BSBWHS501 Learner Book V4 130217

BSBWHS501 Ensure a safe workplace
Learner Book
Learner Book BSBWHS501 Page 1/46

Version 4
Date Created: 13-Feb-17
Document Owner: Skills Department Head
Australian Technical and Management College Provider No:22158 CRICOS: 03013D

Table of Contents
1. Establish and maintain a WHS management system...................................................3
2. Establish and maintain effective and compliant participation arrangements for

managing WHS..................................................................................................................9
3. Establish and maintain procedures for effectively identifying hazards, and assessing
and controlling risks.........................................................................................................17
4. Evaluate and maintain a WHS management system....................................................................31

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1. Establish and maintain a WHS management system
A WHSMS is a set of plans, actions and procedures to systematically manage health

and safety in the workplace that is actively endorsed by a committed employer to
achieve: Provision of a safe and health workplace and the prevention/reduction of
illness and injury equally for employees and contractors.
It is a tool that enables a mine operator to follow a process that will assist them in
systematically achieving and maintaining the required level of health and safety.
A WHSMS also allows the mine operator to demonstrate the management of health and
safety on site:
 To other persons, in particular, contractors or other persons conducting a

business or undertaking working at the mine site
 When seeking certification with an external organization, and
 When assessing the mine systems against recognized industry standards.
The WHSMS must be documented. It must be easily understood and accessible to

those who need to read it. It should be written in plain language.
Purpose of WHSMS
A WHSMS is made up of a number of elements. These include:
1. Commitment and policy

2. Organizing
3. Planning
4. Implementing
5. Monitoring and evaluating
6. Reviewing and improving
It is important to have a WHSMS in place in order to ensure a systematic approach to

managing WHS. The persons conducting a business or undertaking should be

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committed to managing WHS by having policies, programs and procedures in place,
which will guide the organization in establishing a workplace hazard and risk
management program which directly links to the organization’s objectives and values.
This is critical to effectively manage the health and safety of people in the workplace.
The differences between policies, programs and procedures are:
 Policies – are a general statement of intention and objectives
 Programs – explain how the policy will be implemented
 Procedures – are step by step instructions on how to meet safety rules - it could
also be a work method statement (WMS)
Goals
This policy:
 shows the commitment of (your business name)’s management and
workers to health and safety
 aims to remove or reduce the risks to the health, safety and welfare of all
workers, contractors and visitors, and anyone else who may be affected by
our business operations
 Aims to ensure all work activities are done safely.
Communication of WHS policies
Communicating WHS information to others in the workplace is an important part of a

manager’s WHS responsibility. It is important that appropriate information is available to
all employees, especially when there are changes to the legislation, policies and
procedures within the organization.
As a manager giving the information to the staff so it is easy to understand and use.
 ensure that information, training and instruction provided to a worker is suitable

and adequate having regard to:
(a) The nature of the work carried out by the worker, and

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(b) The nature of the risks associated with the work at the time the information,
training or instruction is provided, and
(c) The control measures implemented.
 Ensure, so far as is reasonably practicable, that the information, training and

instruction provided under this clause is provided in that is readily
understandable by any person to whom it is provided.
Some methods to communicate WHS information could be:
 Ensuring WHS is a fixed item in regular team meetings

 Creating posters and placing them in prominent places
 Ensuring the organization’s policy is available to everyone in a way that they will
understand it
 Developing a newsletter which is sent to workers when the need to share
information arises
 Emails
 On-the-job and off-the-job training/coaching
 informal conversations by team leaders on a day to day basis
WHS legislation
A key source of WHS information for organizations is the health and safety legislation.
The management of WHS is through legislation. Parliament (State, Territory or

Commonwealth) passes health and safety laws. These laws consist of an Act which
describes what must be done in a health and safety context and Regulations which
describe how one would comply with the Act.
Supporting this legislation are Codes of practice and standards and while these provide
important guidance, they were not part of the law.
Work Health and Safety Act provides an overview of the WHS Act. It is designed to help
people generally understand their health and safety duties, rights and responsibilities at
work. It is not intended to be read in place of the WHS Act.

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The WHS Regulation expands on the requirements of the WHS Act by providing further
details on how the Act is to be complied with.
Work Health and Safety Regulations provides an overview of the structure of the WHS
Regulation. Cross references to relevant additional regulations are provided, as are
references to provisions of the WHS Act.
The main objectives of the new harmonized laws are to:
 protect the safety of workers

 improve safety outcomes
 reduce compliance costs for business and
 Improve efficiency for health and safety regulators.
Duty of care
Employees (workers) and employers (bosses) both have WHS rights and
responsibilities.
EMPLOYERS have a ‘duty of care’ to provide a safe workplace.
MANAGERS and SUPERVISORS have a duty of care to ensure that their staffs are
working in a safe and healthy work environment
EMPLOYEES have a duty of care to take care of their own safety and that of others
who may be affected by their behavior or actions.
Employees responsibilities
1. Work safely to protect them self and others from injury and follow all WHS
instructions, for example:
 Wear all personal protective equipment provided.

 Follow safe work procedures.
 Not interfere with or misuse anything provided by the employer (equipment,
signs, etc.) that is
used to keep the workplace safe.
 Not remove or change machine guards.
 Not behave in a way that puts themselves or others at risk.

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 Respond to a reasonable request to provide assistance or first aid to an injured
person at
work.
..2. Report any WHS issues, including hazards, injuries, illnesses and near misses.
Employer responsibilities
1. Managers and supervisors must help employers meet this responsibility .

2. Properly orientate, train and supervise staff to ensure safe work practices are
understood and followed by all employees.
3. Consult with all employees, including YW, about decisions that will affect safety in
the workplace.
4. Provide suitable personal protective equipment (PPE) to make sure workers can
do their job safely and train workers how to use PPE correctly.
5. Regularly check WHS systems and procedures to make sure that workers are
adequately protected from workplace hazards.
6. Provide information to workers
7. Provide adequate facilities for the welfare of employees. This covers everything
from providing suitable toilet facilities to conducting risk assessments on
premises and procedures.
8. Monitor the workplace
Keep records of inspections
Resources
Different demands within organizations and the various external environments in which
organizations have to operate, the WHS system of each is likely to be very different.
Despite their differences they all need to resource their WHS systems using technical,
human and financial resources in order to be effective. WHS activities must be
adequately resourced to ensure OHS goals, and thus organizational goals, are met.
Technical Resources are those resources required to ensure that work can be
undertaken effectively. This may include hardware like machinery and computers

