work health and safety management system - campbell … · management system - 2 - date ......

Work Health and Safety Management System

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Date Document

Version Document Revision History Approved by

30 Oct 2014 3.0 FINAL – Approved. For public viewing and use.

‘National Program Manager, Green Army

Contents Contacts ........................................................................................................................................................ 7

Introduction .................................................................................................................................................. 8

Organisational Chart ..................................................................................................................................... 9

Definitions ................................................................................................................................................... 10

Management and Supervisory Roles .......................................................................................................... 10

Availability of WHSMS ................................................................................................................................ 11

Responsibilities ........................................................................................................................................... 11

Board of Directors – Campbell Page and Skillset ................................................................................ 11

Senior Management Team(s) .............................................................................................................. 11

National Manager Green Army ........................................................................................................... 11

Regional Manager ............................................................................................................................... 12

Service Providers ................................................................................................................................. 12

Team Supervisors ................................................................................................................................ 12

Participants ......................................................................................................................................... 13

References .................................................................................................................................................. 13

WHSMS Authorisation ................................................................................................................................ 13

1. Policies and Commitment ................................................................................................................... 14

1.1 Management Commitment .............................................................................................................. 14

1.2 Policy ................................................................................................................................................. 14

2. Planning and Legislation ......................................................................................................................... 15

2.1 Objectives and Targets ...................................................................................................................... 16

2.2 Performance Measurement .............................................................................................................. 16

2.3 Legislative Requirements .................................................................................................................. 16

2.4 Consultation and Communication .................................................................................................... 18

2.5 Training and Competence ................................................................................................................. 18

National and Regional Manager, Green Army Corporate ................................................................... 19

Consultants ......................................................................................................................................... 19

Service Providers/Delivery Partners ................................................................................................... 20

Team Supervisors ................................................................................................................................ 20

Participants ......................................................................................................................................... 20

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2.6 Purchasing ......................................................................................................................................... 20

2.7 Fitness for Work ................................................................................................................................ 20

3. Implementation ...................................................................................................................................... 23

3.1 Risk Management ............................................................................................................................. 23

3.1.1 A Step By Step Process ........................................................................................................ 24

3.1.2 Contractor Management .................................................................................................... 28

3.1.3 Risk Register ........................................................................................................................ 28

3.2 How to Identify Hazards.................................................................................................................... 28

3.3 Assessing Site Risks ........................................................................................................................... 29

3.4 Dealing with Risks ....................................................................................................................... 30

3.5 Assessing Evolving Risks .............................................................................................................. 32

3.5.1 Monitoring and review processes ....................................................................................... 32

3.6 Health Surveillance and Monitoring ........................................................................................... 33

3.7 Management of Incidents ........................................................................................................... 33

3.7.1 Administrative Procedures for Incidents/Accidents ........................................................... 37

3.7.2 Injury Management and Return to Work ........................................................................... 37

3.7.3 Collation of injury data ........................................................................................................ 37

3.7.4 Corrective Action and Change Management ...................................................................... 38

3.8 Emergency Response ................................................................................................................. 39

3.9 Remote Operations ..................................................................................................................... 41

3.10 Plant and Equipment Inspections, Testing and Service ............................................................. 42

3.11 Site control and inductions ......................................................................................................... 42

3.12 Site Amenities ............................................................................................................................. 42

4. Measurement and Evaluation ................................................................................................................. 43

4.1 Monitoring Performance ............................................................................................................ 43

4.2 Audit and Reviews ....................................................................................................................... 43

4.3 Compliance ................................................................................................................................. 44

4.4 Reporting..................................................................................................................................... 44

4.5 Documents and Records ............................................................................................................. 45

Version Control ................................................................................................................................... 48

Appendix A .................................................................................................................................................. 49

Policies ........................................................................................................................................................ 49

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Workplace Health and Safety Policy ....................................................................................................... 49

Injury Management Policy ...................................................................................................................... 51

Drug and Alcohol Policy .......................................................................................................................... 52

Grievance Policy ...................................................................................................................................... 54

Fatigue Policy .......................................................................................................................................... 56

Motor Vehicle Policy ............................................................................................................................... 59

