a guide to occupational health safety guide 2009 final so.pdfeffective occupational health and...

A Guide to

Occupational

in the

Transport Industry

7th Edition, July 2009

&HealthSafety

Preface

Prefaceto the Guide

Page 1

The Transport Industry Safety Group (TISG) has now beenmeeting for over 13 years and continues to address the manyfreight and logistics industry safety issues.

In 1998, Graeme Johnstone – then State Coroner – recom-mended that the TISG be established following the death of a14 year old male pedestrian in a truck related road crash.

The issues arising out of this accident included failures (in part)by the truck driver and the driver’s employer (a majorMelbourne transport company) to provide the driver withproper induction, training and supervision.

The TISG has met regularly since that date and worked dili-gently on the many industry safety issues.

Key industry initiatives include:

Distraction Campaign

Seat Belts

Driver Fatigue

Forklifts

Major Safety Seminars

Brake Compatibility Code of Practice

Buying a Safer Truck & Trailer

Drug and Alcohol Programs

These initiatives are leading the transport industry to bestpractice and becoming the “State of Knowledge” in industry.

The Victorian TISG comprises key executives from organisationssuch as: the Transport Workers Union (Victoria/Tasmania),The Victorian Transport Association, VicRoads, Victoria Police,WorkSafe Victoria, The Transport Accident Commission, BusAssociation (Vic), The Victorian Waste ManagementAssociation, ARRB, Australian Road Transport Suppliers Asso-ciation, plus invited consultants Peter Robinson (AM) andRoger Sanders (Delta-V Experts).

TWUOUR MEMBERS COME FIRST

VIC/TAS BRANCH

VICTORIANWORKCOVERAUTHORITY

Contents of this Guide

Contents

Page 2

Finding More Information . . . . . . . . . 4

Introduction. . . . . . . . . . . . . . . . . 5

Who’s Who . . . . . . . . . . . . . . . . . 6 The Building Blocks of OHS . . . . . . . . . . . . . . 6 Who is an Employer?. . . . . . . . . . . . . . . . . . 6 Who is an Employee? . . . . . . . . . . . . . . . . . 6 Contractor Control . . . . . . . . . . . . . . . . . . . 7

What Does ‘ReasonablyPracticable’ Mean? . . . . . . . . . . . . . 8

Chain of Responsibility . . . . . . . . . . . 9 What is the Chain of Responsibility? . . . . . . . . . 9 Who is Covered by the Chain of Responsibility? . . . 9 Enforcement Powers . . . . . . . . . . . . . . . . . 10 Consignor/Receiver . . . . . . . . . . . . . . . . . . 10 Loader/Packer . . . . . . . . . . . . . . . . . . . . . 11 Driver. . . . . . . . . . . . . . . . . . . . . . . . . . 12 Operator/Manager/Scheduler . . . . . . . . . . . . 13

OHS Policy Statement. . . . . . . . . . . 14

Management Commitment . . . . . . . 15

Safe Work Practices . . . . . . . . . . . . 16

Controlling OHS Hazards and Risks . . . 17 Consultation with HSRs and Employees. . . . . . . 17 Key Concepts . . . . . . . . . . . . . . . . . . . . . 18 Step 1: Identify Hazards . . . . . . . . . . . . . . . 19 Step 2: Assess Risks . . . . . . . . . . . . . . . . . . 20 Step 3: Control Hazards and Risks . . . . . . . . . . 24 Step 4: Check Controls . . . . . . . . . . . . . . . . 29

Rehabilitation Policy . . . . . . . . . . . 31

Safety Inspections. . . . . . . . . . . . . 32

Incident Reporting and Investigation . . 33 Reporting Incidents to WorkSafe . . . . . . . . . . 33

Consultation, Issue Resolution, Healthand Safety Reps and OHS Committees . 35 Consultation . . . . . . . . . . . . . . . . . . . . . . 35 Issue Resolution . . . . . . . . . . . . . . . . . . . . 35 Designated Work Groups (DWGs) . . . . . . . . . . 35 Health and Safety

Representatives (HSRs) . . . . . . . . . . . . . . . . 35 OHS Committees . . . . . . . . . . . . . . . . . . . 36

Training and Induction . . . . . . . . . . 37

Health Priorities . . . . . . . . . . . . . . 39 Drug and Alcohol Policy . . . . . . . . . . . . . . . 39 Infectious Diseases . . . . . . . . . . . . . . . . . . 40 Preventing Stress in the Workplace . . . . . . . . . 41 Workplace Bullying and Harassment . . . . . . . . 42 First Aid . . . . . . . . . . . . . . . . . . . . . . . . 42 Working Alone. . . . . . . . . . . . . . . . . . . . . 43 Noise . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Vibration . . . . . . . . . . . . . . . . . . . . . . . . 45

Safety Priorities . . . . . . . . . . . . . . 47 Truck Rollovers . . . . . . . . . . . . . . . . . . . . 47 Traffic Management . . . . . . . . . . . . . . . . . 47 Roadside Operations . . . . . . . . . . . . . . . . . 48 Roadside Breakdowns . . . . . . . . . . . . . . . . 48 Forklift Operations . . . . . . . . . . . . . . . . . . 49 Manual Handling . . . . . . . . . . . . . . . . . . . 49 Working at Height. . . . . . . . . . . . . . . . . . . 50 Working Near Overhead Wires or

Underground Services . . . . . . . . . . . . . . . . 50 Waste Management . . . . . . . . . . . . . . . . . 51

Load Management and Restraint . . . . 52

Driver Fatigue . . . . . . . . . . . . . . . 53 Reasons for Fatigue While Driving . . . . . . . . . . 53 Dealing with Driver Fatigue . . . . . . . . . . . . . 54 Driving Hours . . . . . . . . . . . . . . . . . . . . . 54

Dangerous Goods andHazardous Substances . . . . . . . . . . 55 New Requirements for Dangerous

Goods Transport . . . . . . . . . . . . . . . . . . . 56 Material Safety Data Sheets (MSDS). . . . . . . . . 56 Transporting Dangerous Goods . . . . . . . . . . . 57

Fire Prevention and EmergencyEvacuation Procedures . . . . . . . . . . 59

Personal Protective Equipment . . . . . 60

Conclusion . . . . . . . . . . . . . . . . . 61

Reference Material . . . . . . . . . . . . 62

Organisations and Contacts . . . . . . . 63

Foreword

Foreword by the TISG

Page 3

Partnerships in safety achieve a great deal – working together gets results!

The Transport Industry Safety Group (TISG) is now in its 14th

year since formation. The Group has

matured and is now widely acknowledged as a leading, coal face, safety action group.

This Guide is a living example of what can be achieved with goodwill and industry expertise.

Safety is now the number-one issue for all companies and employees. No longer is near enough

good enough – the safety of all employees must be 100%.

This Guide is a summary of most of the key areas in safety.

We have also included details of organisations who can assist, so please contact them if you need

assistance.

We acknowledge the support for the publication from WorkSafe and VicRoads.

Philip Lovel AM,

Chairman,

Transport Industry Safety Group.

July 2009.

Welcome to the latest edition of the transport industry safety “bible”.

The TWU is very proud of its involvement with the Transport Industry Safety Group. Interstate and

international visitors often express great surprise at the level of co-operation on safety issues in

Victoria between employers, workers and various government agencies.

We’ve shown that it’s possible for people of goodwill to put aside differences in other areas of our

relationship to pursue the common goal of looking after the health and safety of everyone involved

in this important industry.

Since TISG began its work during the nineties, the scope of its activities has widened considerably.

We recognise today that transport safety is about much more than just better built vehicles, better

roads and safe working practices.

We are concentrating increasingly on the development and maintenance of a lifestyle that is

healthy in both body and mind.

Make use of this Guide. It’s no exaggeration to call it a potential lifesaver.

Bill Noonan,

Co-Chairman,

Transport Industry Safety Group.

July 2009.

Web Search

Finding More Information

Page 4

Introduction

This Guide provides background to the healthand safety issues faced by the transport indus-try, and provides information and referencesto aid employers and workers, includingcontractors and owner-drivers, in developing abroad perspective in response to these issues.

The health and safety priorities in this Guideare those that people in the industry knoware the issues requiring management, so thisGuide has been compiled following consulta-tion within the industry.

The intention is not to contest the technicali-ties, but to facilitate whatever possible actioncan be taken.

Effective occupational health and safety(OHS) happens when a company and its work-force co-operate to:

develop policies, systems and proceduresto eliminate or minimise risks,

make sure the people who implement –and are affected by – the systems andprocedures understand them,

implement effective training in proce-dures, and

ensure the workforce has good access tosafety standards and safety informationgenerally.

For any OHS system to be effective it musthave the total commitment of all levels withinthe relevant organisation.

The employer’s main duty under the VictorianOccupational Health and Safety Act 2004 (OHSAct) is contained in Section 21 (1).

This section requires employers to provideand maintain, so far as reasonably practica-ble, a working environment that is safe andwithout risks to health.

There are some specific elements to thisgeneral duty which require the employer, sofar as is reasonably practicable, to do thingssuch as:

provide and maintain safe plant andsystems of work,

arrange safe systems of work in connectionwith plant, vehicles, equipment, tools,machinery and substances,

provide a safe work environment (both inthe depot and in vehicles),

provide adequate welfare facilities, and

provide employees with the information,instruction, training and supervision theyneed to perform their jobs in a safe andhealthy manner.

Employees also have specific obligationsunder the OHS Act. Section 25 of the Actrequires employees to:

take reasonable care for their own healthand safety and the health and safety ofothers,

co-operate with their employer to allowthe employer to comply with the Act, and

not intentionally or recklessly interferewith or misuse anything provided at theworkplace for health, safety or welfare.

Introduction

Page 5

Who’s Who

Who is an Employer?

You are an employer if you employpeople directly or engage subcon-tractors.

You may call yourself a subcontrac-tor but if you employ people orengage other contractors, you arelikely to be considered an employerunder OHS laws.

An employer may be an individual, acompany, body corporate, partner-ship, unincorporated association,franchising operation or not-for-profit organisation in the private orpublic sector who has one or moreemployees.

As an employer, you owe the duty ofproviding and maintaining a workingenvironment that is safe and withoutrisks to health to independent contrac-tors as well as their employees whoare working at your workplace.

This applies to matters over whichyou, as an employer, have control orshould have control.

So, as well as providing a safe andhealthy workplace for direct employ-ees, you must consider subcontrac-tors – such as owner-drivers, labour-hire personnel and others who couldbe deemed employees – in terms ofOHS matters under your control.

Who is an Employee?

You’re considered to be an employee if you work wherean employer has, or should have, control when you’re:

employed under a verbal or written contract ofemployment or a contract of training – this includesdirect employees as well as placements throughgroup training and apprenticeships,

an independent contractor engaged by someoneelse to do a specific job,

a subcontractor,

an employee of a contractor, or

a person whose services are provided through someoneelse, such as a labour-hire or recruitment agency.

People working on matters over which an employer hascontrol may be considered to be employees even ifthere is no contract of employment. Contracts don’tmatter – it’s all about who actually has control.

Who’s Who

Page 6

6. Workplace Policies

5. Non-Statutory Guidance

4. WorkSafe Positions

3. Compliance Codes

1. Occupational Health and Safety Act 2004

2. Occupational Health and Safety Regulations 2007

are very important, as they provide guidance and can be used in prosecutions.

is information published by WorkSafe aimed at building people’s knowledge andawareness of OHS issues, risks to health and safety, and the disciplines and

techniques that can be applied to manage and control risks. It is not mandatory,nor does it provide any “deemed to comply” outcomes for duty-holders. Theguidance does, however, form part of the ‘state of knowledge’ about OHS.

are guidelines made under section 12 of the OHS Act that state how WorkSafewill apply the Act or Regulations or exercise discretion under a provision of the

Act or Regulations. WorkSafe Positions are intended to provide certainty to duty-holders and other affected parties.

provide practical guidance to duty-holders.

is the law and must be followed.

specify the way in which a duty imposed by the OHS Act must be performed,and prescribe procedural or administrative matters to support the OHS Act.

The Building Blocks of OHS

Who’s Who

Page 7

Contractor Control

Under existing Commonwealth and Stateoccupational health and safety legislation,the general OHS duties applying to anemployer or contractor also apply to subcon-tractors and their employees in relation tomatters over which the employer (or contrac-

tor) has control.

Contractors must be made aware that theyare subject to the same safety standards ascompany employees.

Accordingly, contractors should be instructedand supervised to ensure that they meet suchstandards.

!It is the company’s duty to ensure thatall contractors (and their employees)work in accordance with all company

OHS requirements and meet regulatorystandards such as vehicle maintenance,driving hours, etc.

In order to exercise practical control over acontractor working on its behalf, a companyneeds to implement appropriate measuressuch as:

ensuring that the contractor is made awareof the company’s OHS standards andprocedures before commencing work,

clearly defining responsibilities, roles andlines of communication and reportingbetween company personnel and thecontractor, any subcontractors and otherpersons,

ensuring that personnel designated toliaise with a contractor receive appropriateinstructions in managing and controllingcontractors (this should include knowledge

of relevant legislation, knowledge of stan-dards and codes of practice, understandingof the company OHS policies and proce-dures and a full and complete knowledgeof the processes and procedures involvingthe use of contractors),

clearly defining operational and other jobrequirements (for example, scheduling,awareness of the company’s internalreporting and recording requirements,company rules, known work hazards, etc.),and

providing appropriate information (and, ifnecessary, instruction and training) onworking with specific hazards as they mayaffect or involve contract workers.

!Contractors are required to make sureno-one is put at risk from the carryingon of their business.

More Information onEmployers, Employeesand Contractor Control

Occupational Health and Safety Act 2004,Section 24

Web search (see page 4):

Employers:Field B: who is an employerField C: www.worksafe.vic.gov.au

Employees:Field B: information for employeesField C: www.worksafe.vic.gov.au

Contractor ControlField B: information on engaging

a contractorField C: www.worksafe.vic.gov.au

What Does ‘Reasonably Practicable’ Mean?