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needed to effectively undertake work. Technical resources could also be software or the
instructions for the operating system to make the hardware work.
Human Resources are the required number of people available to undertake a task. It
also includes the skills required to complete tasks effectively. It is important to ensure
staffs are adequately trained in order to minimize accidents; that we have adequate
numbers of staff so that work processes are safe to use; include the use of experts
when dealing with situations out of your area of expertise and that all new staff receives
induction training.
Material Resources are those physical resources needed as part of the operations of
an organization. Resources are required to keep people safe and healthy in the work
environment. For example, do you have appropriate chairs for staff sitting at computers
all day? Are the work spaces large enough? Are there enough toilets for the number of
staff employed? To ensure we meet these requirements a budget should be allocated to
WHS to ensure we have sufficient and appropriate resources so that our workers can
conduct their tasks in a safe and healthy way.
Multiple Choice Questions
1. What does WHS stand for?
A. Wealth health system

B. Work health safety
C. Wealth health safety
2. Workplace health and safety legislation imposes a duty of care on:
A. The Employer
B. The Employee
C. Visitor to the workplace
D. Employer or Employee both
3. Employees’ obligations in relation to WH&S legislation include:

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A. Co-operating with employers in their efforts to comply with their WH&S
responsibilities.
B. Not endangering others by their actions
C. Not interfering with or misusing materials or equipment provided for work health
and safety
D. All of the above
4. WHS issues, including
A. Hazards
B. Injuries,
C. Hazards, injuries, illnesses
2. Establish and maintain effective and compliant

participation arrangements for managing WHS
Arrangements
Establishing and maintaining participative arrangements with employees and their

representatives is an important obligation of WHS duty holders and officers.
It is a specific obligation for all duty holders to consult, cooperate and coordinate their
activities with other WHS duty holders in the workplace.
The legislation features the following:
 There is no minimum number of employees required before an employer should

introduce consultative arrangements

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 Representation can be through health and safety representatives, safety
committees and any other agreed arrangements
 Safety representatives can issue provisional improvement notices (PIN’s) and

workers can stop work if they feel it is unsafe
 A safety regulator may intervene when an employer and safety representative

cannot resolve a health and safety issue
WHS Consultation
Consultation provides an opportunity to share relevant information and participate in

meaningful discussion on work health and safety matters.
Using the knowledge and experience of everyone helps to achieve safer and
healthier workplaces as well as better decision making.
Consultation required
 Identifying hazards, assessing risks and making decisions about eliminating or

minimizing those risks
 Making decisions about the adequacy of facilities for workers welfare
When changes are proposed that may affect the health or safety of workers.
These include changes to work practices or systems.
When making decisions about procedures for
 Consultation with workers

 Resolving WHS issues,
 Monitoring workers’ health,
 Monitoring workplace conditions,
 Providing information and training to workers
Consultation is required to be effective. It is expected that consultation be approached

in a coordinated, co-operative and timely manner between all relevant duty holders and
other parties.
Consultation is essential when gathering information on all potential hazards, the

associated risks and ways in which to eliminate or minimize those risks.
Effective consultation will engage all persons in the workplace and can be utilized to
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increase understanding, awareness and commitment to health and safety in the
workplace.
The WHS legislation requires consultation, as far as reasonably practicable, with

workers and other duty holders. A variety of mechanisms are available including HSRs;
deputy HSRs; direct consultation e.g. staff and toolbox meetings, co-ordinate
consultation between duty holders, and
representation and assistance from other parties.
It is important to work with workers and their representatives to set up and maintain
participation arrangements. It is a process that involves sharing information with many
different stakeholders like employers, workers, unions, employer representatives, the
government, customers, visitors and Work cover.
Benefits of consultation
Consultation, cooperation and coordination suggests that the importance of consultation

lies in the fact that you can draw on the knowledge and experience of your workers and
in this way more informed decisions can be made about how the work should be carried
out safely.
Other benefits of consultation include increased levels of communication between

management and employees reducing the ‘them and us’ barrier; increased input of
ideas to help solve workplace issues; higher levels of understanding about the
importance of WHS; improved morale where workers feel involved in important
outcomes for the organization; and increased commitment due to an improved
understanding of WHS as a whole.
The WHS requires that employers
 share relevant information

 give workers a reasonable opportunity to express their views, raise issues and
contribute to decision making
 take workers’ views into account
 Advise workers of the outcome of consultation in a timely manner.
If the workers are represented by a Health and Safety Representative (HSR), then that
representative must be involved in the consultation.

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Methods of consultation
What methods can be used to consult?
.
A “work group” is a group of workers with similar WHS concerns and work conditions. A
work group may cover multiple locations but include similar job activities or a work
group may cover a range of job types in a single location. In establishing work groups
the following should be considered;
 The hours and patterns of work, such as part-time, shift work, or seasonal work,
 The number and grouping of workers,
 The geographical location of the work including any remote or isolated workers,
 The different types of work performed and levels of responsibility
 The nature of the hazards and risks associated with the different types of work
 The interaction of worker with workers from other PCBUs, such as contractors or
labor-hire workers
 Workers can be represented in the negotiation and determination of a workgroup
by their union
Once work groups are determined then each work group can determine the best
method for WHS consultation.
 The options for WHS consultation include;

 Health and Safety Representatives (HSRs)
 Health and Safety Committees (HSCs)
 Other agreed arrangements
 A work group may select one or a combination of any of the above options for
their WHS consultation.
HSR (Health and Safety Representatives)
HSRs are an elected representative selected by a work group to represent them in

resolving specific WHS matters for their workgroup. HSRs have a range of functions
and if they have received the appropriate training are able to issue improvement notices
and cease work where it is unsafe to continue.
Where workers are represented by a HSR, the consultation must include that HSR.
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HSC (Health and Safety Committees)
HSCs consist or a group of workers and managers who meet to develop and review
WHS policies and procedures for a work group. A HSC is created at the request of a
HSR or where 5 or more members of the work group request it. If there is a HSR for the
work group, the HSR may choose to be a member of the HSC.
Participation and consultation arrangements
The Work Health and Safety places a duty on all persons conducting a business or
undertaking to make reasonable efforts to achieve a timely resolution of work health and
safety issues
The issue resolution procedure can be commenced by any involved party telling each of
the other parties that there is an issue to be resolved and the nature and scope of the
issue.
Once parties have been advised there is an issue they must meet or communicate with
each other to attempt to resolve the issue.
While undertaking the issues resolution process, the parties must have regard to all
relevant matters including:
 the degree and immediacy of risk to workers or other persons affected by the
issue
 the number and location of workers and other persons affected by the issue
 the measures (both temporary and permanent) that must be implemented to
resolve the issue
 Who will be responsible for implementing the resolution measures?
A party may, in resolving the issue, be assisted or represented by any person

nominated by the party. If the issue is resolved details of the issue and its resolution
must be set out in a written agreement if any party to the issue requests this. If a written
agreement is prepared, all parties to the issue must be satisfied that the agreement
reflects the resolution of the issue.
A copy of the written agreement must be provided to:

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 all parties to the issue
 If requested, to the health and safety committee for the workplace.