Smoking Policy ........................................................................................................................................ 63

Extreme Weather Policy ......................................................................................................................... 65

Critical Incident Policy ............................................................................................................................. 67

Vulnerable Persons Policy ....................................................................................................................... 69

Appendix B .................................................................................................................................................. 75

Document and Data Control Procedure ..................................................................................................... 75

Appendix C .................................................................................................................................................. 77

Work Health Safety Internal Audit Procedure ............................................................................................ 77

Overview ................................................................................................................................................. 77

Core components .................................................................................................................................... 77

Definitions ............................................................................................................................................... 77

Procedure ................................................................................................................................................ 78

Records ................................................................................................................................................... 81

Responsibilities ....................................................................................................................................... 81

Review ..................................................................................................................................................... 82

References .............................................................................................................................................. 82

Related documents ................................................................................................................................. 82

Appendix D .................................................................................................................................................. 83

Resource Documents .................................................................................................................................. 83

Project Site Safety Assessment ............................................................................................................... 85

Emergency Response Plan ...................................................................................................................... 87

Daily Tool Box Talk .................................................................................................................................. 89

Work Site Safety Check ........................................................................................................................... 91

Register of Injuries .................................................................................................................................. 93

Master List Incident Register .................................................................................................................. 95

Accident/ Incident Report ....................................................................................................................... 96

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Serious Incident Report .......................................................................................................................... 99

Plant and Equipment register ............................................................................................................... 102

Site Safety Monitor ............................................................................................................................... 103

Personal Accident and Sickness Claim Form ......................................................................................... 105

Public Liability and Products Liability Claim form ................................................................................. 113

Hazardous Chemicals Register – Factsheet .......................................................................................... 115

Hazardous Substances Register ............................................................................................................ 117

WHS training register/record ................................................................................................................ 118

PPE Register .......................................................................................................................................... 120

Fatigue Hazard Checklist ....................................................................................................................... 121

Corrective Action Register .................................................................................................................... 123

WHS Legislation Register ...................................................................................................................... 124

Site Induction Checklist ......................................................................................................................... 125

Appendix E Project/Site Specific Risks ..................................................................................................... 126

Safe Work Guidance 01: Tree Planting ................................................................................................. 126

Safe Work Guidance 02: Fencing .......................................................................................................... 127

Safe Work Guidance 03: Litter Collection ............................................................................................. 128

Safe Work Guidance 04: Working with Chemicals................................................................................ 129

Safe Work Guidance 05: Driving a Company Vehicle ........................................................................... 130

Safe Work Guidance 06: Weeding ........................................................................................................ 131

Safe Work Guidance 07: Working in Moving Traffic Areas / ................................................................ 132

Safe Work Guidance 08: Working with or near brush cutters .............................................................. 133

Safe Work Guidance 10: Working near water ...................................................................................... 134

Safe Work Guidance 11: Performing Manual Tasks.............................................................................. 135

Safe Work Guidance 12: Working in hot conditions ............................................................................. 136

Safe Work Guidance 13: Working in cold conditions ........................................................................... 137

Safe Work Guidance 14: Weed Control / Cut and Paint ....................................................................... 138

Safe Work Guidance 15: Erosion Control – ........................................................................................... 139

(creating in-stream structures) ............................................................................................................. 139

Safe Work Guidance 16: Working in Bushland ..................................................................................... 140

Safety Prompt 17: Conducting surveys / monitoring ............................................................................ 141

Safety Prompt 18: Working with volunteers and / or in public spaces ............................................... 142

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Safe Work Guidance 19: Working with powered hand tools ............................................................... 143

Safe Work Guidance 20: Working near heavy machinery .................................................................... 145

Safe Work Guidance 21: Boardwalk and facilities construction ........................................................... 146

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Contacts

GREEN ARMY

National Manager

Georgiana Mentis

Program Manager – Green Army

T 0417 796 254

[email protected]

Level 2 140 Redfern Street, Redfern 2016

Regional Manager (s) Steve Johansson 02 6330 1400 [email protected] Troy Armstrong 02 4570 9121 [email protected] Scott Moore 02 8245 1700 [email protected] Environmental Manager Ashley Bland 02 6330 1400 [email protected]