Some of the general duty provisions in theOccupational Health and Safety Act and somespecific requirements in the Regulations arequalified by the words “so far as is reasonablypracticable”.

These words put limits on the duty to ensurehealth and safety.

The OHS Act explains what has to be takeninto account when deciding if something isreasonably practicable.

In general terms, the things to be taken intoaccount are:

the likelihood of the hazard or risk eventu-ating,

the severity of any injury or harm to healththat may occur,

what is known, or should be known, aboutthe hazard or risk and the ways of eliminat-ing or reducing the hazard or risk,

the availability and suitability of ways toeliminate or reduce the hazard or risk, and

the cost of any risk control methods.

All of these things have to be given weightwhen deciding if something is reasonablypracticable.

Common practice and knowledge throughoutthe relevant industry are taken into accountwhen judging whether a safeguard is reasona-bly practicable.

!Reasonably practicable means that if

something can be done, and a reason-

able person looking at the situation

would consider that it is reasonable to do,

then it should be done.

Individual employers cannot claim that they

did not know what to do about certain hazards

if they are known by others within the industry

and if safeguards are available.

Industry safety standards and other published

information, including Compliance Codes,

Australian Standards, and other guidance mate-

rial published by WorkSafe Victoria, all contrib-

ute to establishing this state of knowledge.

While cost is a factor, it must not be given any

more importance than other factors in decid-

ing if an action is reasonably practicable. The

OHS Act does not allow a person to avoid

putting a risk control measure in place purely

on the basis of the cost of the control measure.

Where a regulation exists and is not qualified by

the words “as far as is reasonably practicable”,

the regulation must be complied with in full.

More Information on

“Reasonably Practicable”


Field B: summary of the occupationalField C: www.worksafe.vic.gov.au

What Does “ReasonablyPracticable” Mean?

Page 8

Chain of Responsibility

What is the Chain of

Responsibility?

The chain of responsibility means thatanybody – not just the driver – who hascontrol in a transport operation can be heldresponsible for breaches of road laws and maybe made legally liable.

In other words, if you use road transport aspart of your business, you share responsibilityfor ensuring breaches of road laws do notoccur.

So if a breach of road transport law occurs dueto your action, inaction or demands, you maybe legally accountable.

Put simply this means:

From 30 September 2005, the chain ofresponsibility became applicable to:

driving hours, speeding and dangerousgoods Regulations,

mass and dimension limits, and

load restraint requirements.

Who is Covered by the

Chain of Responsibility?

If you are involved in any of the following roadtransport activities, you may be held respon-sible for breaches of road laws:

Consigning – commissioning the carryingof goods.

Packing – placing goods in packages orcontainers or on pallets.

Loading – placing or restraining the load ona vehicle.

Driving – the physical act of driving acommercial vehicle.

Operating – operating a business whichcontrols the use of a commercial vehicle.

Receiving – paying for goods/takingpossession of load(s).

If you are involved in any of the above roles,you also have obligations not to coerce,induce or encourage a breach of road trans-port laws.

In addition to ensuring compliance with roadlaws, you have to take reasonable steps tomake sure that you do not pass on to other


Page 9


Page 10

parties any false or misleading information

about a vehicle or its load.

If you victimise an employee or contractor

who raises concerns about actual or possible

breaches of road transport laws, it is an

offence under the law.

!If you are in control of a transportoperation, you can be held liable forbreaches.

Enforcement Powers

On 1 July 2003, inspection and search powers

were introduced in Victoria to support the

enforcement of the chain of responsibility.

The laws allow WorkSafe inspectors and

police officers to:

inspect and search commercial vehiclesand premises associated with road trans-port,

direct a person associated with roadtransport to provide documentation anditems relating to commercial vehiclecompliance,

require a driver or other responsibleperson to provide reasonable assistanceto an inspector or police officer and togive their name, home address and busi-ness address, and

require a person to provide details regard-ing any other person who is associatedwith a commercial vehicle or its load, andto give information to help identify thedriver.

Consignor/Receiver

Responsibilities

As a consignor or receiver, you have a respon-sibility for ensuring that any demands youmake do not require a truck driver to:

exceed permitted driving hours,

fail to have minimum rest periods, or

exceed the speed limit.

Under legislation, you also have a responsibil-ity for ensuring that goods carried on yourbehalf:

do not exceed vehicle dimension limits,

do not cause vehicle mass limits to beexceeded, and

are appropriately secured.

If you can show that you did not know andcould not have been reasonably expected toknow that the road law breach would occur,and that either:

you have taken all reasonable steps toprevent the breach, or

there was nothing that you could reasona-bly have been expected to do to preventthe breach,

you won’t be liable for an offence under thechain of responsibility.

What You Need to Do

You should ensure that you can demonstratethat you took reasonable steps to prevent abreach occurring.

There are no limits to the ways in which youcan do this. What constitutes reasonablesteps will vary according to each individual’scircumstances.


Page 11

Examples of steps you could take include:

ensuring that compliance assurance condi-tions are included in relevant commercialarrangements with other responsiblepersons,

requesting information about whatsystems and controls are in place to ensurecompliance,

avoiding arrangements which encourageor reward non-compliance, and

complying with an Industry Code of Practice.

Individual industries should develop Codes ofPractice to suit their needs, and these Codesshould cover contractual arrangements, equip-ment, due diligence and quality managementsystems.

Loader/Packer

Responsibilities

Under legislation, loaders have a responsibil-ity for ensuring that the vehicle’s load:

does not exceed dimension limits,

does not cause vehicle mass limits to beexceeded, and

is placed so that it does not become unsta-ble, move or fall off the vehicle.

Packers have a responsibility for ensuring thatdocumentation about the vehicle’s load is notfalse or misleading.

Packers also need to make sure that anygoods packed in a freight container do notcause the container’s gross weight or safetyapproval rating to be exceeded.

If you can show that you did not know andcould not have been reasonably expected to

know that the road law breach would occur,and that either:

you have taken all reasonable steps toprevent the breach, or

there was nothing that you could reasona-bly have been expected to do to preventthe breach,

you won’t be liable for an offence under thechain of responsibility.

What You Need to Do

You should ensure that you can demonstratethat you took reasonable steps to prevent abreach occurring.

There are no limits to the ways in which youcan do this. What constitutes reasonablesteps will vary according to each individual’scircumstances. Examples of steps you couldtake include:

having a loading diagram for differenttypes of loads to ensure axle weight limitsare not exceeded,

if the vehicle’s weight cannot be accuratelyassessed at the time of loading, under-loading for the first trip and verifying theweight at some stage of the journey –subsequent loads can be adjusted accord-ingly,

fitting scales to loading equipment andkeeping a running total of the weight of theload for each trip, and/or

using a pre-printed form which requiresthe person in control of packing or loadingthe goods to verify the accuracy of anyrecords, and

complying with an Industry Code of Prac-tice.


Page 12

Individual industries should develop Codes ofPractice to suit their needs, and these Codesshould cover contractual arrangements, equip-ment, due diligence and quality managementsystems.

!The people who make the decisionsabout how a task is carried out areresponsible under the chain of respon-

sibility – not necessarily the person whocarries out the task. For example, if apacker is told by their supervisor to overfilla pallet or box, their supervisor would beconsidered responsible.

Driver

Responsibilities

As a truck driver, your responsibilities includeensuring that:

required rest breaks are taken,

records of your driving hours are kept,

your vehicle does not exceed mass limits,

your vehicle and load do not exceeddimension limits,

your load is appropriately restrained,

you do not exceed the speed limit, and

you do not tamper with any equipmentrequired to be fitted to the vehicle.

What You Need to Do

As a driver, you need to make sure that yourconduct does not compromise road safety orinvolve breaking the law.

You should be familiar with the ProfessionalDriver Code of Conduct and Heavy VehicleDriver Fatigue Laws.

You should also know your vehicle’s mass.Examples of ways you can do this include:

keeping weighbridge dockets issued to thevehicle you are driving,

using on-board scales to check yourweights, and

keeping any loading documentation thatshows the weight of your load.

You must not exceed the regulated hours fordriving and working. Remember that theseare maximum hours. You should always restwhen tired, and have adequate sleep toprevent fatigue.

You should make sure that your vehicle doesnot exceed legal dimensions.

Your load should be checked to ensure it isproperly restrained, even if you are not theperson who loaded the vehicle. You shouldcheck the adequacy and condition of restrain-ing equipment (chains, ropes, straps etc.).

You should make sure you observe the speedlimit at all times.

Special Defence for Drivers

Under legislation, if someone else is responsi-ble for maintaining the vehicle you drive, orits equipment, you won’t be liable for anydeficiencies provided that:

you did not cause or contribute to the defi-ciency,

you did not know or could not reasonablybe expected to have known of the defi-ciency, and

you could not reasonably be expected tohave checked whether there were, or werelikely to be, deficiencies.


Page 13

Operator/Manager/

Scheduler

Responsibilities

As an operator, manager or scheduler of abusiness involved in road transport, yourresponsibilities include ensuring that:

rosters and schedules do not requiredrivers to exceed driving-hours Regulationsor speed limits,

vehicle speed limiters are functioning,

vehicles do not exceed mass or dimensionlimits,

appropriate restraint equipment is pro-vided and loads are appropriately restrain-ed, and

you keep records of your drivers’ activities,including driving, work and rest times.

What You Need to Do

As an operator, or an employee of an opera-tor, you need to make sure that your conductdoes not compromise road safety or involvebreaking the law.

You should:

ensure that you are familiar with the Trans-port Industry Operator Code of Conduct,

implement systems to ensure that themass of each vehicle is assessed andrecorded for each trip,

have an auditable system for rostering andscheduling your drivers so that they do notexceed the regulated hours of driving andwork or any speed limits, and that theyhave sufficient opportunity for rest andsleep to avoid fatigue,

have work practices in place so that vehi-cles and equipment are kept in good condi-tion and all loads are properly restrained,

ensure that, if speed limiters are fitted tothe vehicles, they are operating properly,

keep records of drivers’ activities includingdriving, working and resting, and check thatthey are complying with the Regulations,

include compliance assurance conditions inrelevant commercial arrangements withother responsible persons,

ensure that employees have the necessaryinformation, instruction, training andsupervision to enable compliance with rele-vant laws.

More Information on


VicRoads on 13 11 71.


Field B: chain of responsibilityField C: www.vicroads.vic.gov.au

OHS Policy Statement

The present focus of State and Federal occupa-tional health and safety legislation requiresemployers to:

establish and maintain formal consultationprocedures allowing for the regular exchangeof information on OHS issues betweenmanagement, supervisors, employees andcontractors, and

formalise, through documentation, stan-dard risk identification and control mecha-nisms, and safe systems of work practices.

A company OHS policy statement should be inplace. This should be a brief but concise decla-ration of intent, and should define lines ofresponsibility and the processes of account-ability for both management and employeesalike. It should also demonstrate the jointcommitment of management and the work-force to translating that commitment intoeffective action.

It should indicate, in clear and simple terms,the organisation’s health and safety policyobjectives, and outline the arrangements toachieve those objectives, including the alloca-tion of functions and responsibilities.

Issues that should be covered in company OHSpolicy statements include:

a senior management commitment to theprovision and maintenance of working envi-ronments that are safe and without risks tohealth,

the integration of that commitment into allorganisational activities,

a commitment to document the functionsand duties of all people in the organisation

OHS Policy Statement

Page 14

for maintaining health and safety standardsand practices,

the accountability of all levels of manage-ment for implementing health and safetypractices and procedures,

the importance of consultation andco-operation between management andemployees for the effective translation ofpolicy objectives into action,

the training of employees and sub-contrac-tors (including labour-hire personnel andowner-operators who are deemed employ-ees in all these activities) in, and communi-cation of, health and safety practices andprocedures, and

a commitment to regular monitoring andreview of the policy and its effectiveness.

The policy must be kept up to date in line withdevelopments across the organisation.Accordingly, arrangements must be in place tomonitor and review the effectiveness of thepolicy statement. Indeed, it should bereviewed every year to make sure it remainscurrent and relevant.

All employees must be aware of the signifi-cance of the OHS policy statement, togetherwith the strategies and plans for conversion ofthe policy into action.

The policy statement should be ratified andsupported by management and employeerepresentatives.

Upon agreement, the document should bewidely distributed, explained to all existing andnew personnel and be posted on allnoticeboards within the workplace.

Management Commitment

In demonstrating a company’s OHS commit-ment towards all levels of staff and contractors,actions such as the following are necessary.

Demonstration ofCommitment

Clearly-defined company policies should bedeveloped, appropriately distributed andclearly displayed.

Identification of Rolesand Responsibilities

Responsibilities of line managers and sitesupervisors should be clearly identified for allemployees and contractors working undertheir direction.

Continuous Improvement

Clear responsibilities and procedures shouldbe established to ensure continuous improve-ments in providing employees and contrac-tors with healthy and safe workplaces.

These duties and responsibilities also apply toall contractors who employ staff or engagecontractors themselves.

ManagementCommitment

Page 15

Consultation

Employees must be consulted when deci-sions are made or planned about occupa-tional health and safety matters that directlyaffect them.

This includes consulting Health and SafetyRepresentatives, where elected, and inde-pendent contractors whose health andsafety is likely to be affected.

Consultation includes sharing information,giving employees an opportunity to expresstheir views on the matter, and taking thoseviews into account before decisions aremade.

More Information

on Management

Commitment


Field A: criteria evaluatingField B: management commitmentField C: www.worksafe.vic.gov.au

Safe Work Practices

Safe work practices and procedures should be

developed from knowledge and assessment

of the work system as a whole.

Audits and assessments of existing work prac-

tices and procedures should be conducted,

and formal risk evaluations and control meas-

ures should be documented.

!All levels of staff should be involved in

the development of safe work prac-

tices. This will help in gaining a total

commitment from all employees to the

implementation of such procedures.

Safe work practices should address each of

the following areas:

The design of transport vehicles withregard to OHS considerations such as entryand exit for drivers, ergonomic layout, rideand noise level.

The safe operation of plant, machinery andpowered mobile plant (including roadsidework) and the prevention of fatigue.

Issues about working at height, includingtop of load.