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Dispute Resolution procedure

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Issue Resolved
Worker identifies a WHS issue that requires resolution
Worker tries to resolve the issue themselves
Issue not resolved
Issue reported to the DWG Health and Safety Representative
Learner Book BSBWHS501 Issue not resolved Page 16/46

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HSR consults with the immediate supervisor
Issued referred to Management
Issue not resolved
Issue referred to Health and Safety Office
Issue not resolved
Outcomes of participation
Issue referred to VC or VC nominee to consider and respond in a timely matter
Outcomes of consultation between workers and the PCBU in regard to WHS issues
need to be communicated tonoteveryone.
Issue resolved Particularly the outcome of WHS Committee
meetings should be shared to all work group members so they are aware of the
deliberationsAnundertaken and
Investigation by Work Safethe actions
ACT (Work Cover) recommended.
Inspector is
requested
At the end of any consultation organizations need to ensure accurate information
regarding WHS issues are promptly accessible or circulated to all workers. This
information should
Workinform them
Safe ACT (Work ofInspector
Cover) outcomesAttends of participation and consultation.
Workplace
Minutes of the meeting including actions that have been recommended to management
can be posted on notice boards. In many organizations minutes are circulated by email
and uploaded onto the organization’s intranet or share drives.
Some organizations have Tool box talks and run mini WHS sessions discussing
important issues related to WHS and to their workplace environment.
Management will also post the minutes and their responses as well as details of a
program of action where they are committed to resourcing the outcomes of the
consultative process.
For those people who may not be involved in the formal consultative process there
should be a means of pursuing an issue through the members of the committee. It is
important to educate each work group member as to who their representative is and
how best they might make known their concerns so they can be presented to the
committee for discussion.
Supervisors should inform workgroups the importance of effective consultation and

mechanism in place to manage H&S risks.

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1. What does HSR stand for?
A. Health and Safety Representatives

B. Health security Representatives
C. Health and Safety responsibility
2. Employers can use any form of WHS consultation method they choose
A. YES
B. No
3. A group of workers and managers who meet to develop and review WHS
policies and procedures for a work group
A. HSR
B. HSC
C. WHS

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3. Establish and maintain procedures for effectively
identifying hazards, and assessing and controlling
risks
Hazards exist in every workplace and in all organizations. Workplace hazards are
sources or situations that have the potential for harm, resulting in injury, illness or
damage to property. A risk is the likelihood that a hazard may cause harm. Everyone
has a legal duty to report any hazards they identify at work and this is critical for
maintaining a healthy and safe workplace.
Defines a hazard as ‘anything (including work practices or procedures) that has the
potential to harm the health or safety of a person’
It is a legal requirement that organizations should have established procedures for

identifying hazards, assessing and controlling risks.
The best way of maintaining a healthy and safe workplace is to ensure the workplace
has a risk management system. Risk management is the cornerstone of legislation and
good practice relating to health and safety.
Risk management
Risk management is introduced to control workplace hazards and so reduce the risk of
an injury or illness occurring. Employers need to develop a risk management policy so
risks in the workplace can be controlled or eliminated.
Risk management follows a five-step method

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Risk Management is defined in the standard as "the systematic application of
management policies, procedures and practices to the tasks of establishing the context,
identifying, analyzing, assessing, treating, monitoring and communicating".
It is an iterative process that, with each cycle, can contribute progressively to

organizational improvement by providing management with a greater insight into risks
and their impact.
Risk management can be applied to all levels of an organization, in both the strategic
and operational contexts, to specific projects, decisions and recognized risk areas.
Risk is defined as 'the chance of something happening that will have an impact on
objectives'. It is, therefore, important to understand what the objectives of the University,
Faculty, work unit or your position, are, prior to attempting to analyze the risks.
Elements of risk management process
The process for managing risk can be broken down into the following parts:
 Establishing the Context

 Identifying Risks
 Analyzing Risks
 Evaluating Risks and
 Treating Risks
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Establishing the context
All risks need to take into account the organization’s own objectives and capabilities as
well as factors external to your organization such as a changing legal environment,
moving social standards, etc.
Establishing the context that you are investigating you should be able to detail your
organization’s objectives, and work out who will have an impact on or be affected by
your risk management process. This information can be used to priorities the order.
 What relationships does the organization have and how important are these?
 What laws, regulations, rules or standards apply to your organization?
 What are the aims and objectives of the organization?
 Who is involved with the organization - internally and externally?
 What are your organization’s capabilities?
 What are you currently doing to manage risk, either formally or informally?
 Have you established some criteria for your organization that defines what level
of risk is acceptable?
Identifying risks
Identifying risks requires a broad approach. This part of the process (like all others)
needs to be inclusive and should involve management, staff, members, volunteers and
other stakeholders.
Risk cannot be managed so recognizing where, when, why and how risks may occur in
your business is important. Risks are often grouped as:
 financial risks
 physical risks
 legal (compliance) risks and
 business risks
From a WHS perspective, risks can impact on all the above areas. If your organization
does not comply with WHS legislation you may be fined and thus increase financial risk,

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your employees may be physically harmed, your business may gain a poor reputation
and this may ultimately impact on sales.
Analyzing risks
Need to ascertain the chance of risks occurring and the consequences if they do. For
example, if the chairs used within an organization are of poor ergonomic design this can
impact on people’s posture. This results in increase back injuries.
Risk evaluation
Risks identified their drivers or root causes and their susceptibility to measurement,
management decides on the appropriate risk response. There are four categories of risk
responses – avoid, accept, reduce and share. These responses may be applied to
groups of related risks consisting of natural families of risks sharing fundamental
characteristics (e.g., common drivers, positive or negative correlations, etc.) consistent
with a portfolio view.
The organization first decides whether to accept or reject a risk based on an

assessment of whether the risk is desirable or undesirable. A desirable risk is one that is
inherent in the entity’s business model or normal future operations and that the
company believes it can monitor and manage effectively. An undesirable risk is one that
is off-strategy, offers unattractive rewards or cannot be monitored or managed
effectively.
Risk treatment
Having evaluated the risks need to treat those risks that are not at a tolerable level. To
ensure you have the resources (financial, know-how, staffing) make the most of the
possible gains and minimize the prospective losses. Again in relation to the chairs
above, the cost benefit of replacing the poor chairs is likely to outweigh the cost of sick
days, insurance claims and poor employee morale.
Communicate and consult
Start by communicating the committee or board's commitment to risk management to all

staff, members, participants and stakeholders. Place it in the context of the process
beginning and needing all of their support to make it a success.