Work Health and Safety Manager Kate Gorrell John Cree 0418866865 0408105181 [email protected]

[email protected]

Resource Management

Tate Harris

Business Support Officer

T 0457 761 793

[email protected]

Level 2, 140 Redfern Street, Redfern 2016

SAFE WORK AUSTRALIA

1300 551 832

[email protected] www.safeworkaustralia.gov.au

WORKCOVER NSW

13 10 50

[email protected]

www.workcover.nsw.gov.au

WORKCOVER QUEENSLAND

1300 362 128

[email protected]

www.workcoverqld.com.au

BUREAU OF METEOROLOGY

www.bom.gov.au

NSW RURAL FIRE SERVICE

www.rfs.nsw.gov.au

mailto:[email protected]









http://www.safeworkaustralia.gov.au/


http://www.workcover.nsw.gov.au/


http://www.workcoverqld.com.au/

http://www.bom.gov.au/

http://www.rfs.nsw.gov.au/

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Introduction This plan has been developed to provide an overview of The Campbell Page (CP) Green Army Corporate

Workplace Health and Safety Management System (WHSMS) as it applies to work carried out by Green Army

Corporate at various sites. It is also a ready reference to the identification, assessment and control of risks which

have the potential to adversely affect Green Army Corporate WHS performance and overall productivity

throughout the course of the work.

For each individual Green Army Project, a site specific Workplace Health and Safety Management Plan (WHSMP)

will be developed making reference to “non-negotiable” site policies and procedures.

This WHSMS defines the minimum standards that will apply to all work carried out by Green Army Corporate

personnel and has been developed with reference to Legislation, Codes of Practice, Australian Standards and

Green Army Corporate Workplace Health and Safety (WHS) Standards. The plan consists of 5 elements, adapted

from AS/NZS 4801:2001 Occupational health and safety systems – Specification with guidance for use (as

illustrated below). These Elements are further broken down with reference to Green Army Corporate WHS

Standards.

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Organisational Chart

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Definitions

The term Green Army Corporate is used throughout this document to refer to the personnel from Campbell

Page, Skillset and TAFE Western who share management and responsibility for the Green Army Program and

who meet regularly to fulfil their roles in relation to WHS.

Campbell Page is the Lead Agency, holding the Deed and ultimate responsibility for reporting to the Department

of the Environment. Campbell Page has both program management and project delivery responsibilities.

Skillset is a partner to the contract with roles at a strategic level chiefly environmental guidance and project

pipeline development across all contracted States and Territories, as well as the role of Delivery Partner in inland

NSW and by agreement elsewhere.

TAFE Western is a partner to the contract with responsibility to provide training to all Participants as outlined in

the Deed.

Delivery Partner is the term used to describe a party with whom Campbell Page has sub-contracted to perform

the duties of Service Provider as outlined in the Deed. Campbell Page remains the Service Provider. The terms

Delivery Partner and Service Provider are synonymous in this document.

NORTEC, NJL & EMG have been identified as Delivery Partners, however other organisations may be

subcontracted in this role by prior negotiation with the Department.

Team Supervisor is the term to describe the person with direct management and day-to-day responsibility for

Participants, resources and project outcomes. Team Supervisors are directly employed by the Delivery Partner.

Team is the term used to describe the collective group of up to 9 participants and 1 supervisor per project. This

ratio of supervision must not be exceeded.

The Department, where mentioned in this document refers to the Department of the Environment and

specifically, implies the Green Army division.

Management and Supervisory Roles

Sound WHS performance is achieved through the strategic and systematic management of all aspects of the

work undertaken by Green Army Corporate. Positive leadership, competent people, solid systems and

procedures, safe plant and equipment, continuous improvement and ongoing review are just some of the key

factors to achieving this goal.