The safe handling of raw materials, inter-mediates, waste and by-products, etc,including consideration of the weightbearing tasks, the size and shape of loadsand use of mechanical aids etc.

Appropriate reporting lines and contactswith regard to accident and hazard report-ing, contingency planning, lock-out proce-dures, etc.

Safe Work Practices

Page 16

The adequate supply, use and mainte-nance of any and all personal protectiveequipment.

The reporting of hazards or unsafe workpractices at workplaces not under thecontrol and management of the employer(or contractor) to the employer’s (orcontractors) representative.

The implementation of effective emer-gency procedures.

Appropriate and documented vehicle andplant maintenance systems.

The safe interface of forklifts into transportyards, warehouses or other shared areasensuring that pedestrians are physicallyseparated from forklifts.

Other areas where there is a risk of harm.

!Each workplace should be assessedindividually, according to their parti-cular needs and functions – not limited

to these suggested areas.

More Information on

Safe Work Practices

www.worksafe.vic.gov.au

Web search (see page 4):n WorkSafe:

Field B: safety assessment toolField C: www.worksafe.vic.gov.au

n Safe Work Australia:Field B: safe work practicesField C:www.safeworkaustralia.gov.au

Controlling OHS Hazards and Risks

Workplaces can be dangerous; there aremany hazards that have the potential tokill, injure or cause ill health or disease.Protecting the health and safety of peoplein the workplace is a community expecta-tion that makes good business sense.

Workplace incidents can have a dramaticimpact on people’s lives (people in theworkplace, families and friends), andthey can have significant financialimpacts on organisations through loss ofskilled staff and lost production of goodsor services.

Duty-holders (employers, self-employedpeople and those with management orcontrol of workplaces who have duties toensure health and safety under the OHSAct and its Regulations) have obligationsto ensure the health and safety of peopleso far as is reasonably practicable.

A safe and healthy workplace and compli-ance with the law does not happen bychance or guesswork.

Good health and safety is all about elimi-nating and controlling hazards and risks.

This is best achieved by a proper consid-eration of the sources of harm and whatcan be done to prevent the harm fromoccurring. An outline of the methodsused to control OHS hazards and risks isprovided below.

Consultation with

HSRs and Employees

Consultation with Health and Safety Representa-tives (HSRs), employees and others is a critical partof controlling OHS hazards and risks.

Apart from it being required by law, involving HSRs,employees and others at the workplace in themethod makes sense.

The people who do the job often know and canprovide insight into how hazards and risks cancome about, and about the workability and effec-tiveness of potential controls.

Controlling OHSHazards and Risks

Page 17

Steps in Controlling

Hazards and Risks


Page 18

They also have to work with the control meas-ures, and they will do this more effectively ifthey understand the reasons for them andhow they work.

Consultation with HSRs, employees and inde-pendent contractors and their employees atthe workplace in each step of the process isrequired by law; that is, when:

Identifying and assessing hazards and risks.

Making decisions about controlling risks.

Making decisions about procedures forproviding information and training toemployees and monitoring the health ofemployees.

Consultation must involve sharing informationwith those people, giving them a reasonableopportunity to express their views, and takingthose views into account.

If there is a Health and Safety Committee, itmay be useful to engage the Committee in theprocess as well.

Key Concepts

There are four important concepts that need

to be understood so that the information on

these pages makes sense:

A hazard is something currently (or whichmay in future be) in the work environmentthat has the potential to cause harm topeople.

A risk is the chance (or likelihood) that ahazard will cause harm to people.

Harm is death, injury, illness (includingpsychological illness) or disease that maybe suffered by a person from a hazard orrisk.

A control is a thing, work process or systemof work that eliminates an OHS hazard orrisk or, if this is not reasonably practicable,reduces the risk so far as is reasonably prac-ticable.


Page 19

Step 1: Identify Hazards

Identifying hazards involves finding all of theforeseeable hazards in the workplace andunderstanding the possible harm that thehazards may cause.

What to Look For

A hazard is something in the workplace (orthat will be in the workplace) that can causeharm to people. A piece of plant, a substanceor a work process may have many differenthazards, and each of these hazards needs tobe identified.

For instance, a production line may havemechanical hazards, noise hazards, electricalhazards, body stressing hazards associatedwith manual handling, and psychologicalhazards associated with the pace of work.

Methods for Identifying Hazards

There are a number of methods for identifyinghazards. The following are the most common:

Inspecting the Workplace:

A walk though the workplace is a direct way ofidentifying many hazards.

This walk-through can be assisted by using ahazard checklist developed in consultationwith employees to suit the workplace.

Inspections should not be limited to physicalthings such as plant, equipment or buildingsand structures – they should also look atsystems of work and work procedures.

A walk-through may detect straightforwardproblems – action should be taken on theseimmediately. Some may be simple matterssuch as a risk control not being used or not

working properly, or things being put in thewrong place.

There is no need to do a formal risk assess-ment – action can be taken without delay toeliminate or control the risk – and consulta-tion can take place on the spot with theemployees or HSRs doing the inspections, andwith the people doing the work.

At the other end of the scale, however, awalk-through may detect a situation thatrepresents an immediate or substantialdanger to people doing work.

The work causing the risk should either bestopped immediately or the people moved tosafety.

Finding and Applying Available Information

A large amount of information is readily avail-able for particular industries, types of activityand job types. For example:

WorkSafe publishes information on itswebsite and in hard copy on a range of OHStopics and industries.

Visit www.worksafe.vic.gov.au or read theWorkSafe publication More information

about Controlling OHS Hazards and Risks.

Industry associations and unions canprovide information about hazards inparticular industries or particular jobs.

Manufacturers and suppliers can provideinformation about hazards associated withspecific plant, substances or processes.

Material Safety Data Sheets (MSDS) frommanufacturers or suppliers of workplacesubstances. WorkSafe’s workers’ compen-sation insurance agents.

Technical and OHS specialists.


Page 20

Testing and Measuring

Some hazards, such as noise and atmosphericcontaminants, may require measurement todecide if further action is required. Forinstance, there are simple comparisons thatcan be made to estimate general noise levels(e.g. can people working within close proxim-ity be easily heard?), and testing and measur-ing can provide a more accurate deter-mination of the hazard (e.g. noise meters,atmospheric testing).

Surveys of Employees and Others at theWorkplace

Conducting a survey of employees and otherswho work at the workplace can provide valu-able information about matters such as work-place bullying, occupational stress, as well asmuscle and skeletal aches and pains that cansignal potential hazards.

Analysing Records and Data

Records of injuries or incidents and the resultsof any investigations are useful sources ofinformation about hazards. Larger organisa-tions may even have records or data that showincident and injury trends. WorkSafe andother workplace safety authorities publishdata about the common sources of injury inparticular industries. Similarly, some industryassociations may have data about the hazardsthat have caused injuries in the industries thatthey cover.

Hazard Identification Outcomes

Hazard identification provides a completeknowledge of the hazards for the particularpart of the workplace assessed. Keep a list ofwhat the hazards were and where they wereidentified to ensure that nothing is forgotten.

Step 2: Assess Risks

Risk assessment is a process for developingknowledge and understanding about hazardsand risks so that sound decisions can be takenabout control.

A formal risk assessment is unnecessary if theknowledge and understanding already exist.However, often a risk assessment is the bestway of building knowledge and understand-ing.

Risk assessment assists in determining:

what levels of harm can occur;

how harm can occur;

the likelihood that harm will occur.

A risk assessment provides knowledge tomake informed decisions about controllinghazards and risks. The risk assessment needsto be tailored to the situation and to theorganisation in which it is conducted; it can beas simple as structured discussion duringconsultation or it can be more elaborate andformal.


Page 21

When Should a Risk

Assessment be Done?

A risk assessment should be done when:

there is only limited knowledge about ahazard or risk, or about how the risk mayresult in injury or illness;

there is uncertainty about whether all ofthe things that can go wrong have beenfound;

the situation involves a number of differenthazards that are part of the same workprocess or piece of plant, and there is a lackof understanding about how the hazardsmay impact upon each other to producenew or greater risks.

There are common events in the life of anorganisation when a risk assessment shouldbe done. These events typically result in a lackof understanding about OHS hazards and risksor what needs to be done to control them.

When a Risk Assessment

is Not Necessary

Many hazards and risks are well known andhave well established and accepted controlmeasures. A formal risk assessment is notrequired when:

OHS laws require some hazards or risks tobe controlled in a specific way. Theserequirements must be complied with.

Other laws require specific risk controls tobe implemented, e.g. gas and electricalsafety and dangerous goods laws. Theserequirements must be complied with.

A WorkSafe Compliance Code, or otherWorkSafe guidance, sets out a way ofcontrolling a hazard or risk and the guid-

ance is applicable to the situation. In theseinstances, the guidance can simply befollowed.

There are well known and acceptedcontrols that are in widespread use in theparticular industry, that are suited to thecircumstances in the workplace andprovide acceptable control of the hazardsor risks. These controls can simply be imple-mented.

Work Out what Levels

of Harm Can Occur

The level of harm from a hazard will influencedecisions about how much effort is needed tocontrol the risks.

The hazards in the workplace should havebeen identified in Step 1. The first task in therisk assessment phase is to work out whatharm each hazard can cause.

This involves looking at the potential of thehazard and making an assumption that aperson will be exposed to it when the harmactually occurs. A hazard may have the poten-tial to cause a range of different types of harmranging from minor discomfort to a seriousdisabling illness, injury or death. The possiblelevels of harm need to be understood.

For example, liquefied petroleum gas (LPG)cylinders may be stored in a factory room. Oneof the hazards of LPG is its potential to catchfire or cause an explosion. If the LPG escapes:

The gas may disperse harmlessly.

If ignited, the room could be set on fire,causing burns to anyone in the room.

If enough gas escaped, there could be anexplosion that could destroy the room,


Page 22

damage areas outside and kill or injureanyone nearby.

Ask the following questions to estimate thedegree of harm that could result from eachhazard:

What harm can occur?

Could the hazard cause death, serious inju-ries, illness or less serious harm, such asminor injuries requiring first aid?

What factors could influence the severity ofan injury?

For example, the distance someone mightfall or the concentration of a particularsubstance will determine the level of harmthat is possible.

The harm may occur immediately some-thing goes wrong (e.g. injury from a fall) or itmay take time for it to become apparent(e.g. illness from long term exposure to asubstance).

How many people could be harmed?

If something goes wrong, is one personaffected or are many people affected? Forexample, a mobile crane collapse on a busy

construction site has the potential to kill orinjure a large number of people.

Are there circumstances that could magnifythe severity of an injury or incident?

Using information about the nature of risksand the effectiveness of controls canprovide an indication of the potential harmwhen more than one thing goes wrong.

When assessing how things may go wrong,look more broadly than the immediateeffects.

Can one failure initiate other failures?

Is there something in the workplace that canbe affected to cause the incident to becomemore serious?

For example, failure of electrical supply cancause risk controls that rely on electricity inthe workplace to become ineffective unlessthey are ‘fail safe’.

The presence of large amounts of unnecessarycombustible material in a workplace can spelldisaster in the event of an initial minor firethat is not controlled quickly.


Page 23

Work Out how Hazards

may Cause Harm

A sequence of events has to occur before ahazard will cause harm to a person.

Understanding the sequence of eventsprovides valuable information about how tocontrol the risk from the hazard.

If one or more of the events in the sequencecan be stopped or changed, the overall riskmay be eliminated entirely or reduced.

One way of working out the sequence ofevents is to determine the starting point wherethings begin to go wrong and then ask, If thishappens, what may happen next?

Continuing to ask this question will provide alist of events that results in the harm eventuat-ing.

Each of the identified risks associated with ahazard needs to be analysed to develop anunderstanding of how harm can be caused. Indoing so:

take account of existing health and safetycontrols;

look at how work is actually being carriedout rather than relying on written manualsand work procedures;

look at abnormal situations, as well as howthings are normally meant to occur.Consider maintenance and cleaning, as wellas breakdowns of equipment and failures ofhealth and safety controls.

Work Out the Likelihood

of Harm Occurring

The likelihood that a hazard will cause harmwill influence decisions about how much effortneeds to be taken to control the risks.

Estimating likelihood can be based on what isknown about a risk, the actual circumstancesof the workplace and the way work is reallydone.

It should be sufficient to simply rate the likeli-hood as one of the following:

certain to occur;

very likely;

likely;

unlikely;

rare.

It is not usually necessary to quantify frequen-cies or probabilities to understand the likeli-hood of harm occurring.

Risk Assessment Outcomes

Carrying out a risk assessment provides anunderstanding of what harm hazards cancause, how the hazards cause harm and thelikelihood that harm will occur.


Page 24

Step 3: ControlHazards and Risks

Duty-holders are required to ensure healthand safety by controlling risks.

Risks must be controlled by eliminating themas far as reasonably practicable or, if this is notpossible, reducing the risks that remain as faras reasonably practicable.

Arriving at appropriate controls involves:

Identifying the options for controls.

A control option may be a single control or itmay be made up of a number of differentcontrols that together provide protectionagainst a risk.

Considering the control options and select-ing a suitable option that most effectivelyeliminates or reduces risk in the circum-stances.

Implementing the selected option.

Note: mandatory controls specified in the OHSRegulations must be implemented regardlessof the results of the methods in this guide.

Reasonably Practicable

Duty-holders are required to ensure healthand safety, so far as is reasonably practicable.

Determining what is reasonably practicable toprotect people from harm involves weighingup all the following matters and making ajudgement about what is reasonable in thecircumstances:

The likelihood of a hazard or risk occurring.

The degree of harm that would result if thehazard or risk occurred.

What the duty-holder knows, or reasonablyought to know, about the hazard or risk, andany ways of eliminating or reducing the risk.

The availability and suitability of ways toeliminate or reduce the hazard or risk.

The cost of eliminating or reducing the hazardor risk.

Steps 1 and 2 provide information about thehazards and risks in the workplace and theirlikelihood and degree of harm.

Some Controls are More

Effective than Others

The various ways of controlling risks can beranked from the highest level of protectionand reliability to the lowest. According to thisranking:

The most effective protection measure is toeliminate the risk, which can be done byeliminating the hazard.