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Keep people up to date, through emails, notices on the noticeboard and verbal updates,
every step of the way so they know that risk is being taken seriously and to encourage
them to provide further input.
Monitoring and Review
The risk environment is not static – it is constantly changing. It is essential to constantly

monitor the effectiveness of current treatments in place as well as constantly looking out
for new risks.
Managing risks
Risk management is defined as the ‘coordinated activities (that) direct and control an
organization with regard to risk’
The standard goes on to discuss the principles that should be followed to ensure risk
management is effective. These include that:
a) Risk management creates and protects value

b) Risk management is an integral part of all organizational processes
c) Risk management is part of decision making
d) Risk management explicitly addresses uncertainty
e) Risk management is systematic, structured and timely
f) Risk management is based on the best available information
g) Risk management is tailored
h) Risk management takes human and cultural factors into account
i) Risk management is transparent and inclusive
j) Risk management is dynamic, iterative and responsive to change
k) Risk management facilitates continual improvement of the organization
To manage risk you need:
 reliable, current information about the area of risk

 good decision-making processes
 a framework of risk analysis and evaluation
 risk monitoring processes
A duty holder, in managing risks to health and safety, must:

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(a) Eliminate risks to health and safety so far as is reasonably practicable, and
(b) If it is not reasonably practicable to eliminate risks to health and safety—minimize

those risks so far as is reasonably practicable.
Hazard identification
There are a number of ways hazards can be identified in the workplace. These include:
 workplace inspections
 consultation between employees and employers
 monitoring injury and illness records
 health and environment monitoring
 recording complaints
 observation
Risk is the probability that harm might come to a person. It is a measure of how likely an
injury or illness is when a hazard exists.
Risk assessment is the process used to determine the likelihood that people may be
exposed to injury, illness or disease in the workplace arising from any situation identified
during the hazard identification process.
How likely is it to happen?
 It could happen any time - very likely

 It could happen sometime - likely
 It could happen but very rarely – unlikely
 It could happen but probably never happen – very unlikely
How bad is it likely to be?

 Kill or cause permanent injury
 Cause long term illness or serious injury
 Cause someone to need medical attention
 Cause someone to need first aid

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Workplace hazards and risks
Every workplace will have some level of hazard and risk. Maintaining a safe and healthy
workplace involves eliminating the hazard or reducing the risk.
Accidents, injuries and illness in the workplace can cause personal suffering, loss of
income, loss of property and loss of productivity.
The terms hazard and risk are often used interchangeably, but they are two different things.
Hazard Any object or situation with the potential to cause injury or illness, damage
property or disrupt productivity
Risk Likelihood of an incident, accident or near miss occurring as a result of the

hazard
Types of hazard
Some items are hazardous by nature, while others only become hazardous if used
inappropriately or carelessly. Often, accidents don’t just happen – they are a result of
workers neglecting or ignoring hazardous situations.
Chemical hazards
Chemicals can affect the skin by contact or the body either through the digestive system
or through the lungs if air is contaminated with chemicals, vapor, mist or dust. There can
be an acute (immediate) effect, or a chronic (medium to long-term) effect from the
accumulation of chemicals or substances in or on the body.
Noise hazards
Excessive noise can disrupt concentration, interfere with communication, and result in
loss of hearing. High impact noises are particularly damaging. Noise can also mask out
signals, affecting communication or danger warnings.
Radiation hazards
Equipment such as radioactive gauging devices or the radioactive trace element used in
analytical chemistry produce Ionizing radiation. Non-ionizing radiation covers infrared
radiation (heat-producing processes), lasers, ultraviolet radiation (welding, sunlight),
and microwaves (high-frequency welders, freeze drying).
Electrical hazards
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These include the risk of injury from all forms of electrical energy.
Lighting hazards
Inadequate lighting levels are a potential safety hazard. A common problem area is the
reaction time needed for the eyes to adjust from a brightly lit to a darker environment —
such as a forklift driver coming indoors from bright sunlight. Temporary lighting is often
inadequate.
Vibration hazards
This includes whole-body vibration — for example, truck drivers, people standing on
vibrating platforms, and operators of mobile equipment — and also more localised
vibration effects from such equipment as hand tools, chainsaws, and pneumatic
hammers.
Temperature hazards
Extremes of cold or heat can cause problems such as tiredness, vulnerability to infections or
reduced capacity to work.
Biological hazards
These include insects, bacteria, fungi, plants, worms, animals and viruses. For example, poultry
workers exposed to bird feathers and droppings to which they are allergic can contract a
medical condition. Brucellosis is a well known problem in New Zealand associated with people
handling meat and meat products infected with rubella. Hepatitis and the AIDS virus are other
biological hazards.
Ergonomic hazards
Ergonomics (the ‘fit’ between people and their work) covers risk of injury from manual
handling procedures, incorrectly designed desks or workstations, audio and visual
alarms, and color coding control mechanisms.
Physical hazards
These include a wide range of injury risks— as diverse as being caught in or by

machinery, buried in trenches or hurt by collapsing machinery. This category also
includes the hazards from working in confined spaces, being hit by flying objects,
caught in explosions, falling from heights and tripping on obstacles.
Other hazards
Include stress, fatigue, the effects of shift work, and even assaults from other people.
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Assessing the risk
A risk analysis matrix can be used to assess the hazards in your workplace; the hazards
can be prioritized using the risk matrix below.
The risk assessment matrix
1. How severely
could it hurt
someone? 2. How likely is it to be that bad?
OR
How ill could it

make
someone?
++ + - --
Very likely Likely
Could happen Could happen Unlikely Very unlikely
any time some time
Could happen, Could happen, but
but very rarely probably never
will