Regional Managers and Team Supervisors are directly responsible and accountable for the safety of those

involved in and around the operations. For this reason, Regional Managers and Team Supervisors are required to

lead by example, demonstrating the following personal behaviours at all times:

- Setting high standards and expectations;

- Demonstrating strong personal commitment to WHS;

- Actively involving themselves in WHS improvement processes

- Reinforcing positive behaviours;

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- Using disciplinary procedures to reinforce WHS principles where appropriate;

- Providing for and promoting consultation and communication;

- Sharing lessons learned from incident investigation;

- Leading by example; and

- Reviewing WHS performance regularly and sharing the results of and interventions enacted from

these reviews.

Availability of WHSMS

This WHSMS will be available to all personnel working or participating in the Green Army Program. The WHSMS

will be kept in the project vehicles in hard copy as well as online via Campbell Page website.

All Green Army personnel and participants will be familiarised with the WHSMS through a training session as part

of the induction process.

This WHSMS should be read in conjunction with the Site Specific Work Health and Safety Management Plan

(WHSMP) developed for each project location.

Responsibilities

Board of Directors – Campbell Page and Skillset The Board of Directors of Campbell Page and Skillset are both ultimately responsible for the safety of all

participants, employees, visitors, contractors and the public under the Green Army Programme. The Board will

receive regular reports on the WHS of all projects.

Senior Management Team(s) The senior management personnel of Campbell Page, Skillset and other Delivery Partners manage Green Army

projects in QLD and NSW/ACT. Each participating organisation’s Senior Management Team must ensure that the

project is appropriately resourced to meet the conditions of the Deed between Campbell Page and the

Department of the Environment.

National Manager Green Army The National Manager for Green Army will be employed by Campbell Page directly and shall have significant

control over all aspects and elements of the Green Army Programme, including WHS related expenditure. They

must ensure that all systems are followed, all required reports completed and submitted to the Department of

the Environment. They are also to report significant WHS issues to senior management and Green Army

Corporate and ensure that corrective action from investigations has been implemented.

Maintenance and review of the WHSMS is the responsibility of the National Manager. Resources available

include the Green Army Corporate management team and the Skillset Manager Employee Relations and Safety,

all of whom have safe management of the program as part of their position description. They also have access to

Safe Work Australia, Australian Standards and other relevant State Authorities where they will subscribe to alerts

and newsletters to keep abreast of changes to legislation, current trends and the legislation that affects Green

Army Projects.

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The National Manager will also be responsible for coordinating audits of the program.

Regional Manager Regional Managers are employed by Campbell Page or Skillset and report directly to the National Manger. They

are responsible for supervising Service Providers and Team Supervisors and ensuring that all approved projects

have in place:

• Orders from the Department of the Environment.

• Project Agreements between Project Sponsors and Service Providers.

• Activities that have been Risk Assessed with related controls in place.

• Team Supervisors and Participants with full induction and mandatory training prior to starting any

project related activities.

Service Providers Are subcontractors that report directly to the regional manager and are directly responsible for organising and

ensuring the following activities take place:

• Terms are negotiated in the project agreements.

• Visiting sites and assessing all hazards prior to commencement and putting controls in place to minimise risk.

• Inducting Team Supervisors onto sites and ensuring that the project agreement scope of works is understood.

• Provide all safety equipment required complete activities safety.

• Provide transport to and from a common pick-up point to the work site for all participants to be driven to work by the Team Supervisor.

• Ensure that Team Supervisors are trained in all systems and reporting required.

• Provide access to the standard training developed by TAFE Western to Team Supervisors and Participants.

Team Supervisors Are directly employed by Campbell Page or the subcontracted Delivery Partner and are responsible for:

• Executing the project plan.

• Establishing the site safety plan.

• Maintaining control, educating/training and supervising the Participants at the worksites.

Monitor participant hours to ensure that they do not exceed 30 hours per week

Inducting visitors and contractors to site

• Completing pre-start meetings each day.

• Reporting all accidents and near misses.

• Providing first aid and ensuring that first aid kits are checked and refilled.

• Maintaining equipment.

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Participants Are NOT employees of any party; they are Participants according to the Deed provided by the Department of the

Environment and are responsible for:

• Their own health and safety.

• Follow all reasonable directions of their Team Supervisor.

• Following the code of conduct.

• Wearing a uniform and personal protective equipment provided.

• Implementing all training provided.