If the hazard cannot be eliminated, theneliminate as many of the risks associatedwith the hazard as possible.


Page 25

The second most effective measure is toreduce the risks that remain by changingthe risk to reduce the likelihood and/orlevel of harm.

These measures are more effective thanthose that rely on controlling the behaviourof people.

The least effective measure is to changethe way people expose themselves to therisk, or their behaviour.

This does nothing to change the risk itself,but relies on protecting people by control-ling the behaviour or skill levels of people,limiting the chance of human failure, limit-ing exposure time or by providing personalprotective equipment for people to use.

OHS Regulations contain requirements concern-ing the order in which controls must beconsidered. These Regulations must becomplied with.

Eliminating the Hazard or Risk

Eliminating Hazards

A hazard can be eliminated if it is not reallynecessary to have the hazard in the workplaceto start with.

Example: Mezzanine floors or space aboveoffices in warehouses and manufacturingareas are often used to store archived recordsand disused items. These areas can becomefire hazards, and there are fall hazards ifproper access arrangements are not made.These hazards are not necessary. Goodrecords management and discipline concern-ing appropriate storage or disposal ofunwanted items can eliminate these hazards.

Eliminating Risks

A hazard may not be able to be eliminated ifdoing so means that the end product orservice cannot be made or delivered.

A hazard will normally have several differentrisks associated with it, and these should havebeen identified in the risk assessment. Thehazard may have the potential to cause differ-ent kinds of harm or be capable of causingdifferent levels of the same type of harm.These are different risks.

If the hazard cannot be eliminated, the nextstep is to find out how many of the risks associ-ated with the hazard can be eliminated bymaking it impossible for a particular kind orlevel of harm to happen.

Review the sequence of events that leads tothe harm occurring. Can the sequence ofevents be broken by a control in such a waythat the harm can never happen?

Reducing Risks

If it is not possible to eliminate the hazards orall of the risks, steps need to be taken toreduce the likelihood or degree of harm of thehazards and risks that remain.

Changing the Risk to Reduce it

Changing the risk is the most effective way ofreducing it because this approach is lessreliant on people performing faultlessly.

The three approaches to changing risk toreduce it are to:

substitute the risk with a lesser risk;

reduce the risk by using engineeringmethods or changing the work process;

isolate people from the risk.


Page 26

Examples:

Substitute the hazard with one that haslesser risks: For instance, the risks frombody stressing (back and shoulder injuries)from lifting and moving 40kg bags ofcement can be reduced by having cementdelivered in 20kg bags. The likelihood andseverity of injury will be reduced.

Using engineering controls or changes tosystems of work: Engineering controlsinvolve the use of mechanical or electricaldevices to reduce risk – a guard on amachine is an example of an engineeringcontrol.

Isolating people from the source of risk:This involves physically separating peoplefrom the source of harm by space or byusing barriers. For instance, a particularlynoisy piece of equipment may be located inan area of a workplace where people donot normally work.

Changing How People Interact to Reduce Risk

This method of risk reduction does nothing tochange the risk itself.

It relies on changing the likelihood that aperson may be harmed by changing howpeople interact with the hazard or risk, or howthey behave.

On its own, this method of risk reduction isunreliable because it relies on people acting asexpected.

However, used in combination with moreeffective controls, it can be used to furtherreduce risk.

Developing Control Options

Researching Potential Control Measures

Information about risk controls may beobtained from:

WorkSafe – Compliance Codes and guid-ance material;

industry associations;

unions;

manufacturers and suppliers of plant,substances and equipment used in yourworkplace.

In some cases, published information willprovide guidance to whole work processes. Inother cases, the guidance may relate to indi-vidual items of plant or how to safely usespecific substances. The options can be imple-mented if they are appropriate to the situa-tion and provide high levels of protection fromthe risk.


Page 27

Developing Specific

Control Measures

Specific control measures may need to bedeveloped if the available information is notrelevant to the hazards and risks or circum-stances at the workplace.

This can be done by referring to the sequenceof events that were recorded during the riskassessment. For each of the events in thesequence, ask “What can be done to stop orchange the event occurring?”.

Working through all of the events in thesequence will result in a list of all of the possiblecontrol measures that can be applied to elimi-nate or reduce the risk. There may be morethan one measure for each of the events.

The control options that have been identifiedneed to be evaluated. The control option thatis selected must be:

Available – that is, it or its parts can bepurchased, made to suit or be put in place.

Suitable for the circumstance in the work-place – that is, it will work properly given theworkplace conditions, work process and thepeople who do the work, and have the leastimpact on the delivery of goods or services.

One that provides the highest level ofprotection for people and is the most reli-able – that is, controls that are towards thetop of the hierarchy.

Where there are options for control, the onesthat have the most impact on the likelihoodand/or the degree of harm (e.g. elimination)should be implemented in preference tooptions that have lesser impacts.

Where the hazard or risk has the potential tocause high levels of harm (e.g. death, seriousinjury or serious illness), more emphasisshould be given to those controls that elimi-nate or reduce the level of harm than thosethat reduce likelihood.

Controls must provide the highest level ofprotection that is reasonably practicable inthe circumstances.

Cost

The cost of controlling risk is a factor that canbe taken into account in determining what isreasonably practicable.

There are controls available for all risks, andcost is never a reason in itself for doingnothing; it is always possible to provideinstructions to those exposed to the risk or tostop the activity that gives rise to the risk.


Page 28

There will normally be a number of different

control options between these two extremes,

and cost is one factor that may be considered

in determining the best control option.

However:

A duty-holder’s own inability to afford thecost of a particular control option is not afactor in determining what is reasonablypracticable.

WorkSafe expects a duty-holder to incurthe cost if other duty-holders in thatparticular type of enterprise do so.

For example, the provision of canisterrespirators for workers involved with spraypainting with isocyanate paints is a wellknown and accepted means of controllingthe risks that remain after engineeringcontrols are implemented.

A duty-holder who provides gauze masksbecause canister respirators are too costlywill not be doing what is reasonably practi-cable to control the risk.

The cost of providing the highest level ofprotection should be borne unless it isunreasonable in the circumstances to doso.

A decision not to implement controls should

only be made where the cost far outweighs

the safety benefits that will be achieved.

If two control strategies will result in the same

levels of protection for people and have the

same reliability, it is appropriate to adopt the

least costly option.

Cost should not be used as a reason for adopt-

ing controls that rely exclusively on changing

people’s behaviour or actions when there are

controls available that can change the risk

through substitution, engineering or isola-

tion.

Implementation of Controls

After decisions have been made about the

controls, an organised and managed approach

needs to be taken to ensure that the controls

are put in place.

Good organisational or business manage-

ment practice should be followed:

develop plans;

allocate budget;

assign responsibility and accountability forthe various steps in the plan;

assign responsibility and accountability forresolving problems and issues during theplanned work;

monitor and report on progress of thework;

test controls once they are put in place.

The formality of the plan and the extent of it

will need to match the organisation and the

extent of work to be done.

Risk Control Outcomes

At the end of the risk control step, all of the

reasonably practicable measures to either

eliminate risk or reduce it should have been

identified and implemented.


Page 29

Step 4: Check Controls

Controls that are put in place to protect thehealth and safety of people need to be moni-tored to ensure that they work as planned.

This requires checking them and ensuringthat processes are put in place to identify andquickly fix problems.

Checking Controls

Checking controls involves the same methodsas in the initial hazard identification step(Step 1), and creates the loop in which work-place health and safety measures are main-tained. Common methods used to check theeffectiveness of controls are:

inspecting the workplace;

consulting employees;

testing and measuring;

using available information;

analysing records and data.

Any failures in current controls should

become apparent if these checks are made on

a regular basis.

Mandatory Review of Controls

There are certain situations where OHS Regu-

lations require hazard and risk control meas-

ures to be reviewed and, if necessary, revised.

These situations generally arise when:

The hazard or risk changes.

This can occur if there is a change to thething, work process or system of work thatgives rise to the hazard or risk.

The current control measures do notadequately control the hazard or risk.

An HSR requests a review on reasonablegrounds.

Refer to the OHS Regulations to find out more

information about the mandatory review of

controls.


Page 30

Maintaining Effective Controls

Maintaining effective controls to withstand theimpacts of changed operating conditionsrequires a number of things to be put in place.

The following elements are necessary to main-tain effective controls over time:

Allocated accountability for health andsafety – accountability must be clearly allo-cated at various levels of management toensure procedures are followed and main-tained.

Regular consultation – risk controls are

more effective where there is initial and

ongoing consultation with employees and

HSRs.

Effective communication – risk controls are

more effective where procedures are

communicated in appropriate language,

and signs and symbols are used.

Up-to-date training and competency – risk

controls, particularly lower level controls,

depend on all workers and supervisors

having the appropriate competencies to do

the job safely.

Training should be provided to maintaincompetencies and to ensure new employ-ees are capable of working safely.

Up-to-date hazard information and risk

assessments – information about hazards,

such as plant and substances, may be

updated by manufacturers and suppliers

from time to time, and needs to be checked

to make sure controls are still relevant.

Changes to operating conditions or the wayactivities are carried out may also mean thatrisk assessments need to be updated.

Checking Control Outcomes

A good process for checking controls shouldtest the ongoing effectiveness of controlmeasures.

If problems are detected, go back to any pointin the methodical approach, review your infor-mation and make further decisions about riskcontrol.

Rehabilitation Policy

All employers should have a rehabilitationpolicy in place to define return-to-work prac-tices with the aim of helping injured workersreturn to work as soon as possible.

Returning to work early has been shown to bethe best way of helping workers recover frominjuries as it maintains their job skills andfinancial security while they recover in afamiliar workplace environment.

Every workplace must have:

a risk management program – a writtenoutline of the steps that will be taken afteran injury has occurred to reduce the risk ofthat injury happening again.

an occupational rehabilitation program – anoutline of the way injuries are managed atthe workplace. It must be developed inconsultation with workers, be in writing, andbe made available to all workers.

a return-to-work plan – an individual planfor each injured worker to help them returnto work. This written action plan can eitherhelp an injured worker to stay at work, orcan assist them in returning to work aftertheir injury. The employee concerned mustparticipate and co-operate in this part ofthe process.

In workplaces where there is an annual remu-neration of $1 million or more, a Return toWork Co-ordinator must be permanentlyappointed. For employers whose annualremuneration is less than $1 million, a Returnto Work Co-ordinator must be appointed atthe outset of each claim, and all involved inthe claim must be told who that person is.


Page 31

Treatment, return-to-work activities and anynecessary occupational rehabilitation serv-ices should begin as soon as possible after aninjury, to ensure the earliest possible returnto pre-injury employment.

Suitable employment, including modified oralternative duties, should be made availableto assist the injured worker to remain at workor return to work at the earliest opportunity.

These duties must be meaningful and suitablefor the injured worker, and a list of themshould be forwarded to the treating doctorfor approval.

!Reference should be made to theemployer’s WorkSafe Agent for moredetailed advice about employers’ reha-

bilitation obligations. Agents will typicallyhave a claims manager and that should bethe person you seek out for advice.

More Information on



n Field A: rehabilitationField B: return to workField C: www.worksafe.vic.gov.au

n Field A: rehabilitationField B: developing an occupationalField C: www.worksafe.vic.gov.au; or

n Field A: rehabilitationField B: risk management programField C: www.worksafe.vic.gov.au

Safety Inspections

Safety inspections play a vital part in preventing work-place accidents and incidents. You should use your ownexperience and the experience of others, as well asknowledge within the industry to make these processesas effective as possible.

Self Auditing/Periodical Inspections

All workplaces should establish standards against whichmanagement and staff hold themselves accountable.Some methods for doing this include:

examining hazards found and improvements made inresponse to previous incidents and injuries,

using collective industry knowledge, and

identifying site risks particular to the business.

Preventive Maintenance Programs

Maintenance should be scheduled and conducted before

failures happen.

Waiting for a failure is dangerous and costly, and canoccur at the worst time for a business.

Recommended maintenance programs should beadhered to – if they are not available, they can be calcu-lated and carried out at the most convenient time.

Manufacturers have recommended maintenance inter-vals for their equipment. This information can beobtained from manufacturers or suppliers.

More Information on Safety Inspections

Manufacturers Suppliers Employee Consultation Expert and Engineering Experience

Web search (see page 4):Field B: safety inspectionField C: www.worksafe.vic.gov.au

You will help make

your workplace

safer if you:

take reasonable care regard-ing your own health andsafety when at work,

take reasonable care not toaffect the health and safetyof others by your acts oromissions,

follow all safety guide-lines/systems of work as pertraining and instructions,

make sure you have a certifi-cate of competency if youoperate or drive industrialequipment that requirescertification,

tell the people in control ofyour workplace about poten-tial hazards or personalphysical problems in theworkplace,

work with your employer inany action taken to makeyour workplace safer, and

report any injury immedi-ately to the person responsi-ble for safety at your work-place.

Safety Inspections

Page 32

Incident Reporting and Investigation

An incident can involve an injury or a danger-ous occurrence (commonly known as a nearmiss).

Near misses are really near hits. They areevents that could have led to an injury.

Near misses are a useful indicator of aproblem without somebody actually gettinginjured.

Make sure that near misses – as well as acci-dents – are reported and learnt from. All inci-dents should be investigated to identifycauses and determine corrective actions.

It is a key management responsibility toensure that hazards causing, or potentiallycausing, employee injuries are promptlyreported to supervisory personnel and thatremedial action is promptly taken.

Details of these incidents should be recordedwhether they involve personal injury or not.

!Where an injury occurs, employers arerequired to make changes to stop thesame thing happening again.

The formats described in Australian StandardAS 1885, Workplace Injury and Disease

Recording can be used to record details ofworkplace injuries and illnesses.

Analysis of such data shows that, as would beexpected, many more incidents occur thatcause no injury or serious damage than thosethat do.

Incident Reporting andInvestigation

Page 33

!Suitable preventive or remedial actions

taken at this stage will greatly reduce

the likelihood of repeat incidents, and

perhaps more serious injury incidents,

occurring.