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!!!! Kill or cause
permanent
disability or 1 1 2 3
ill health
!!! Long term

illness or
serious 1 2 3 4
injury
!! Medical
attention and
several
2 3 4 5
days off
work
! First aid
needed 3 4 5 6
Risk control
Controlling risks involves eliminating the risk so far as is reasonably practicable. If this is
not able to be done, the risk must be minimized so far as is reasonably practicable. The
most effective way is to do this is to select control measures in accordance with the
hierarchy of controls. It is likely that a combination of control measures need to be used.
The hierarchy of controls is as follows:
 substituting a new activity, procedure, plant, process or substance related to the

hazard
 isolating the worker from the hazard (for example, guarding, remote controls)
 engineering controls (for example, interlocks, pressure relief valves)
 administrative controls (for example, safety rules, operating procedures), and
 PPE – personal protective equipment.
Risk controls for principal mining hazards must be documented in the WHSMS in the
form of a 'principal mining hazard management plan'. In assessing risk and selecting
controls to implement, the reasons for adopting or rejecting those controls must also be
documented.
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Control measures often require supporting documentation, procedures, information,
training, resources and testing to make and keep them effective. The following may
have to be considered when selecting appropriate controls:
 procedures for implementing control measures during the design stage

 availability of competent personnel to verify that designs and modifications meet
requirements
 purchasing and receiving procedures to ensure items and services comply with
WHS Act and Regulations and include any safety information
 ‘permit to work’ systems for high risk or unknown hazards (for example, erecting
or digging)
 training needs and changes to work procedures
 if PPE is required, training on their correct use and maintenance
 supervision to check that tasks are complete and work instructions and
procedures are followed
 records for inspection results, maintenance, repair and alteration of plant
 processes for identifying plant that requires registration and ensuring that
registration and ‘fit for purpose’ is maintained
 appropriate controls for working on or near plant and equipment being cleaned,
serviced, repaired or altered
 verification that plant and equipment is safe after repair or alteration
 procedures for withdrawing damaged or unsafe plant and equipment from
service, and
 Procedures to ensure that the workers are competent and, if required, have the
appropriate licenses to operate high risk plant.
Hierarchy of controls
The hierarchy of hazard controls is a list, in order of preference, which can be

considered in hazard control. It emphasizes controlling a hazard at the source.
This is done by giving preference to the use of the 'engineering controls' as
listed below.
Where possible, the ideas listed below should be used because they are less likely to
be affected by human failure and because they are less disruptive and uncomfortable
for people working in the area. Whichever method is used, the effectiveness of the
control measure used should be monitored regularly

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Engineering Controls
 Design. Try to ensure that hazards are 'designed out' when new materials,
equipment and work systems are being planned for the workplace.
 Remove the hazard or Substitute less hazardous materials, equipment or
substances.
 Adopt a safer process. Alterations to tools, equipment or work systems can
often make them much safer.
 Enclose or isolate the hazard through the use of guards or remote handling
techniques.
 Provide effective ventilation through local or general exhaust ventilation
system
Administrative Control
Establish appropriate Administrative Procedures such as:
 job rotation to reduce exposure or boredom, or timing the job so that fewer
workers are exposed
 routine maintenance and housekeeping procedures
 Training on hazards and correct work procedures.
Training and education
Workers must be trained about the dangers of specific hazards, as well as having
knowledge of procedures if there is an emergency. For example workers should know
about emergency fire procedures.
Personal Protective Equipment
Provide suitable and properly maintained Personal Protective Equipment (PPE)

and training in its use.
Risk controls inadequacies

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Risk management programs are cyclical. Systematic monitoring and reviews must be
implemented because of the potential for new hazards to be introduced into a
workplace. These hazards can be due to:
 the use of new technology, equipment or substances

 the introduction of new work practices or procedures
 a change in work environment (moving to a different office, staff reduction)
 The introduction of new staff with different skill/knowledge levels.
However there are conditions under which the legislation demands that controls must
be reviewed. They must be reviewed:
 When the control measure is no longer effective in controlling the risk

 Before a change is likely to give rise to a new or different health and safety risk
that the control measure may not control
 If a new hazard is identified
 If, through consultation, a need is found
 If a HSR requests a review
To check that new controls are effective it is usual to use the hazard identification
methods discussed earlier. Whenever a control needs to be changed it should be
looked at as an opportunity to continuously improve the WHSMS.
All workers are responsible for reporting health and safety matters to their immediate
superiors and this includes inadequacies in the control measures. This reporting can be
verbal or written into a book of some description with a designated person appointed to
remedy the problem.
Management must commit itself to doing something about the problem and it does this
in writing via its OH&S Policy document. It also makes good management sense to act
promptly on something that you have committed yourself to.
One way of continually assessing controls put in place is by using quality circles. These
involve high levels of communication between employees and management. First used
by the Japanese, they introduced the idea that work should stop at the same time each
week and the week’s work is discussed in a meeting.
From these discussions, recommendations would be made to management on how to

improve production or some other aspect of work (including health and safety).
Management would act on reasonable and practical suggestions or give reasons as to
why action may not be taken or that action will be taken and it will be different to that
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suggested by workers. Employees would feel empowered as they would see their
recommendations utilised.
A well-structured WHSMS will have a commitment by management to act promptly on

all workplace safety problems reported to it. This will include any inadequacies in its
control mechanisms.
Who to report these to, how to fix them, who is responsible for reporting and the like,
should all be written down as part of the WHSMS.
WHS advice
Where there maybe inefficiency or ineffectiveness in the WHS processes it will often be
necessary to seek help from experts in improving the process. Such experts may be in
house or they may be external to the organization.
There are WHS experts that can be sourced from within the organization where as
others will be manufactures or suppliers of a product or equipment that will advise on a
better approaches that may be taken to maintain a safer working environment.
Occasionally it is necessary to call in an independent safety management consultant to

conduct a management audit to ensure risk management policies are relevant to the
operating environment of the organization and contribute towards maintaining a safe
and healthy workplace.
It is better to be safe than sorry – if your organization is out of its comfort zone in terms
of knowledge and understanding then it is better to get in an expert.
1. What is risk assessment?
A. Mathematical formulae used to assess the danger of workplace hazards.

B. A requirement for employers to assess only the most likely serious dangers to
employees’ physical and psychiatric health arising in the workplace
C. A requirement for an employer to assess the likely dangers of physical and
psychiatric injury to employees arising from systems of work in order to help
ensure that it meets its duties under health and safety legislation

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2. What is the main step of the risk management process are?
A. Indentifying hazards, assessing and controlling risk, monitoring and reviewing

control measure
B. Consolation, training and information management
C. Workplace inspection, checklist, record and information
D. Monitoring hazardous level, health surveillance, training and recording
3. Managing risk can be broken down into the following parts
A. Establishing the Context, Analyzing Risks

B. Identifying Risks, Evaluating Risks
C. Evaluating Risks Treating Risks
D. Establishing the Context, Identifying Risks, Analyzing Risks, Evaluating Risks
and , Treating Risks
4. The potential biological hazards that arise from reprocessing endoscopes are
controlled by
A. wearing appropriate personal protective equi pment

B. immunization and using standard and additional precautions
C. cleaning techniques that minimize splashing and generation of aerosols
D. all of the above
4. Evaluate and maintain a WHS management

system
Employed an experienced and skilled worker or someone starting out in their career the
PCBU is obliged to provide adequate training and skill development to ensure that the
worker undertakes tasks as safely as possible and complies with the policies and
procedures within the organization. See information on legislative requirements for
WHS training.