• Reporting all hazards, near misses, accidents and incidents to their Team Supervisor as soon as

practicable.

References

Work Health and Safety Act 2011

Work Health and Safety Regulations 2011

Workplace Injury Management and Workers Compensation Act 1998

Workers Compensation Regulation 2003

AS/NZS 4801-2001 – Occupational Health and Safety Management Systems – Specification with guidance for use

AS/NZS 4804-2001 – Occupational Health and Safety Management Systems- General guidelines on principles

systems

AS/NZS ISO 31000:2009 Risk Management – Principles and Guidelines

WHSMS Authorisation This WHSMS has been approved by the National Manager, developed in conjunction with:

- Green Army Corporate

- Regional Manager(s);

This WHSMS is applicable to all Green Army projects and workplaces; in conjunction with any site specific

WHSMS which have been developed.

Name Position Signature Date Dale Cleaver CEO Campbell Page

24 Oct 14

Craig Randazzo

CEO Skillset

24 Oct 14

Georgiana Mentis

National Program Manager

24 Oct 14

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1. Policies and Commitment

1.1 Management Commitment

Green Army Corporate is committed to ensuring that the highest possible level of worker health and safety is

maintained across all operations and in all circumstances. Also, Green Army Corporate is committed to

ensuring all work activities are carried out to the highest possible quality standards, while striving to achieve

positive environmental impact.

The Board, all managers and employees of Green Army Corporate strongly support an environment that

promotes and encourages continuous improvement in work health and safety.

1.2 Policy

Green Army Corporate aims to provide a safe work environment for all personnel. This includes employees,

contractors and visitors to the workplace. Personnel will be required to comply with all legislation relevant to

the work they are undertaking. Safe work is a fundamental condition of employment

Green Army Corporate will:

Provide the necessary resources to successfully implement and maintain our work health and

safety programs.

Consult with our employees and/or their representatives.

Distribute relevant information on WHS.

Comply with legislative requirements.

Make commitment to the minimisation of work related injury and illness by setting targets around LTI

and monitoring the achievement of targets.

Green Army Corporate is committed to ensuring the wellbeing of all workers who are engaged by the organisation. Culture In addition to ensuring staff wellbeing, the culture we will promote throughout delivery of the Green Army incorporates the following principles:

Respect for people & environment

Integrity

A Progressive approach

Fostering personal excellence & growth

Caring for each other

Accountability

Professionalism

Passion for quality outcomes

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Aims The Green Army will strive to provide:

A workplace free from risks to health and safety

Consultation arrangements which promote open and honest communication between workers and management

Resources to enable safe work practices at all times

A continuous improvement program to eliminate or prevent workplace incidents Responsibilities In line with Green Army culture, the following stakeholders have specific responsibility and accountability:

Management is ultimately responsible for ensuring the health and safety of all workers and others in so far as they may be affected by the company’s operation.

Workers are responsible for their own safety, and that of others who may be affected by their work

Customers and Visitors must follow all WHS instructions given by the site supervisor but are also responsible for their own health and safety.

Green Army Corporate will achieve the goals outlined in this policy through compliance with the WHS Act & Regulation 2011, relevant Codes of Practice and Australian Standards. This policy is complemented by

Injury Management Policy

Drug and Alcohol Policy

Grievance Policy

Fatigue Policy

Motor Vehicle Policy

Smoking Policy

Extreme Weather policy

Critical Incident Policy

Vulnerable Persons Policy

These polices can be found in Appendix A

2. Planning and Legislation

Green Army corporate utilises Legislation, Codes of Practice, Australian Standards and other relevant

Industry Guidelines to guide us in development of best practice WHS policy and procedure.

This framework is utilised in the planning phase for all work activity, review of existing work, review and

inception of business process. This approach promotes the incorporation of WHS objectives into all areas of

the organisation.

In developing and monitoring this WHS MS, Green Army Corporate incorporates all relevant WHS policies

and procedures in place at the site or location where the work is conducted. This is carried out such that, as

far as reasonably practicable, the highest standard is established and practiced. (see Legislative Compliance

Register – Appendix D)

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2.1 Objectives and Targets

This WHS Management System incorporates a range of objectives and targets which are designed to facilitate the management and implementation of health and safety in the workplace.