The management-nominated contact personand the elected Health and Safety Represen-tative should be involved in investigationsinvolving property damage, injuries anddangerous occurrences.

Reporting Incidents

to WorkSafe

All statutory requirements to advise Work-Safe Victoria of dangerous occurrences andinjuries to personnel must be complied with.

Strict time limits for reports and recordsapply. The incident site must not bedisturbed.

An employer or self-employed person mustnotify WorkSafe immediately they becomeaware of an incident that results in death orserious injury.

Serious injuries include, but are not limitedto, those that require:

medical treatment within 48 hours ofexposure to a substance,

immediate treatment in hospital as anin-patient, or

Incident Reporting and Investigation

Page 34

immediate medical treatment for injuries,for example, amputation, serious head oreye injuries, scalping, electric shock, spinalinjury, loss of bodily functions or seriouslaceration.

This duty also applies to incidents that exposea person in the immediate vicinity to animmediate health or safety risk, including:

the collapse, overturning, failure ormalfunction of, or damage to, plant that isrequired to be licensed or registered,

the collapse or failure of an excavation orof any shoring supporting excavation,

the collapse or partial collapse of a buildingor structure,

an implosion, explosion, or fire,

the escape, spillage or leakage of anysubstance, including dangerous goods, or

the fall or release from a height of anyplant, substance or object.

Within 48 hours of becoming aware of suchan incident, the employer or self-employedperson must give WorkSafe a written recordof what occurred.

They must keep a copy of this record for atleast five years and make copies available to:

an inspector,

people injured or exposed to risk by theincident, and their representatives,

the representatives of anyone who died asa result of the incident, and

the Health and Safety Representative forthe designated work group, and membersof any Health and Safety Committee estab-lished.

The site of a notifiable incident must not bedisturbed until an inspector arrives at the site

or directs otherwise. A site may, however, bedisturbed to protect a person’s health orsafety, to help someone who is injured, or tomake the site safe.

More Information on

Incident Reporting and

Investigation

Occupational Health and Safety Act2004

WorkSafe – 13 23 60


n Australian Standard AS 1885.1 –Workplace Injury and Disease RecordingField B: AS 1885Field C: www.safeworkaustralia.gov.au

n Incident Notification FormField B: incident notification formField C: www.worksafe.vic.gov.au

n Incident ReportingField B: incident reportingField C: www.worksafe.vic.gov.au

Phone WorkSafe Victoria

on 13 23 60 to report a

serious injury or incident.

See “Reporting Incidents to

WorkSafe” on this and the

previous page for what’s

considered to be ‘serious’.

Consultation, Issue Resolution, Health & Safety Reps and OHS Committees

Consultation

The Victorian OHS Act requires that employ-ers must consult with employees. If employ-ees are represented by a Health and SafetyRepresentative (HSR), consultation mustinvolve the Representative.

The Occupational Health and Safety Regula-tions 2007 provide information on how HSRsare to be consulted.

The OHS Act also covers the election andpowers of HSRs and Deputy HSRs.

Issue Resolution

The OHS Act requires that employers have inplace an agreed procedure for the resolutionof issues.

This can be developed by the employertogether with employees and HSRs, or theprocedure provided in the OHS Regulations2007 can be followed.

Consultation,Issue Resolution,

Health & Safety Repsand OHS Committees

Page 35

Designated Work Groups(DWGs)

This is a group of employees who sharecommon work practices and want to berepresented on health and safety matters.Employees are legally entitled to ask theiremployer to establish a DWG.

Health & SafetyRepresentatives (HSRs)

Health and Safety Representatives are theemployees’ voice in the workplace. They areelected by the designated work group to workwith management on OHS matters.

HSRs have specific powers under the OHS Actand play a vital role in keeping workplacessafe. They are a key element in an effectiveOHS system.

Employers should actively encourage theestablishment of DWGs and the election ofHSRs.

Statistics show that workplaces with OHS Committees and

HSRs have fewer injuries.

Consultation, Issue Resolution, Health & Safety Reps and OHS Committees

Page 36

Under the Act, elected HSRs and Deputy HSRsmust be allowed to attend approved training.

Where an employer operates on more thanone site, or where a number of employersoperate at one site, on multiple adjacent sites,or on many diverse sites, it may be appropri-ate for DWGs to be formed that cover theseemployees.

Any arrangements for multi-site or multi-employer DWGs are to be made by negotia-tion between the employer/s and employeesaffected.

OHS Committees

Occupational Health and Safety Committeesare a pro-active method of raising andaddressing OHS matters in the workplace.Committees are made up of management andemployee representatives.

At least half the members of the Committeemust be employees. Where there are electedHSRs or Deputy HSRs, these should be on theCommittee so far as practicable.

The law requires that Committees meet atleast once every three months.

OHS Committees are an excellent means ofencouraging consultation and co-operationthroughout the organisation.

Members of an organisation’s OHS Committeeshould be drawn from all parts and levels ofthe organisation.

A Committee can develop a sense of owner-ship of OHS amongst personnel, and lead tomany significant advantages in terms of saferand healthier workplaces, a reduction inincident-related costs, improved quality andbetter morale.

It is strongly recommended that all membersof the OHS Committee receive formal trainingto assist them to work as an effective and effi-cient team.

!The benefits of an OHS Committee inestablishing policies and developingsystems and procedures should not be

underestimated.

More Information onConsultation, IssueResolution, Health &Safety Reps and OHSCommittees

Web search (see page 4).Field A: consultation representationField B: health and safety representativesField C: www.worksafe.vic.gov.au

Training and Induction

The Occupational Health and Safety Act 2004requires that sufficient information, instruc-tion, training and supervision must beprovided to employees, as far as is necessaryto allow them to perform their work in amanner that is safe and without risk to health.

This means that a formal, structured induc-tion and ongoing training program should bein place for all employees and contractors(including labour-hire personnel) to assist inunderstanding the hazards which they mayface in their tasks.

Where relevant, training and informationshould include such areas as:

introduction to the workplace,

identification/assessment/control ofhazards (plant, noise, manual handling,heat, cold, confined spaces, etc.),

safe work practices,

safe forklift operations,

introduction to new equipment andprocedures,

manual handling,

emergency procedures (e.g. evacuation,trauma, etc.),

accident investigation, reporting andrecording,

OHS Committees, Health and SafetyRepresentatives and methods for consult-ing and representing employees (includ-ing contractors) on OHS.

In the transport industry, it should also coversuch specific issues as:

sharing the road and consideration ofother road users,

traffic management,

load restraint,

safe loading and unloading,

safer driving,

fatigue-management systems,

the presence of, storage, transport andhandling of dangerous or hazardousgoods, including waste,

working safely on the roadside,

use of seatbelts,

driver distraction.


Page 37


Page 38

A useful approach to training is to carry out atraining-needs analysis to identify OHS (andother) training deficiencies and to implementformal training programs in response.

OHS training should occur at all levels of theorganisation, including senior managementand key operations personnel. Supervisors inparticular need to be well trained in therequirements for ensuring that work under-taken by their teams is done with safety as apriority.

Induction should include checking thecurrency of licences and certificates of compe-tency.

Training is required when there are changes inthe workplace, such as:

modifications to work practices and proce-dures,

the introduction of new technology, or

the introduction of new plant or equip-

ment.

These sorts of changes may also require a total

review of some or all aspects of a company’s

work practices.

Structured training should lead to awarding

certificates of competency.

!Appropriate representatives of eachlevel of management and the work-force should be involved in the planning

for, and introduction of, new technology,plant or equipment.

All training should be documented and

regularly reviewed.

Health Priorities

Drug and Alcohol Policy

For good safety reasons, the community isincreasingly opposed to the use of drugs andalcohol on the road and in the workplace –especially when the workplace is the roadthey share.

Drink driving is a major contributing factor toroad crashes. With a blood alcohol concentra-tion (BAC) of .05, the risk of having a crash isdouble that of a driver with zero BAC.

Drug driving is also a major contributor toroad fatalities in Victoria. Drugs can havesimilar effects to alcohol. This applieswhether the drugs are for medicinal purposes(those bought over the counter at chemistscan impair drivers just as much as prescrip-tion drugs) or for illicit purposes.

The effects of both alcohol and drugs caninclude:

reduced mental alertness,

diminished vigilance and concentration,

lack of physical co-ordination, and

inability to react quickly and appropriatelyto what’s happening on the road.

Each workplace should have a drug andalcohol policy in place to deal with theseissues before they come up.

Developing a Drug and Alcohol Policy

A workplace drug and alcohol policy is awritten document which applies to allworkers at the workplace. Consultation in thedevelopment of the policy is essential.

The following considerations need to beincorporated in a drug and alcohol policy:

risk assessment,

definition of impairment,

method and frequency of testing (if appro-priate),

any exceptions (e.g. prescription drugs forillness),

procedures for dealing with impairment(including rehabilitation, counselling, disci-plinary action, etc.),

procedures for approaching a visiblyimpaired worker,

privacy and confidentiality,

education and training,

publicising of the policy,

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Page 39

When your organisation develops its policies and proce-

dures, ensure that Road Safety Regulations are taken into

account. For example, when developing a policy on drugs

and alcohol, maximum blood levels of 0.05 or 0.00 BAC,

depending on truck tonnage, must be included.

Health Priorities

Page 40

establishment of an employee assistanceprogram (EAP),

responsibility for implementation, and

evaluation of the policy.

Once the policy is finalised, it should be publi-cised throughout the workplace so that allworkers are familiar with it.

!It is vital that all drug and alcohol poli-cies are implemented consistently,that is, applied equally to all workers

at all levels – not employed arbitrarily.

Provisions to stand people down when theyare a risk to themselves and others requiresconsideration of industrial requirements.

Infectious Diseases

Nobody should be disadvantaged, discrimi-nated against or have personal confidentialitybreached because they contract a disease.

If a person has an infectious disease such ashepatitis, HIV/AIDS or tuberculosis, theycannot be discriminated against. This wouldbe a case of disability discrimination underEqual Opportunity laws.

An employer cannot:

make a worker have a blood test becausethey have an infectious disease,

isolate, dismiss or segregate a workerbecause they have an infectious disease,

breach a worker’s confidentiality or privacybecause they believe that others have aright to know about the disease for theirown safety, or

treat a worker badly because they believethat they use drugs or engage in otherhigh-risk behaviour which caused thedisease.

If an employer or workmate tells anyone elseabout another person’s infectious diseasewithout that person’s permission, it may alsobe a breach of privacy laws – and any discrimi-nation that followed from such a leak wouldbe illegal.

Of course, every workplace is different, and itmay be necessary to make some changes to aworker’s duties if their health conditioncreates a risk to others, for example in foodhandling.

Each workplace should have a policy in placeregarding this matter. Consultation in thedevelopment of this policy is essential.

A policy should be developed before there isan incident, and should include such things as:

identifying the risks associated with aninfected person working in particular jobs,

the most fair and equitable way to re-deploy someone who may be a risk,

systems for the protection of the worker’sprivacy,





The duty to safeguard

the health of employ-

ees now specifically

covers psychological as

well as physical health.

Health Priorities

Page 41

Preventing Stressin the Workplace

Work-related stress is an increasing healthand welfare issue, and the transport industryis prominent among industries whoseworkers are susceptible to stress and itseffects.

The nature of transport work (that is, transac-tions, times, costs, etc) and the demands thatare placed on people as a result induceconstant work pressures.

Bullying and harassment are also sources ofstress (see the next page for more on thisissue).

The most effective way to deal with stress isthrough a strategic focus on prevention.

This means putting tangible solutions in placeto prevent stress. Each workplace shouldhave a policy in place to prevent, as far aspossible, the issues associated with stressbefore they manifest themselves.

Consultation in the development of thispolicy is essential.

Developing a Policy

Initially, employers should identify what maycause stress in the workplace.

Once the possible sources of workplace stresshave been identified, the potential for theseactually harming employees needs to bedetermined, and suitable controls developedand put in place.

Some of the matters to consider include:

workloads and work organisation,

use of technology,

introduction of change,

communication,

workplace culture, that is, norms in theworkplace about choices and the way deci-sions are made,

participation and decision making,

extent of control over work methods suchas work pace, working hours and workenvironment,

workplace leadership,

job security, status, pay, support anddemands,

the relationship between home and work,

performance management systems,

interpersonal relationships, and

customer interaction.

In addition to identifying the causes of stressand implementing controls, any policy shouldincorporate the following considerations:

senior management support,

consultation mechanisms,

active participation of employees,

privacy and confidentiality,


publicising the policy,


careful design of jobs and systems of work,



!It is important to emphasise a primaryfocus at an organisational level, ratherthan a personal level, to avoid stress

being seen as “whingeing”.

Health Priorities

Page 42

Workplace Bullyingand Harassment

Workplace bullying is repeated, unreason-able behaviour directed toward an employee,or group of employees, that creates a risk tohealth and safety.

Within this definition:

“Unreasonable behaviour” means behav-iour that a reasonable person, havingregard to all the circumstances, wouldexpect to victimise, humiliate, undermineor threaten.

“Behaviour” includes actions of individualsor a group, and may involve using a systemof work as a means of victimising, humiliat-ing, undermining or threatening.

“Risk to health and safety” includes risk tothe mental or physical health of anemployee.

The following types of behaviour, whererepeated or occurring as part of a pattern ofbehaviour, could be considered bullying:

verbal abuse,

excluding or isolating employees,

psychological harassment,

intimidation,

assigning meaningless tasks unrelated tothe job,

giving employees impossible assignments,

deliberately changing work rosters toinconvenience particular employees,and/or

deliberately withholding information thatis vital for effective work performance.

This list is not exhaustive. Other types ofbehaviour may also constitute bullying.

!The recommendations in WorkSafe’sbullying guidance material should beimplemented in all workplaces.

First Aid

In determining appropriate first aid facilitiesand suitably trained people, employers mayconsider the following systematic approach:

identify the causes of work injury andwork-related illness,

assess the risk of work injuries and work-related illness occurring,

determine the appropriate first aid facili-ties and training, and

evaluate the first aid facilities and training.

Where there are separate work areas, it maybe appropriate to locate first aid facilitiescentrally and to provide portable first aid kitsin each work area.