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The training is likely to revolve around training needs rather than routine training so the
first step is to develop a training needs analysis (TNA). The activities involved with a
TNA include:
 Identification of the knowledge, skills and qualifications necessary for specific

tasks
 Identification of the level of knowledge, skills and qualifications of staff currently
performing those tasks
 Identification of the gap between these two
 Development of a program that ensures the skill gaps are met through training,
coaching and mentoring
Induction Training
This training obligation commences with a comprehensive induction training program.

The induction program should include, but not be limited to:
 WHS policies and procedures;

 Emergency procedures;
 First aid procedures;
 Procedures reporting an injury or near miss;
 Legislative rights and responsibilities;
 Workplace hazards;
 Manual handling;
 Safe use of substances and equipment that staff may encounter;
 Use of personal protective equipment where appropriate;
 Managing violent behaviors;
 Infection control;
 Workers Compensation and injury management.
Specific Task Training

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Safe work procedures should be developed for all tasks and equipment with potential
hazards. Staff must receive training in these procedures and undergo regular
competency assessments to ensure that they understand and comply with these
procedures.
Ongoing training
Continuing training and skill development is also required. Ongoing training needs may
be identified through performance appraisals, risk assessments and incident
investigations as well as consultation with staff regarding their specific training needs.
The need for ongoing training may also be identified due to changes in legislative
requirements or introduction of new plant, substances or work processes.
WHS Recordkeeping
Keep all your written health and safety records organized and available for reference
Maintain health and safety records and statistics.
Employers are required to keep health and safety records and statistics on file.
Examples of documentation include training activities, first aid treatments, and incident
investigations. Written records and statistics can help:
 identify trends for unsafe conditions or work practices so you can take steps to
correct these potential hazards
 provide material for education and training
 Provide documentation in case a Work Safe ACT officer requests it or if an
incident occurs and you need to prove that you did all you could reasonably do to
prevent it.
The types of WHS records that an organization should keep include:
Maintain records and statistics for the following:
 You must keep records of consultation on safety matters with your workers
 Health and safety program reviews can help you track the progress of your
program.
 Worker orientation records can help ensure that workers are getting the
education and training they need.
 Inspection reports can provide historical information about hazards your business
has encountered and how you have dealt with them.
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 Monthly meeting records can help monitor how promptly and how well “action
items” have been carried out.
 Incident investigation reports can clarify which hazards have caused incidents
and how they were controlled.
 First aid assessments can help determine the first aid requirements for your
workplace.
 First aid records can provide injury statistics that will help prioritise health and
safety efforts.
Statistics that may be of value include the following:
 number of incidents and injuries each year

 number of workdays lost each year
 Cost to your business from workplace injuries each year.
Accidents and incidents
When accidents and incidents occur they could be due to failures in one or more areas
of a WHS Management System. When analyzing records it is important to examine all
areas for contributing factors. There are five key areas to investigate when the system
fails:
 Environment
 Equipment
 Work practices
 Materials
 People
Environment - The environment is the physical surroundings within a workplace. What

environmental factors have contributed to this accident/incident?
Equipment - As the statistics stated earlier in this guide, the tools and equipment used
by employees for their day-to-day work tasks can have a major impact on health and
safety. Equipment might be ergonomically unsound, the controls might be poorly
designed, they might not do the job effectively or efficiently, or they might be inadequate
or unreliable, noisy, unsafe or wrong for the job.

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Work practices - Our workforce needs to know how to carry out their jobs safely. They
need to know and practice established safety rules and operating practices. Work
practices may be guided by established Codes of Practice and Industry-wide Standards,
if they exist. Codes and Standards can be adapted to suit specific workplaces. This
area also includes culture, work pressures and how ‘shortcuts’ are tolerated in the
workplace.
Materials - Workplaces use a lot of materials to produce a variety of goods and

services. Materials can be hot, cold, bulky, heavy, sharp, dusty or toxic. If materials
aren’t handled properly, employees can suffer injury or illness.
People - Individuals can contribute to the cause of accidents by doing something the
wrong way, taking shortcuts, or failing to do something. Their behavior can be attributed
in part to the training they receive (e.g. task instructions, motivation, adequate
supervision, use of correct and adequate plant and equipment and production
pressures).
WHS recordkeeping may relate to:
 audit and inspection reports

 consultation, such as: meetings of health and safety committees work team
meeting agendas,
 including WHS items and actions first aid/medical post records
 hazardous chemicals registers induction,
 instruction and training
 manufacturer and supplier information, including dangerous goods storage lists
 plant and equipment maintenance and testing reports
 workers’ compensation and rehabilitation records
 Workplace environmental monitoring records.
Measure and evaluation WHSMS
These concepts are clearly reflected in a WHS system called a Workplace Health and
Safety Management System (WHSMS). By establishing a formal WHSMS that is
integrated into the overall management systems of the organization, it allows us to

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effectively manage the prevention of work related disease and injury associated with our
particular type of business. As you know, this is a legal obligation of a PCBU. The five
principles of a ensuring we have a robust and effective WHSMS include:
1. Commitment
2. Planning
3. Implementation
4. Measurement and evaluation
5. Review and improvement
 Commitment
Include company directors and senior management, and they have a high level of
obligation to keep the workplace safe. People not defined as officers include managers
and supervisors as they generally are not involved in key decision making with respect
to WHS.
Officers must ensure they have arrangements in place that make the PCBU compliant
with legislation. While an officer’s obligation is legislated, in order for the WHSMS to be
effective and to ensure positive WHS outcomes, the senior management of the
organization has to show commitment and display leadership. It is critical that this show
of commitment and leadership is displayed for all to see as these officers will be role
models for the type of behavior expected within the organization.
 Planning
Planning identification of hazards, hazard/risk assessment and control of

hazards/risk
The overall approach taken by SCU to the identification, assessment and control of
health and safety hazards and their associated risks is described in the 'WHS Risk
Management Procedures' available online from the SCU Policy Library.