The main objectives of Green Army Corporate are:

To create and maintain a safe, positive working environment through proactive risk assessment, planning and systems to manage risks.

To facilitate compliance with all relevant State legislation

Eliminate as far as reasonably practicable all WHS risks to personal or;

Minimise risk to all personnel through implementation of controls that form part of the WHSMS

The objectives of the system, will be achieved at the corporate level through:

Integrating and embedding Safety requirements within business and project planning

Implementation of detailed hazard identification, risk assessment and risk control processes.

Provide sufficient competent supervision to all personnel

Improving the competency of the workforce to safely perform their work through the provision of

training to managers, employees and contractors.

Provide tools for personnel to use to minimise risk to health and safety in all aspects of their work

Ensure through supervision, that all personnel work to their highest standard in a safe manner to

maintain the reputation of the organisation.

Specific Project Performance Targets are set as part of the project planning process and documented in the individual WHSMP.

Green Army Corporate monitors is safety performance via performance measurement and reporting on a

variety of objectives and targets, with the aim of achieving continuous improvement in WHS performance.

2.2 Performance Measurement

Monitoring of performance against the WHS KPIs involves Team Supervisors, Regional Managers and Delivery

Partners and is the ultimate responsibility of the National Manager. Refer to Section 4.1 of this manual for

detail on performance monitoring measures.

Results from performance reporting will be routinely reported through to Green Army Corporate Senior

Management and Board levels.

2.3 Legislative Requirements

Green Army Corporate actively seeks to ensure that all activities comply with relevant WHS legislation,

Australian Standards and Codes of Practices and other best practice or industry guidelines. This also

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extends to a commitment to comply with all other WHS requirements or other directives from the

Department from time to time.

Green Army Corporate identifies and periodically monitors its WHS and other legislative requirements by

reviewing and monitoring state regulator and safe work Australia websites and subscribing to statutory

newsletters.

The Green Army Legislation register will be reviewed at least annually to maintain legal compliance.

A review of existing procedures, guidelines and work instructions shall take place any time there is a change to legislation.

Detailed below are the Acts, Regulations and Codes of Practice relating to the Green Army programme.

Acts

Work Health and Safety Act 2011

NSW Worker Compensation Act 1987 NSW Workplace Injury Management and Workers Compensation Act 1998 QLD Workers Compensation & Rehabilitation Act 2003 ACT Workers Compensation Act 1951

Regulations

Work Health and Safety Regulation 2011

Code of Practice

Hazardous manual tasks How to manage work health and safety risks Managing the risk of falls at workplaces Managing noise and preventing hearing loss at work Managing the work environment and facilities Work health and safety consultation, coordination and cooperation First aid in the workplace Managing risks of hazardous chemicals in the workplace Managing risks of plant in the workplace Managing electrical risks in the workplace Work near overhead power lines Preventing and Managing fatigue in the workplace

Copies of insurances must be exchanged between Project Sponsor and Service Provider/Delivery Partner and

passed onto Green Army Corporate for:

public liability and products workers compensation professional indemnity

http://www.legislation.nsw.gov.au/maintop/view/inforce/act+10+2011+cd+0+N

http://www.legislation.nsw.gov.au/maintop/view/inforce/subordleg+674+2011+cd+0+N

http://www.workcover.nsw.gov.au/formspublications/publications/pages/hazardous-manual-tasks-code-of-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/how-to-manage-work-health-safety-risks-code-of-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/managing-risk-falls-workplaces-code-of-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/labelling-workplace-hazardous-chemicals-code-of-practice.aspx


http://www.workcover.nsw.gov.au/formspublications/publications/pages/managing-work-environment-facilities-code-of-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/whs-consultation-coooperation-coordination-code-of-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/first-aid-code-of-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/managing-risks-hazardous-chemicals-code.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/managing-risks-of-plant-code-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/managing-electrical-risks-code-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/WC01394_WorkNearOverheadPowerLinesCodeofPractice.aspx

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2.4 Consultation and Communication

Consultation and communication refers to the free flowing of WHS related information between all stakeholders

of the project.

