical controls used. This JSA will be providedfor the purpose of tender evaluation.

Prior to commencement of work on site the generic Job Safety Analysis submitted attender will be reviewed. Where job steps or site conditions will change from thoseplanned, the JSA will be updated to reflect the way the job will actually be done on thespecific site and how safety will be controlled – a site specific JSA.

The JSA forms (a) and (b) (see pages 77 and 78) provide a record to demonstratecompliance with Occupational Health and Safety legislation. The person responsiblefor implementing a particular action to eliminate or minimise the risk of the potentialhazard on site is nominated on the JSA. This will ensure that responsibility for riskcontrol is allocated and can be followed up.

Evaluation of the JSA

Job Safety Analysis will be evaluated by how well Class 1 and Class 2 hazards have beenidentified for the work activity to be undertaken and whether the suggested controlseliminate the potential hazard (where possible), or minimise the risk of injury.



Controls should be as high as practical in the “Best to Worst” guide shown below.

Job Safety Analysis Step by Step

Does the JSA provide the following information?

1. The name of the company?

2. A description of the work activity or task to be undertaken?

3. The date the JSA was developed?

4. The name and signature of the person who developed the JSA?

5. The project name/number and the name of the Principal Contractor?

6. The job steps involved in doing the work?

7. Potential hazards associated with the work and its job steps which are Class 1 andClass 2 risks?

8. The controls that will be put in place to eliminate or minimise the potentialhazards identified?

9. Controls as high as practicable on the “Best to Worst” control guide?

10. The name of the person(s) responsible for ensuring that the control(s) is in place?

1. Elimination• e.g. remove risk of asphyxiation in a basement by using electric

concrete vibrator rather than a petrol driven type

2. Separate people from the hazard• e.g. guards on power tools• e.g. use effective barriers and edge protection• e.g. enclose noisy machinery

3. Use an engineered control• e.g. use earth leakage device (safety switch) on electrical

power source• e.g. use a machine to lift heavy objects• e.g. use scaffolding rather than ladders to reduce risk of falls

4. Change work practices• e.g. training in lifting techniques• e.g. tagging procedures

5. Provide personal protection (PPE)• e.g. hearing protection, eye protection, etc.

BESTCONTROL

Note: PPE should be the last barrier to protect people when all else fails.

WORSTCONTROL


Selection and Use

• Job Safety Analysis will be completed and signed by an appropriately qualifiedperson(s) representing ………………………… who is competent in the workactivity to be undertaken.

• Job Safety Analysis will be reviewed and signed by the appropriate PrincipalContractor representative on the project.

• Employees will review the JSA and sign that they understand and are willing toimplement the controls required to carry out the work safely.

• Work will not proceed until the above three criteria are achieved.



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