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Legal and other requirements
The Workplace Health and Safety team has identified the health and safety legal
requirements applicable to the University e.g. legislation, Codes of Practice and
Australian Standards, and maintains a library for access by all staff. The Workplace
Health and Safety team also maintains the Online Chemical Inventory Database (OCID)
and Chemwatch for access to Material Safety Data Sheets (MSDS). The health and
safety legal and other requirements are kept up to date by regular review of the
legislation e.g. WorkCover NSW website and participation in workshops, forums and
programs run by the relevant state or territory authority e.g. WorkCover NSW.
Objectives and targets
Health and safety objectives and targets for the University are laid out in the WHS Plan
2013-2016. The Executive have accepted and implemented recommendations from the
OHS Management System Audit 2009/2010 that: "health and safety objectives and
targets will be included in the operational planning for all work units on an annual basis".
WHS management plans
The WHS Plan provides the basis for individual work units, in their health and safety
plans, to set local objectives and targets. As previously stated all work units now include
health and safety in their operational plans.
 Implementation
Resources
SCU has identified and allocated financial and physical resources to enable the
effective implementation of the Workplace Health and Safety Management System
(WHSMS). These resources are provided for in the provision of the budget allocation to
the Workplace Health and Safety team and the overall budget of the individual work
units.
Responsibility and accountability
The Work Health and Safety Policy clearly defines, documents and communicates the
responsibilities and accountabilities of the Vice Chancellor, members of Executive,
Heads of Work Units, Managers and Supervisors, Employees and Contractors and
Subcontractors.
The Manager, Workplace Health and Safety has responsibility and authority for ensuring
that the WHSMS requirements are established, implemented and maintained in
accordance with AS/NZS 4801:2001 Occupational health and safety management
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systems, and reporting on the performance of the WHSMS to University Executive for
review and as a basis for improvement of the WHSMS.
Training and competency
The University in consultation with employees identifies training needs in relation to

performing work activities competently, including health and safety training.
The University determines the competencies, training and experience required by

employees and others for the safe performance of the various tasks at the workplace.
Job descriptions outline specific qualifications and competencies (including any
prescribed by legislation) required. The annual performance management process also
identifies training needs. There are situations where specialized training and
qualifications are required such as where employees are required to work with
radioactive isotopes and apparatus and formal training is provided by an external
Radiation Expert. Specific training is provided for additional health and safety roles e.g.
Emergency Wardens, First Aid Officers and Safety Support Officers.
An annual program of training courses in health and safety is displayed in the HR

Services training calendar and are organised and run on demand.
Consultation
Consultation between the University and employees is an essential part of effectively

managing health and safety in the workplace. The University consults with employees
so that they may contribute to decisions about the implementation of safety practices
and systems designed to ensure the health, safety and welfare of employees. Employee
involvement at all levels is critical for ensuring a safe workplace.
The University ensures that there is a sharing of relevant information about health,
safety and welfare with employees; that the employees are given the opportunity to
express their views and contribute in a timely fashion to the resolution of health, safety
and welfare issues in the workplace; and the views of employees are valued and taken
into account.
The primary method of consultation is through Health and Safety Representatives

(HSR's) who are set up in accordance with the Work Health and Safety Act 2011.
Communication
SCU's WHS Policy, health and safety documentation and other relevant health, safety
and welfare information is communicated to staff, students, contractors and visitors
through the following media:

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 Workplace Health and Safety website
 Targeted correspondence and emails to employees and students
 Online employee health and safety induction program
 Online contractor health and safety induction program
 Course unit handbooks
 Student information publications
 Safety manuals and Safe Work Procedures
 Safety signage
Reporting
SCU measures and reports its health and safety performance on a regular basis via:
 Workplace health and safety inspections

 Incident, Accident and Hazard Reports
 Health, safety and injury management reports to the University's Executive and
Council
 Health and safety assessment reports to Heads of Work Units
 Health and safety audits of the WHSMS
 Reports of injury to Workers Compensation insurer
Documentation
SCU has an extensive range of WHSMS documentation that is available to employees

and students at the Workplace Health and Safety website. Policy and procedure
documents are developed when required by new legislation, changes in procedures,
new teaching and research activities or through trends identified in Incident, Accident
and Hazard Reports and reviewed at regular intervals to ensure that they stay current.
Consultation with the University community occurs during the development or review
process. Direction to related documentation is provided through the Workplace Health
and Safety website.
Document and data control
All central WHSMS documentation is recorded using standard templates and document
control processes. System documents are maintained on the Workplace Health and
Safety website. Changes to documentation are notified by email to the University
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community. Any hard copies of documents are considered to be uncontrolled. Policies
are reviewed regularly in consultation with relevant stakeholders and approved by the
Vice Chancellor. All policies are authorized by the Vice Chancellor and their issue date
recorded on the document.
 Measurement and evaluation
Monitoring and measurement
SCU has a comprehensive program for the monitoring and measurement of key aspects
of its operations and activities. This includes testing and monitoring requirements for
aspects of the operation of buildings, equipment/machinery and apparatus, essential
services, waste disposal, activities involving chemicals, radioactive substance/sources
and apparatus covered under WHS and other relevant legislation. Health surveillance is
carried out on a needs basis where possible exposure to a hazard may occur e.g. noise,
insufficient lighting, and low/high humidity.
Incident investigation, corrective and preventative action
SCU's 'WHS Risk Management Procedures' details the procedures for reporting
incidents, accidents and hazards. The Incident, Accident and Hazard form is available
on the Workplace Health and Safety website. Records of incidents, accidents and
reported hazards are maintained by the Workplace Health and Safety team and used
for analysis and reported to University Executive three times a year, and included in
annual reports to University Executive and Council. The data is also used to identify
areas requiring action during the annual planning process. Preventative action is
reviewed by the Workplace Health and Safety team to ensure completion and
effectiveness.
Workplace inspections
Periodic inspections of all workplaces are undertaken. Once the inspection is completed
by the Safety Support Officer, recording sheets are forwarded to the head of the work
unit to implement corrective action and follow up.
Records and record management
Health and safety records are maintained in accordance with University records
management procedures. Legislative requirements include maintaining all Incident,
Accident and Hazard Reports and the confidential storage of Workers Compensation
files. Examples of records maintained by Workplace Health and Safety include:
induction and training; inspection and test reports; and chemical inventory database.