Green Army Corporate recognises the importance of consultation and communication. Team Supervisors are the

critical interface between parties and must constantly balance the achievement of work objectives with the

safety of participants and the happiness of all concerned.

Green Army Corporate will pass on all relevant information to the officers, workers and participants as soon

as practicable and will keep open lines of communication with the relevant parties. Consultation will be

provided when issues arise and resolutions sought in a timely manner depending on how significant the issue

is.

In accordance with legislation, Green Army Corporate has put in place “other agreed arrangements” for WHS

representation.

Types of communication include:

Pre-Shift Meetings

Toolbox Talks

Training and induction sessions

Direct communication

Monitoring and audit visits

The Site WHSMP details specific controls, lines of communication and mechanisms for communication and consultation.

In the absence of a Health and Safety Representative (HSR) it is important that Participants feel free and have appropriate opportunity to raise any concerns or ideas relating to WHS and have them heard.

Participants will be introduced to the Regional Manager and Project Sponsor during their induction week and regularly throughout the project specifically to establish a relationship so that they can be contacted at any stage with reference to project safety or outcomes. This is to account for barriers that might exist or arise with the Team Supervisor and reflects the natural process outlined in the Green Army Disciplinary and Appeals document.

A further opportunity for genuine feedback is created through the 1, 6 and 16 week Safety Monitor visits where participants are given the opportunity for a one-on-one confidential conversation with the Regional Manager (See Appendix D /Resource Documents / Site Safety Monitor)

2.5 Training and Competence

To ensure as far as reasonably practicable that all workers have the knowledge and support to understand

and fulfil their work health and safety obligations, Green Army Corporate provides the following:

a. Details of the WHS responsibilities of each employee/participant. This is provided at induction,

and in the WHS policy.

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b. Information, training and instruction on WHS Procedures, WHS Consultation and WHS Issue

Resolution Procedures.

c. Green Army Corporate shall ensure that every participant or employee understands who their

direct supervisor is, how to report WHS issues and when to report issues.

Records of Supervisor training (or other employees) are held in the appropriate staff file of the employer

organisation (CP/Skillset/Nortec/other Delivery Partners) subject to their internal Human Resources policy.

Participant attendance at training is recorded by the Team Supervisor in the Training Attendance Record

(See Appendix D Resource Documents) and also reported via the Weekly Report to the Regional Manager

(See Team Supervisor Manual) and ultimately, the Department. Participant training records are also

recorded in the Training Register (Appendix D Resource Documents).

As no participants are allowed to commence work without appropriate training this document forms an

important check to ensure that the compulsory First Aid and WHS Training has been satisfactorily

completed.

In addition, the form can also be used to record other training conducted by a supervisor on the job or by an

instructor outside of the workplace, such as through the State Emergency Services (SES) or Rural Fire Service

(RFS).

The need for training may be identified during the project or activity planning stage, or through the

Corrective Action and Change Management process. This includes;

When a new person starts work - induction, on the job training.

When new machinery/equipment or hazardous chemicals, products or other things are introduced to the workplace.

When worker’s job changes.

When there are new work health and safety regulations, codes of practice or laws that affect your industry or business.

If there has been an incident /near miss or injury at work.

The following is a list of training and competencies required by members participating and employed by

Green Army Corporate. These will be formally assessed where relevant.

Copies of relevant qualifications and statements of attainment will be held on file by the Regional

Manager.

National and Regional Manager, Green Army Corporate • Extensive management and reporting experience in similar projects.

Consultants Consultants require:

• Environmental - Degree in Environmental Science or equivalent

• Training - Certificate IV TAE

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• WHS - Diploma WHS or WHS

Service Providers/Delivery Partners • Demonstrated previous experience in delivering similar government funded projects

• Induction in the management level policies and procedures required to deliver a project (by Green Army

Corporate)

Team Supervisors • Previous experience in managing young workers

• Drivers’ license (RTA driving record required)

• Criminal check

• Senior First Aid Certificate (TAFE Western)

• Green Army Induction (TAFE Western)

• Project Induction (Green Army Corporate)

• Site Induction (Service Provider/Delivery Partner)

Participants • Mandatory Senior First Aid Certificate (TAFE Western)

• Mandatory WH&S Training (TAFE Western)

• Site Induction (Team Supervisor)

• ‘Ground Control’ pre work Induction (Team Supervisor)

• Onsite Training (Team Supervisor)

• Additional on-the-job onsite specific training as required

All employees and participants will be assessed as competent on the basis of skills, knowledge, education and

training as per the WHS competencies identified as part of the role.