Working Away from Main Premises

Where employees work away from theiremployer’s premises, the employer will needto consider other factors including:

whether employees work alone or ingroups,

employees’ access to telephone and emer-gency radio communications, and

the nature of the work being performed.

Bullying and harassment

are occupational health

and safety issues.

Health Priorities

Page 43

In these situations, an employer shouldconsider providing small, portable first aidkits to employees. Employees should beinformed about the contents of these kits,their location and access arrangements.

Drivers on the Road

Employers should have procedures in placefor assisting drivers involved in road crashes.These procedures should include on-sitecrash assistance, vehicle and product recov-ery, as well as professional trauma counsel-ling and return-to-work plans for affectedemployees.

Overtime and Shifts

Where work occurs in more than one shift,first aid facilities should be available when-ever there are people at work.

The number of people working overtime isoften fewer than on a regular shift, but addi-tional hours of work can heighten fatigue.This may increase the risk of accidents andinjuries.

An employer should ensure that, when over-time or shift work is being performed, appro-priate first aid facilities and services areavailable for the number of people workingeach shift.

Working Alone

Particular care needs to be taken if you areworking on your own, as accidents and inci-dents can happen when nobody is there tohelp, for example:

robbery (e.g. cash in transit),

abusive customers (e.g. carrying passen-gers),

assaults,

road rage,

hijacking (e.g. carrying a valuable load),

crashes,

fire and explosion,

traffic,

animal attacks (e.g. carrying livestock),

slips and falls (e.g. securing a load intransit),

health complaints (e.g. heart attack,asthma attack), or

vehicle fumes.

Establishing a safe workplace for loneworkers is no different to providing a safeworkplace for other employees. As with allother risks, possible sources of harm need tobe identified and appropriate controls put inplace. Some tasks will be well known to be

Health Priorities

Page 44

high risk (like changing a tyre on the road-side), while others (such as hijacking) may notbe expected but are possible.

Some controls could include:

reorganising work processes to providemore safety,

electronic and/or visual monitors,

use of barriers between customers anddrivers,

working in teams or with buddies,

making sure there is more than one safeexit,

training in particular tasks and high-riskareas,

ensuring that only experienced staff carryout high-risk tasks,

periodical checks to make sure people aresafe,

provision of personal protective equip-ment and first aid kits,

implementing methods of indirect supervi-sion, for example, a worker who is on theroad ringing in to let someone knowthey’re about to perform a particularhigh-risk task, and

making sure that workers are physically fitenough to carry out their tasks.

The provision of personal alarms and commu-nications equipment is also worth exploring,although use of these methods alone havetheir faults – if a person is seriously incapaci-tated, they may not be able to use thesesystems.

In addition, there should be a policy, as well astraining, in place so that a worker who has tocarry out high-risk tasks, or is caught in an

emergency situation knows exactly what todo.

Failure to provide adequate information,instruction and training to workers prior tothem starting work alone would fail to satisfythe employer’s general duty of care underOHS laws.

Noise

Exposure to excessive levels of noise in theworkplace can damage your hearing, leavingyou with lifelong disabilities such as perma-nent hearing loss and tinnitus.

Steps must be taken in workplaces to reduceemployees’ noise exposure to below thelevels of noise exposure standards. This canbe done by developing a noise control plan.

Solutions

Some of the methods that can be used toreduce noise levels include:

getting rid of noisy plant which is no longerneeded,

eliminating noisy processes that are nolonger needed or do not add value,

outsourcing noisy processes,

using better or more precise methods sonoisy processes are not necessary,

purchasing quieter equipment (makingnoise one of the considerations for all newequipment purchases),

eliminating impacts between hard objectsor surfaces,

using absorbent linings on surfaces tocushion the fall or impact of objects,

fitting exhaust mufflers and silencers,

isolating noise sources,

Health Priorities

Page 45

ensuring moving parts are properly main-tained (e.g. lubrication),

building enclosures or sound-proof coversaround noise sources,

fitting sound-absorbing materials on hard,reflective surfaces,

increasing the distance between noisesources and workers,

doing noisy work outside normal workinghours, and

rotation of employees between noisy andquiet jobs.

Hearing Protectors

If noise levels cannot be reduced sufficientlyto ensure that workers are not at risk, hearingprotectors may be used.

Employers should ensure that hearing protec-tors are regularly inspected and maintained.Employees should also inspect hearingprotectors regularly to detect damage ordeterioration.

Adequate provision should be made for cleanstorage of protectors when not in use. Facili-ties should be readily available for the clean-ing of reusable protectors. Hearing protectiondevices should be cleaned and disinfectedaccording to the manufacturer’s instruction.

Vibration

Vibration refers to a shaking that travelsthrough structures (e.g. road vehicles, powertools, aircraft), and from there, through thehuman body. Excessive vibration is a seriousissue and can result in permanent disability,including:

white finger (also known as dead finger),that is, damage to hands causing whitenessand pain in the fingers,

carpal tunnel syndrome and other symp-toms similar to occupational overusesyndrome,

sensory nerve damage,

muscle and joint damage in the hands andarms,

lower back pain (damage to vertebrae,discs and ligaments loosened by shaking),

motion sickness,

bone damage,

varicose veins and heart conditions(caused by a variation in blood pressurefrom vibration), and

stomach and digestive conditions.

Health Priorities

Page 46

The likelihood of any of these conditionsoccurring can be affected by such variablesas:

the length of exposure time,

the frequency of exposure,

the rate at which the vibration happens,and

the size of the vibration.

In the transport industry, exposure to highlevels of vibration often occurs with regard toengines, springs and tyres.

A risk assessment should be carried out withregard to vibration, and control measures putin place. Some of these could include:

proper maintenance of equipment (forexample, properly tuned engines, suspen-sion checks, and appropriate seating invehicles),

appropriate work schedules with adequaterest periods,

purchase of ergonomic equipment,

working methods that require less expo-sure to vibration,

the use of auxiliary equipment thatreduces the risk of injury caused by vibra-tion,

appropriate design and layout of work-places,

clothing to protect employees from coldand dampness,

implementation of an appropriate healthsurveillance program where there is a highrisk of exposure to vibration.

More Informationon Health Priorities


n Drug and Alcohol PolicyField A: policyField B: alcohol in the workplaceField C: www.worksafe.vic.gov.au

n StressField B: stressField C: www.worksafe.vic.gov.au

n Bullying and HarassmentField B: bullying and occupationalField C: www.worksafe.vic.gov.au

n First AidField B: first aidField C: www.worksafe.vic.gov.au

n Working AloneField B: working aloneField C: www.worksafe.vic.gov.au

n NoiseField A: noiseField B: assessing and fixingField C: www.worksafe.vic.gov.au

n VibrationField A: vibrationField B: manual handlingField C: www.worksafe.vic.gov.au

Safety Priorities

Truck Rollovers

Truck rollovers are the biggest killers of truckdrivers and also cause many hundreds of inju-ries each year in Victoria.

Research shows that most rollover crashesinvolve semi-trailers, but any type of vehiclewhich is poorly loaded and travelling at aninappropriate speed has a high risk of rollover.

Some of the common factors in rollovercrashes are travelling in rural environments,travelling on high-speed roads, enteringcurves in the road and travelling at inappro-priate speed.

The seriousness of rollover crashes is oftenincreased by the driver not wearing a seat belt.

How to Avoid Rollovers

Slow down, especially on corners – evensmall increases in speed can cause a rollover.

Understand that even small increases inload height and weight can affect stabilityso ensure that you follow appropriate loadmanagement and restraint principles (seepage 52).

Try to choose a route that avoids high-riskroads (such as steep, curving roads).

Ask for trucks with Roll Stability Programs.

Wear a seat belt at all times.

Traffic Management

Normal road rules should apply to all site-traffic movements, including, in mostinstances, a set speed limit.

This creates a common understanding and ishighly beneficial for visitors to the site inunderstanding the protocol.

A management plan should be developed forall traffic movement in the workplace, inconsultation with employees.

Employee knowledge of problem areas andnear miss incidents should be used tocomprehensively manage risks.

In addition, the following should apply:

Clearly defined and constructed roadwaysto allow safe vehicle movements.

Displaying a site-plan indicating roadwaysand traffic flow arrangements. Signsshould be installed and speed limitsapplied to control vehicle movements.

Using high-visibility physical barriers toprotect vulnerable equipment and pits orother hazards that are close to roadways.

Providing separate, clearly marked pedes-trian walkways. These should be protectedby distance and/or physical barriers fromvehicular traffic.

Basing speed limits on reaction times andstopping distances. For example, blindcorners give very little opportunity to reactand stop, so speed limits should be set verylow in these areas.

Safety Priorities

Page 47

Safety Priorities

Page 48

Providing crossing controls where pedes-trian traffic and vehicular traffic cross, forexample, stop signs, pedestrian crossingmarkings and lights. Right of way systemsmust be consistent and understood bypedestrians and drivers.

Placing guard-rails where buildings orwalkways open directly onto a vehicularroadway to ensure that pedestrians mustfirst turn parallel to the roadway and canbe seen by drivers.

Avoiding the need for vehicles to reverse,where reasonably practicable. Ensure thatwarning devices and trained spotters areused where vehicles must reverse ormanoeuvre in a confined area or in thevicinity of pedestrians.

Instructing all drivers in, and ensuring theirunderstanding of, the traffic rules at theworkplace. This is particularly importantfor drivers unfamiliar with the workplace.

Ensuring that ground surfaces in dumpingareas for bulk products in tip trucks arefirm, stable and level.

Ensuring that people wear high-visibilityclothing when working in the vicinity ofroadways.

Roadside Operations

Many tasks in the transport industry arecarried out at the side of the road. These tasksinclude loading and unloading, changingtyres, and adjusting loads, to name a few. Therisks associated with these operations canrange from traffic accidents where a passingmotorist doesn’t allow enough room, to loadsor vehicles falling on workers.

As with other operations, it is vital that road-side tasks be performed in a way that protectsworkers from harm.

A risk assessment needs to be carried out andcontrol measures put in place. Policies needto be developed to guide workers who needto carry tasks out at the roadside. Forexample:

a safe system for work when adjustingloads at the roadside,

using the roadside as a workplace whenloading and unloading.

Failure to provide adequate information,instruction and training to workers prior tothem performing roadside work would fail tosatisfy the employer’s general duty of careunder OHS laws.

Roadside Breakdowns

To reduce the likelihood of a roadside break-down, ensure trucks are appropriately main-tained.

If a breakdown does occur, the vehicle shouldbe towed or moved to a safe work area beforerepairs are attempted.

If this is not possible, ensure:

only essential repairs are undertaken by acompetent person or service provider,

a roadside breakdown procedure is devel-oped, implemented and resourced appro-priately,

workers are trained and periodically reas-sessed on the breakdown procedure.

Web search (see page 4)Field A: roadsideField B: automotive workshop safetyField C: www.worksafe.vic.gov.au

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Forklift Operations

Forklift operation is one of the most danger-ous tasks at the workplace, which is borne outby the following statistics.

Since 1985, there have been 56 fatalitiesinvolving forklifts in Victoria:

30 pedestrian deaths were due to beingstruck, either by a forklift (15) or a fallingload (15).

10 forklift drivers died when the forkliftthey were operating tipped or overturned.

6 people died after falling from raisedtines.

!Forklift braking and lifting capacitiesmust have sufficient safety margins toaccount for task, site and human vari-

ables.

Web search (see page 4)Field A: forkliftField B: traffic managementField C: www.worksafe.vic.gov.au

Manual Handling

Manual handling covers a wide range ofactivities including lifting, pushing, pulling,holding, throwing and carrying. It includesrepetitive tasks such as packing, manualloading and unloading, typing, assembling,cleaning and sorting, using hand tools andoperating machinery and equipment.

Because most jobs involve some type ofmanual handling, most workers are at risk ofmanual handling injury.

Of course, not all manual handling tasks arehazardous, but it is significant that more thanhalf of all workplace injuries are caused bymanual handling.

Injuries that can Resultfrom Manual Handling

Unsafe manual handling may cause a range ofinjuries and conditions including:

muscle sprains and strains,

injuries to muscles, ligaments, interverte-bral discs and other structures in the back,

injuries to soft tissues such as nerves, liga-ments and tendons in the wrist, arms,shoulders, neck or legs,

abdominal hernias, and

chronic pain.

Some of these conditions are known asrepetitive strain injury (RSI), occupationaloveruse syndrome (OOS), cumulative traumadisorder (CTD) and work-related musculo-skeletal disorder (WRMSD).

In the OHS Regulations, all of these conditionsare referred to as musculo-skeletal disorders(MSD). The Regulations define MSD as aninjury, illness or disease that arises in wholeor in part from manual handling in the work-place, whether occurring suddenly or over aprolonged period of time.

!The Regulations say that an employermust, so far as reasonably practicable,identify any task undertaken or to be

undertaken by an employee involvinghazardous manual handling, and that therisk of MSD associated with a hazardousmanual handling task affecting anemployee should be eliminated so far as isreasonably practicable. Where it is notpossible to eliminate, the employer mustreduce the risk so far as is reasonably prac-ticable.

Safety Priorities

Page 50

Working at Height

Falls while loading or unloading a truckcommonly cause injuries for truck drivers;fatalities have resulted from these types offalls. Fall injuries while getting in or out ofvehicles are also very common.

Making sure that vehicles incorporate safeaccess and loading systems in their design isthe best way to control the risk of falls.

There are some excellent engineering solu-tions to the problems associated with peopleworking at height. These systems typicallyincorporate the fundamental risk control prin-ciple of eliminating the risk by not having aperson climbing on top of loads.

If work from the ground, platforms, docks organtries is not practicable, then some form ofharness should be worn.

A travel restraint system is better than a fallarrest system because travel restraint preventsyou from reaching an edge to fall over.

A fall arrest system stops you from hitting theground if you do fall, and requires associatedrescue procedures to be in place.

!Any fall can result in an injury, and fallsfrom over two metres generate forces thatcan easily result in serious injury or death.