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WHS Management System audit
SCU periodically undertakes a comprehensive internal audit utilising the SafetyMAP

audit tool to evaluate the effectiveness of the WHSMS at university and
academic/administrative level. The Safety MAP tool covers all aspects including: health
and safety policy; planning; implementation; monitoring and measurement; and
management review. Specific work unit WHSMS compliance internal audits are carried
out annually with a three year rotation to cover all work units.
 Review and improvement
Senior management need to conduct a ‘big picture’ review of the WHSMS and should
do this every 1 to 3 years to evaluate whether the current WHSMS is effective and still
appropriate to the organizations needs. PCBU’s don’t operate in a vacuum and so it is
essential to keep up with changes; these may be changes to work systems, legislation,
technology, organisational structure, chemicals, machinery and plant.
This review needs to identify any emerging risks or activities that may change the
PCBU’s risk profile and affect the safety of its workers. The concept of continuous
improvement is once again a driving factor here. When putting a WHSMS into place,
officers may feel they have done due diligence and have nothing more to do. This is not
the case as the existence of a WHSMS on its own does not automatically means
improved performance.
Other factors work together with a successful WHSMS to deliver results. These include:
• Senior management championing the program
• Ensuring plans remain relevant to the organisations business and are practical
• Ensuring the whole system is implemented - not just parts of it
• Integrate it into operational processes and activities
• Engage everyone • Involves pro-active risk management
Developing and implementing improvements to the WHS management system
All organizations must continually seek ways to improve organizational safety to reduce
the risk of worker injury and illness.

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Continuous improvement focuses on preventing problems, corrective action and
performance to enhance health and safety in the workplace.
In a WHS context, continuous improvement is the process of improving the WHS

management system to achieve enhancements in overall performance. This is
achieved through regularly reviewing the organization’s policies, procedures and
practices embodied in its WHS action plan.
Plan – identify and analyze the problem, set clear goals and communicate the plan
Do – implement the plan
Check – monitor and evaluate progress of plan to check everything is working
Act – where things are not working, go back to planning stage and change things.
Where things are working, can they be done better?
WHS legislative framework compliance
It is important for an organization to ensure it is operating in line with current standards.

The legislative requirements which impact on the organizations occupational health and
safety system will change as time goes on. We should constantly be checking to ensure
we are not in breach of minimum standards.
We have seen throughout this unit that officers of corporations have a specific duty of
care to exercise due diligence to ensure the PCBU meets its WHS obligations. The
detail of the due diligence commitment was detailed under the discussion on WHSMS
earlier in this section when Section 27 of the Act was covered. The duties of officers

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particularly with reference to the due diligence obligation (as described in the WHS Act
2011) supports positive leadership behavior that contributes to a safety culture.
The PCBU and its officers can ensure compliance by developing an effective WHSMS
that is integrated into the organizations daily activities. Ongoing evaluation of the
system and its suitability in meeting the PCBU’s WHS needs allows officers to show due
diligence. Some of the questions PCBU officers should be asking themselves are:
 How can I access the information I need?

 Do I understand the risks and hazards we face in our PCBU?
 What do we do to protect our workers health and safety? Why do we do things
that way?
 Do I understand our business and the people who work for us?
 If I review WHS information what does it tell me about our organization’s health
and safety?
 How can I be sure that we are compliant with our legal WHS obligations?
 How do I know whether the systems, policies and procedures are helping to
protect the health and safety of our workers?

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1. What are principles of a WHS management system?
A. Commitment, Implementation
B. Measurement and evaluation
C. Review and improvement, Planning
D. All Above
2. WHS meeting records can help monitor how promptly and how well “action
items” have been carried out.
A. Weekly meeting
B. Monthly meeting
C. Yearly meeting
3. TNA stand for Training needs analysis
A. True
B. False
4. WHS recordkeeping may relate to
A. hazardous chemicals registers induction,

B. manufacturer and supplier information, including dangerous goods storage
lists
C. plant and equipment maintenance and testing reports, instruction and training
D. All Above

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BSBWHS501 Ensure a safe workplace

Learner Book BSBWHS501 Page 1/46

Australian Technical and Management College Provider No:22158 CRICOS: 03013D

2. Establish and maintain effective and compliant participation arrangements for

4. Evaluate and maintain a WHS management system....................................................................31

Learner Book BSBWHS501 Page 2/46

Australian Technical and Management College Provider No:22158 CRICOS: 03013D

A WHSMS is a set of plans, actions and procedures to systematically manage health

 To other persons, in particular, contractors or other persons conducting a

 When seeking certification with an external organization, and

 When assessing the mine systems against recognized industry standards.

The WHSMS must be documented. It must be easily understood and accessible to

A WHSMS is made up of a number of elements. These include:

1. Commitment and policy

It is important to have a WHSMS in place in order to ensure a systematic approach to

Learner Book BSBWHS501 Page 3/46

Australian Technical and Management College Provider No:22158 CRICOS: 03013D

The differences between policies, programs and procedures are:

 Policies – are a general statement of intention and objectives

 Programs – explain how the policy will be implemented

Communication of WHS policies

Communicating WHS information to others in the workplace is an important part of a

 ensure that information, training and instruction provided to a worker is suitable

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Australian Technical and Management College Provider No:22158 CRICOS: 03013D

(c) The control measures implemented.

 Ensure, so far as is reasonably practicable, that the information, training and

Some methods to communicate WHS information could be:

 Ensuring WHS is a fixed item in regular team meetings

The management of WHS is through legislation. Parliament (State, Territory or

Learner Book BSBWHS501 Page 5/46

Australian Technical and Management College Provider No:22158 CRICOS: 03013D

The main objectives of the new harmonized laws are to:

 protect the safety of workers

EMPLOYERS have a ‘duty of care’ to provide a safe workplace.

 Wear all personal protective equipment provided.

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Australian Technical and Management College Provider No:22158 CRICOS: 03013D

1. Managers and supervisors must help employers meet this responsibility .

Keep records of inspections

Learner Book BSBWHS501 Page 7/46

Australian Technical and Management College Provider No:22158 CRICOS: 03013D

Multiple Choice Questions

1. What does WHS stand for?

A. Wealth health system

C. Wealth health safety

2. Workplace health and safety legislation imposes a duty of care on:

C. Visitor to the workplace

D. Employer or Employee both

3. Employees’ obligations in relation to WH&S legislation include:

Australian Technical and Management College Provider No:22158 CRICOS: 03013D

4. WHS issues, including

2. Establish and maintain effective and compliant

Establishing and maintaining participative arrangements with employees and their

The legislation features the following:

 There is no minimum number of employees required before an employer should

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Australian Technical and Management College Provider No:22158 CRICOS: 03013D