It’s important to recognise that a fall – evenfrom lower than two metres – can causeserious injury, and this should be consideredin implementing appropriate fall protection orprevention measures.

If people are required to work in areas wherethere is a risk of falling, employers mustprovide a safe method for people to get to andfrom, and move around that work area.

Working Near Overhead

Wires or Underground

Services

Work in the vicinity of gas mains, electricitypower lines and other services can be hazard-ous. During the past three years, there havebeen four electricity-related deaths and manyincidents around power lines on worksites inVictoria.

Safe work in the vicinity of overhead orunderground services includes:

Planning and doing the work so that youdon’t get too close – that is, maintaining aminimum clearance distance (for example,132kV lines have bigger clearance distancesthan 11kV lines).

Discovering the location and nature ofservices (for example, hidden under-ground services or high-voltage electricitylines).

Obtaining all necessary permissions orauthorisations from the owner of the asset(for example, if due to an emergency, yourtruck is within or near a clearance zone,you must contact the asset owner). Thisincludes:n Contacting the owner beforehand if you

plan on working near the service, particu-larly if the asset is over 66kV voltage.

n Notifying the asset owner if you doanything that affects their assets or affectsthe stability of the immediate area.

Making your plant and equipment safer,for example by installing a chain that willconduct electricity to earth, or using non-conductive footwear, etc.

Safety Priorities

Page 51

Making your load safe, so it does not pene-trate or contact services.

Examples of hazardous situations include:

raising a tipper load under a power line,

stopping at the roadside to adjust a loadand throwing over a chain or tie-down thatnearly hits a power line,

a truck, load or forklift parked at the road-side being unloaded and hitting a nearbygas line.

Current legislation governs worksites and theoperation of cranes, plant and equipment(including excavation equipment, reachmowers etc) near power lines.

The laws include Network Asset Regulations,the Gas Safety Act, and the Pipelines Act, andassociated relevant codes, guidelines andrules.

When operating plant or equipment nearoverhead or underground services, care mustbe taken to ensure clearance distances aremaintained.

Often these are called no-go zones, and vehi-cles and plant items may not encroach withina no-go zone unless particular safety rules arefollowed.

These rules include requirements relating to:

earthing the vehicle,

the height of the working envelope and thetransit envelope,

ability of the equipment to limit encroach-ment, and

use of a safety observer or spotter.

Waste Management

The waste management industry faces

particular risks in its day-to-day operations.

The risks associated with working near over-

head wires are particularly high in this indus-

try. Waste industry contractors face daily

risks when lifting residential and commercial

bins and skips near overhead power lines.

WorkSafe has developed a number of docu-

ments to help workers in the waste manage-

ment industry to do their jobs safely:

Safe Handling of Industrial Waste,

Non-Hazardous Waste and RecyclableMaterials,

Prevention of Falls in the Transport ofWaste and Recyclables,

Waste Industry Guide for Working NearOverhead Electrical Cables,

A Handbook for Workplaces – Safe Collec-tion of Hard Waste.

All waste contractors and others in theindustry should have copies of theseguides and make themselves familiarwith their content. To obtain copies, goto www.worksafe.vic.gov.au, and enter‘waste’ in the search box at the top rightof the WorkSafe home page.

In an emergency, ring

000 for police, fire and/or

ambulance

Load Management and Restraint

Vehicle loads that are not secured adequately orcorrectly can cause serious crashes and injury. Atthe very least, insecure loads can cause trafficcongestion and driver frustration.

As an owner and/or driver, you are responsiblefor ensuring that any load carried on your vehicleis securely restrained. This means that the load:

must not be placed in a way that makes thevehicle unsafe or unstable,

must be secured so that it is unlikely to fall orbe dislodged from the vehicle, and

must be restrained by an appropriatemethod.

Principles forRestraining Loads

To restrain your load adequately:

choose a vehicle that is appropriate for theload being carried,

place and position the load correctly on thevehicle,

select suitable restraint equipment to holdthe load carried,

check lashings after loading the vehicle, aswell as periodically during the journey, and

provide adequate restraint to prevent move-ment (the load restraint system used must beable to restrain the forces detailed in thenational Load Restraint Guide, SecondEdition).

More Informationon Load Restraint

Load Restraint Guide – Second Edition,available for purchase from the VicRoadsBookshop, any VicRoads Registrationand Licensing Office, or the VicRoadswebsite (see below).

National Transport Commission –www.ntc.gov.au

VicRoads – www.vicroads.vic.gov.au

Load Managementand Restraint

Page 52

Fatigue

Fatigue is a common problem in all areas ofthe freight and logistics industry.

It can be defined as loss of alertness, whicheventually results in sleep, with sleep beingthe end point in a steady and predictabledrop-off in brain function.

This loss of alertness is accompanied by poorjudgement, slower reactions to events anddecreased skill, such as in vehicle control.

It affects the efficiency and productivity of anemployee’s performance in carrying out theirtasks.

Fatigue can result from long or arduous work,little or poor sleep, and the time of day whensleep is taken or work is performed.

It can be influenced by health and emotionalissues, or by these factors in combination.

Importantly, fatigue impairs a person’s judge-ment of their own state of fatigue. This meansthat effective management of fatigue cannotbe the responsibility of the employee alone.

Fatigue can affect anybody, but it is a particu-lar risk for drivers.

!New Heavy Vehicle Driver FatigueLaws came into effect in September2008. These laws require all parties in

the supply chain to manage the causes ofheavy vehicle driver fatigue. There arethree options for managing work and resthours: Standard Hours; Basic FatigueManagement; and Advanced FatigueManagement. The VicRoads websitecontains all the information needed toimplement these new laws.

Reasons for Fatigue

While Driving

There are many reasons for fatigue, and someof the things that can affect the likelihood of adriver suffering from it include the following:

Driver’s recent work history:

n hours worked,

n number of shifts,

n hours of sleep,

n hours of rest.

Personal factors:

n age,

n experience,

n health,

n lifestyle.

Trip characteristics:

n trip length,

n number/timing of breaks,

n time of day (high risk exists especiallybetween 2.00am-6.00am and1.00pm-3.00pm – circadian low),

n other work requirements, e.g. loading,unloading,

n road conditions.

Driver Fatigue

Page 53

Research has found that an

estimated 30% of fatal truck

crashes are due to fatigue.

Fatigue

Page 54

Dealing with

Driver Fatigue

Flexible work schedules can help to minimisethe risk of fatigue. Suggested solutionsinclude:

schedules organised as far as possible inadvance,

opportunities for drivers to swap shifts,

recognition of circadian lows,

recognition of risks associated with swing-shift type arrangements,

regular rest breaks, and

adequate rest breaks.

Work scheduling should not be the soleresponsibility of dispatchers, consignors,managers and supervisors. Drivers shouldalso be involved in developing their ownrosters.

State legislation covers issues such as drivinghours, and all companies must comply withthis legislation.

The use of illicit drugs to combat fatigue isillegal and contributes to crashes. Anemployer who in any way encourages a driverto use illicit drugs to combat fatigue is break-ing the law.

Random roadside drug screening has beenintroduced in Victoria to test for several illicitdrugs known to impair driver performance.Drivers who use these drugs may be caughtand prosecuted.

Driving Hours

It must be remembered that regulated drivinghours are not the only safety factor for whichyou need to have regard.

All driving – long distance and local, regard-less of the road authorities’ requirements tomaintain a logbook – is a health matter thatmust be monitored by employers and othersin the chain of responsibility.

Fatigue is directly related to high injury andfatality rates.

Prior planning and scheduling of work mustconsider the fatigue-related demands in itsperformance.

It is expected that every employer’s planningand scheduling demonstrates this at all times.It is also expected that the execution of theschedule by drivers and those in the transportchain demonstrates this at all times.

A smart approach to fatigue management isto link logbook and vehicle operation require-ments with truck computer and consignmentsystems.

More Information

on Driver Fatigue

VicRoads: www.vicroads.vic.gov.au

Transport Workers Union:www.twu.asn.au

National Transport Commission:www.ntc.gov.au


Field B: fatigue preventionField C: www.worksafe.vic.gov.au

VicRoads:Field B: driver fatigueField C: www.vicroads.vic.gov.au

Sleep is the only cure

for fatigue.

Dangerous Goods and Hazardous Substances

Dangerous Goods vs

Hazardous Substances

Don’t confuse dangerous goods with hazardoussubstances – they are classified according to differ-ent criteria.

Dangerous goods are substances that may becorrosive, flammable, explosive, spontaneouslycombustible, toxic, oxidising, or water-reactive.

Dangerous goods are classified on the basis ofimmediate physical or chemical effects. Thesegoods can be deadly and can seriously damageproperty and the environment.

They are labelled with class symbols (diamondshaped) to alert you to the dangers. Dangerousgoods are divided into different classes (1-9)and the symbols refer to the main dangers ofeach class of dangerous goods.

Hazardous substances are substances that havethe potential to harm human health. They maybe solids, liquids or gases; they may be pure ormixtures. When used in the workplace, thesesubstances often generate vapours, fumes,dusts and mists.

Hazardous substances may cause immediate orlong-term health effects. Exposure to thesesubstances may result in poisoning, irritation,chemical burns, sensitisation, cancer, birthdefects or diseases of certain organs such as theskin, lungs, liver, kidneys and nervous system.The severity of the health effects depends onthe substance and the dose absorbed.

Dangerous Goods andHazardous Substances

Page 55

Dangerous goods and hazardoussubstances are covered by separatelegislation, each focusing on controllingthe different risks described in the boxon the left.

Since many hazardous substances arealso classified as dangerous goods, therequirements of both pieces of legisla-tion apply in these cases.

Each piece of legislation complementsthe other, effectively ensuring thecomprehensive control of all risks.

Specific legislation also applies to thetransport of dangerous goods, includ-ing:

Road Transport (Dangerous Goods)Act 1995,

Road Transport Reform (DangerousGoods) Regulations 1997 (Common-wealth),

Dangerous Goods (Explosives) Regu-lations 2000, and

Dangerous Goods (Transport byRoad or Rail) Regulations 2008.

The Commonwealth Regulations abovespecifically reference the AustralianCode for the Transport of DangerousGoods by Road and Rail (ADG Code) andboth are in turn adopted in Victorianlegislation. The ADG Code also providesspecifications for marking, labelling andpackaging of dangerous goods.


Page 56

Transport of dangerous goods is coveredbelow.

Employers’ duties are identical for dangerousgoods and hazardous substances.

Manufacturers and/or suppliers of eitherdangerous goods or hazardous substancesare required to identify all dangerous goodsand hazardous substances, label them appro-priately and comply with the legislation.

New Requirementsfor Dangerous GoodsTransport

To improve the safety of transporting danger-ous goods, new legal requirements wereintroduced in Victoria from 1 January 2009.

Victorian law is now consistent with anupdated national framework for transportingdangerous goods by road or rail. The frame-work, which is the responsibility of theNational Transport Commission (NTC), nowclosely aligns with international standards fortransporting and storing dangerous goods.

Legislative changes

Victoria’s Dangerous Goods Act 1985 hasbeen amended to adopt the national frame-work and introduce new Regulations for thesafe transport of dangerous goods. Forconsistency, minor amendments have alsobeen made to other Victorian Regulations.

Importantly, the law now references the 7thedition of the Australian Dangerous Goods

Code (ADG7) instead of the 6th edition(ADG6). ADG7 includes updated technicalrequirements for classifying, packing, label-ling, consigning and transporting dangerousgoods.

Broad overview of changes

The new requirements include:

some changes to labelling and markingrequirements for a number of dangerousgoods,

new documentation requirements fortransporting dangerous goods,

some new and clarified supply chainresponsibilities for consignors, packers,people loading vehicles, drivers, primecontractors and rail operators,

new word definitions and terms that alignwith international and intermodal prac-tice,

concessions for transporting small quanti-ties of dangerous goods, such as very smallconsignments and goods for personal ortrade use,

the issuing of dangerous goods licences forfive years (instead of three),

changes to eligibility for Victorian danger-ous goods drivers and vehicle licences,

minimum $5 million insurance for placardloads.

For more information on these changes, go towww.worksafe.vic.gov.au and type “danger-ous goods” into the search field at the topright of the screen.

Material Safety DataSheets (MSDS)

Manufacturers and suppliers must alsoprovide Material Safety Data Sheets (MSDSs)for all dangerous goods and hazardoussubstances they either manufacture or supply.

MSDSs must be kept up to date (reviewedevery five years) and taken into account forrisk assessment and risk control purposes.


Page 57

Employers must keep a register of all danger-ous goods and hazardous substances.

If dangerous goods quantities exceed variousthresholds as identified in Schedule 2 of theDangerous Goods (Storage and Handling)Regulations, the occupier may be required to:

have a manifest,

display placarding and HAZCHEM signage,

notify WorkSafe Victoria on 13 23 60,

obtain a fire protection report, and

develop a written emergency plan.

There are some exceptions for dangerousgoods moving through a depot (called ‘intransit’ in the Regulations). You should checkthe details in the Regulations if you manage atransport depot.

The following must be in place:

documented safe work procedures, and

appropriate training and information.

When there is an escape, spillage or leakageof any dangerous goods:

the incident must be reported to WorkSafeVictoria on 13 23 60,

the incident must be investigated,

the investigation must be recorded, and

a review must be made of the risk assess-ment and control measures.

Employers may also be required to carry outatmospheric monitoring or health surveil-lance under certain circumstances.

TransportingDangerous Goods

There are specific requirements for consign-ors, contractors and vehicle owners.

A consignor is identified on the shipping docu-ment as hiring a contractor to carry danger-ous goods. The consignor is responsible forthe goods before they are transported, andthe contractor is responsible for the goodsduring transport.

The vehicle owner may be a sole, joint or partowner of a vehicle and may have possessionof the vehicle under credit, lease or otherarrangements. An owner may also be aconsignor or a contractor.

Obligations for those responsible for the safetransport of dangerous goods include:

signage,

using suitable vehicles,

safe loading and stowage,

segregation requirements,

load restraint,

shipping documents,

safety information and equipment, and

emergency planning and response.

Dangerous goods must not be transportedalong prohibited routes. Information on theseroutes is available from WorkSafe Victoria.

If transporting bulk dangerous goods, thenthe trailer or vehicle, if not articulated, mustbe licensed. The driver must also hold acurrent dangerous goods driver’s licence.

Report incidents to WorkSafe Victoria on 13 23 60.


Page 58

Some exemptions apply for Intermediate BulkContainers (IBCs).

Bulk means a container with a capacity ofmore than 500L for class 2 (gases) or, forother classes, a container of more than 450Lcapacity or 400kg capacity.

Drivers of vehicles transporting dangerousgoods also have specific legislative require-ments including:

obtaining licences when transporting bulkdangerous goods,

ensuring the load/stowage is secure,

displaying placards to identify dangerousgoods (where required),

carrying shipping documents,

taking special care while driving,

carrying safety information and equipment(where required),

responding to emergencies.

Where your load is determined as a placardload, you must have safety equipment in thecabin, including:

fire extinguishers,

portable warning devices, and

special clothing and safety equipment.

Refer to the Road Transport Reform (Danger-ous Goods) Regulations 1997 (Common-wealth) and the ADG Code for specific criteriato determine placarding requirements.

For securing loads, as required by the ADGCode, reference must also be made to theLoad Restraint Guide.

Transport of explosives (class 1 dangerousgoods) is covered by the Dangerous Goods

(Explosives) Regulations 2000 and the trans-port of radioactive material, (class 7 danger-ous goods) is administered by theDepartment of Human Services.

Some workplaces holding very large quanti-ties of dangerous goods are licensed underthe Occupational Health and Safety (MajorHazard Facilities) Regulations 2000 and haveparticular security, transport and storagerequirements.

Transport operators should expect these tobe covered in contractual arrangements, siteinduction and training, etc.

More information onDangerous Goods andHazardous Substances

Occupational Health and SafetyRegulations 2007

Occupational Health and Safety(Major Hazard Facilities) Regulations 2000

Road Transport Reform(Dangerous Goods) Regulations 1997

Australian Code for the Transportof Dangerous Goods by Road andRail (ADG Code, 7th Edition)


n Dangerous GoodsField B: dangerous goodsField C: www.worksafe.vic.gov.au

n Hazardous SubstancesField B: hazardous substancesField C: www.workcover.vic.gov.au

Fire Prevention and Emergency Evacuation Procedures

A program of regular inspections should beimplemented to ensure control of fire hazards.

All fire control equipment must be checkedand maintained on a regular basis in accor-dance with AS1851.

!A program to respond to emergency

situations, on and off site, should bedeveloped and implemented in all

areas of a company’s operations.

Thorough planning is required to deal withpotential emergencies such as fatal, seriousand dangerous occurrences, fire threats andthe need for evacuation.

Emergency programs need to consider aspectssuch as the following: Emergency response plans and procedures

should be developed and implemented.These should be appropriate for the typesof emergency situations likely to be faced bythe company.

Site plans should be prepared. These shouldinclude contact numbers, a system foremergency lighting, designation of safe exitroutes, and information for emergencyservices on hazards present.

Specific formalised training should beconducted on emergency systems andevacuation procedures for all employees.Emergency drills should be conducted atleast annually and take into account alllikely emergency situations.

Fire Prevention andEmergency Evacuation

Procedures

Page 59

A detailed inspection program should beimplemented, covering potential hazards,warning systems and evacuation proce-dures, and the location of designatedmeeting areas for head counts, etc.

Plans should consider liaison with externalauthorities (including police, fire brigadeand other emergency services, organisa-tions, hospitals, councils, public utilities,etc). Training exercises should includeliaison with these outside services andorganisations where appropriate.

Suitable personnel should be appointed andtrained as fire wardens and area wardens.

Site emergency plans and proceduresshould be a standard part of any inductionprocess for new employees.

Procedures should also be developed foroff-site accidents including rollovers androadside work.

More Information on Fire

Prevention and Emergency

Evacuation Procedures

AS 3745 – Australian Standard: EmergencyControl Organisation and Procedures forBuildings, Structures and Workplaces.

AS 1851 – Australian Standard: Mainte-nance of Fire Protection Systems and Equip-ment.

Personal Protective Equipment

The use of personal protective equipment(PPE) should always be seen as a last resort, tobe employed only as an interim measure orused in conjunction with other measures.

Protective clothing and equipment differsfrom all other hazard-control techniques inthat they must be consciously employed by

the worker. PPE is not part of a machine orprocess, but an extension of a worker’s ownbodily protection.

Employers must provide information, instruc-tion, training and supervision in the correctfit, use and maintenance of all PPE.

PPE includes such items of clothing as:

overalls,

helmets,

gloves,

boots, and

aprons.

It includes such items of equipment as:

earplugs and earmuffs,

respirators,

goggles,

safety glasses, and

welders’ masks and shields.

In fact, for every part of the worker’s bodythat may be exposed to hazards, there is anitem of PPE available on the market.

Personal ProtectiveEquipment

Page 60

As a minimum, the following protective cloth-ing and equipment should be used:

safety footwear with non-conductive soles,

high-visibility vests and/or shirts, and

protective eyewear.

Special personal protective equipment may beneeded in some hazardous situations, forexample, working near power lines. This couldinclude:

earth chains (vehicle-mounted cranes,EWPs, concrete placing booms, etc),

safety helmets,

rubber mats (vehicle-mounted cranes,concrete placing booms, etc),

shielded operator stations, and

other appropriate safety apparel as required.

More Information on Personal

Protective Equipment

AS 1678 – Australian Standard: EmergencyProcedure Guide – Transport

Web search (see page 4):Field B: personal protective equipmentField C: www.worksafe.vic.gov.au

In a properly controlled

working environment, a

worker should not need

any PPE at all.

Conclusion

This Guide recognises that workers face manyrisks in the transport and ancillary industries.It provides a background and broad perspec-tive on transport industry safety issues.

The health and safety issues and prioritiesidentified in this Guide are those identified bythe industry through consultative seminars.

The introduction of chain of responsibilityprovisions has been a critical turning point inthe transport industry safety landscape, andthese principles are strongly supported bytransport workers and the wider transportindustry.

Chain of responsibility legislation requiresthat if you use road transport as part of yourbusiness, you share responsibility for ensur-ing that breaches of road laws do not occur.

Occupational health and safety legislationrequires employers to be able to demonstratethat they have in place, as far as reasonablypracticable, the necessary systems, policies,procedures and safe work practices to safelymanage these risks so no-one comes to harm.

The effective management of risk is a keyingredient in improving occupational healthand safety performance. As discussed, thisrequires a deliberate and ongoing commit-ment to – and accountability for – the level ofhealth and safety performance within theareas of control of individual managers andworkers. In this regard, consultation, commu-nication and feedback are essential.

This Guide has explored in some detail thesystems required for the effective manage-ment of occupational health and safety.Strategies and procedures that relate tolevels of safety in the workplace must involveas a minimum:

involved and committed team manage-ment,

clear accountability of line managers,supervisors, workers and contractors forhealth and safety,

effective mechanisms for consultation andrepresentation,

a health and safety policy and supportingprocedures available to all staff, and

induction and training programs thatenable management, workers and contrac-tors to carry out their respective roles andto meet their occupational health andsafety duties and responsibilities.

Workplaces should be systematically assessedand investigated to determine the levels ofrisk to which workers are exposed. There is alegal obligation to consult with Health andSafety Representatives.

The input of workers and contractors in devis-ing and implementing risk control measures isalso essential.

Effective occupational health and safetymanagement occurs when a company, itsworkforce and industry stakeholders work

Conclusion

Page 61

Conclusion

Page 62

co-operatively to develop policies, systems

and procedures to eliminate or minimise risk.

The Transport Industry Safety Group (TISG) has

been integral in promoting an industry-wide

approach to occupational health and safety.

The development of this Guide, a culminationof specialist working parties and industry wideseminars, was a major early initiative by theTISG and was first developed in 1997. It hassince been updated and reprinted a number oftimes.

Reference MaterialOH&S Act 2004 Occupational Health and

Safety Regulations 2007

Road SafetyAct 1986 Road Safety (Drivers)

Regulations 2009 Road Safety (General)

Regulations 2009 Road Safety (Road Rules)

Regulations 2009 Road Safety (Vehicles)

Regulations 2009

DangerousGoods Dangerous Goods Act

1985 Australian Code for the

Transport of DangerousGoods by Road and Rail(ADG Code, 7th Edition)

Road Transport Reform(Dangerous Goods) Act1995 – Commonwealth

Road Transport Reform(Dangerous Goods)Regulations 1997 –Commonwealth

Dangerous Goods(Storage and Handling)Regulations 2000

Dangerous Goods(Explosives) Regulations2000

Dangerous Goods(Transport by Road andRail) Regulations 2008

WorkSafe

Guidance

Safe Handling ofIndustrial Waste

Non-Hazardous Wasteand Recyclable Materials

Prevention of Falls in theTransport of Waste andRecyclables

Waste Industry Guide forWorking Near OverheadElectrical Cables

A Handbook forWorkplaces – SafeCollection of Hard Waste

Forklift Safety – Reducingthe Risk (2nd Edition,February 2006)

Forklift Safety Checklist(2007)

Prevention of Falls –Trucks (1st Edition,June 2005)

Prevention of Falls inthe Transport of RoofTrusses and Wall Frames(June 2005)

Prevention of Falls inthe Transport of Steel(December 2004)

Prevention of Falls in theTransport of Livestock

Delivery Planning –Unloading at Site(March 2007)

Queuing at DistributionCentres – PreventingFatigue (April 2006)

Other Guidance

Material

For further information, go to:

www.worksafe.vic.gov.au

www.safeworkaustralia.gov.au

other States’ OHS websites

Organisations and Contacts

WorkSafe Victoria

WorkSafe manages Victoria’s workplacehealth and safety system and provides serv-ices including:

injury compensation,

emergency response,

advice, information and education,

licensing and certification, and

publications.

Contact

WorkSafe Victoria Advisory Service222 Exhibition Street, Melbourne 3000

Phone: (03) 9641 1444 or 1800 136 089

E-mail: [email protected]

WorkSafe Victoria Offices: Ballarat: 5338 4444 Bendigo: 5443 8866 Dandenong: 8792 9000 Geelong: 5226 1200 Melbourne: 9941 0558 Mildura: 5021 4001 Mulgrave: 9565 9444 Preston: 9485 4555 Shepparton: 5831 8260 Traralgon: 5174 8900 Wangaratta: 5721 8588 Warrnambool: 5564 3200

Organisationsand Contacts

Page 63

Transport Workers Union

(Vic/Tas Branch)

The Victorian Branch Occupational Healthand Safety Unit provides advice and assis-tance to Union members and employers inmeeting their legal duties. Services include:

safety audits,

systems analysis,

safety training, and

environmental auditing.

Contact:

52-56 Rouse Street, Port Melbourne Vic 3207

Website: www.twu.asn.au


Phone: (03) 8290 0600 or 1300 727 614

Victorian Transport

Association

Through its associated company, Latus PtyLtd, the VTA provides management adviceand assistance to all companies in identifyingand complying with their due diligence obli-gations under the various relevant Acts andRegulations. Services include:

chain of responsibility checklists,

due diligence audits,

document and procedure development,

workplace training,

dangerous goods and forklift licensing.

Organisations and Contacts

Page 64

Victorian Waste Management Association(VWMA)

A sub-group of the VTA, the VWMA is thepeak industry body in Victoria, providingexpert advice in all areas of proper wastemanagement, including specific training forindustry.

Contact:

Wirraway Drive, Fishermans Bend

Phone: (03) 9646 8590

Fax: (03) 9646 8596

Website: www.vta.com.au

VicRoads

The Road Corporation (VicRoads), in partner-ship with other transport agencies, localgovernment and the Victoria Police, managesthe road system. Functions include vehicleregulation, driver licensing and road userinformation.

Contact:

Phone 13 11 74

Head Office: ph (03) 9854 2666

Website: www.vicroads.vic.gov.au

Victoria Police

The Traffic and Transport Services Departmentadministers the law relating to traffic andmotor vehicles, and provides support in fieldssuch as traffic law enforcement and trafficcontrol. The department is represented on theTransport Industry Safety Group.

Contact:

Victoria Police Centre

637 Flinders Street, Melbourne 3000

Phone: (03) 9247 5762

Monash University

Accident Research

Centre (MUARC)

Contact:

Building 70, Monash University,Victoria 3800

Phone (03) 9905 4371

Website: www.monash.edu.au/muarc

Bus Association Victoria

The BAV is an employer association repre-senting the views and interests of almost allprivate bus and coach businesses throughoutVictoria. It provides advice, information andpractical training in OHS to managers, super-visors and employees.

Contact:

450 Graham Street, Port MelbourneVic 3207

Phone: (03) 9645 3300

Fax: (03) 9645 4455

Website: www.busvic.asn.au


Further Advice

Further advice in understanding the implica-tions of this document and practical assis-tance in devising and implementing strategiesand programs to ensure the health and safetyof all transport industry workers are availablefrom:

the Transport Workers Union, or

Latus Pty Ltd (a joint venture company ofthe Victorian Transport Association).

About the Transport Industry Safety Group:

The Transport Industry Safety Group was established to develop and facilitate anindustry approach to occupational health and safety following coronial inquests in

relation to fatalities in the transport industry. It comprises representatives fromVicRoads, Transport Workers Union (Vic/Tas Branch), Transport Accident Commission,WorkSafe Victoria, Victorian Transport Association, Victoria Police, Bus Association of

Victoria, Monash University Accident Research Centre and the Victorian WasteManagement Association.

Officials:

Chairman:

Co-Chairman:

Secretary:

Treasurer:

Philip Lovel, Victorian Transport Association

Bill Noonan, Transport Workers Union, Vic/Tas Branch

Peter Robinson

Don Hogben, VicRoads

This Guide proudly developed by:

July 2009

7/09053

TWUOUR MEMBERS COME FIRST

VIC/TAS BRANCH

VICTORIANWORKCOVERAUTHORITY

Please note: The information in this Guide is accurate at time of printing.Details are subject to change without notice.

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