2.6 Purchasing

Procurement of materials, plant, equipment or services should not introduce any risks to the health and

safety of employees and third parties.

A risk assessment process will be undertaken on all purchases to ensure new plant and equipment does not

pose any risk to health and safety. This process will be undertaken by the appropriate responsible person in

Green Army Corporate.

2.7 Fitness for Work

Criminal History and Working with Children

Before commencing work, employment or activities associated with a project, all participants, employees and

regular site visitors will be subjected to a Criminal History Check and in the case of children/minors being

involved, a Working With Children Check.

If a person is found to have a Serious Record, Criminal Record or Court Record, then Campbell Page and the

Delivery Partner will mutually conduct a Risk Assessment and may seek further information and advice to do

so.

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Further information about the risk assessment can be found in Section 10.5 of the Deed of Standing Offer.

Regional Managers must advise the Project Sponsor if any participants are minors and verify that Project

Sponsor personnel involved in the project have passed a Working Witch Children Check.

Vulnerable workers

Green Army Corporate ensures that vulnerable workers (as defined by the WHS Legislation 2011 – reviewed

2012) are identified at interview and if/when placed on a project; details are communicated to the Team

Supervisor via confidential e-mail before the project commences in line with our Working with Vulnerable

Person’s policy. Additional advice may be sought from a medical professional (as / if required), however

specific controls to ensure compliance with the policy include:

ensuring all personnel are aware of & understand the legislation associated with vulnerable

person’s in Green Army Projects

ensuring appropriate systems are in place to make certain that vulnerable workers, including

those new to a job or industry, are provided with sufficient training and support to undertake

their work safely

a recruitment process which ensures only suitable and appropriate people are engaged to work

with vulnerable persons

Implementing strategies which aim to reduce workplace conflict, and

identifying safety risks and putting in place procedures to reduce and control the risks

developing knowledge of WHS legislative responsibilities

encouraging open communication about safety issues

identifying individual vulnerable worker needs

reviewing workplace culture and perceptions

providing a comprehensive induction

An additional level of supervision focus

NOTE: If a minor has been selected for the program and they are not able to provide Parental or Legal

Guardian Consent, the Regional Manager must advise the Department via the National Manager within

5 days of commencing.

If a minor or vulnerable person is selected for the program the Regional Manager must also advise the

Project Sponsor and any subcontractors and obtain written evidence that their employees and

stakeholders involved with the project have passed the Criminal History and relevant state Working

With Children Checks.

Alcohol and Other Drugs

Green Army Corporate will undertake random and due cause testing for illicit drugs and alcohol. The testing

pathway is as follows:

Step 1: Participant suspected but not obvious. The Team Supervisor communicates to the participant that

they are under suspicion, that they will be randomly tested, and that a failed test constitutes a breach of

Agreement that results in disciplinary action.

Step 2: Participant testing undertaken. The Regional Manager or Team Supervisor asks for breath and mouth

swab samples on site into mobile testing equipment.

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a) Participant returns a negative result – return to work

b) Participant returns a positive result – stood down immediately as per process below.

c) Participant refuses to participate – assumed to be under the influence and stood down immediately as

per process below

Test failure process.

Where a Team Supervisor / Participant is found to be under the influence of drugs or alcohol they shall be

immediately stood down from further participation in the Project and the event recorded on the Incident

Register. They may also be subject to disciplinary action. Furthermore, they will not be allowed to return to

the project until Campbell Page or the Delivery Partner is satisfied that the relevant Team Supervisor or

Participant:

is no longer under the influence of alcohol or illegal drugs; and

has received counselling; and

will not attend the Project under the influence of alcohol or illegal drugs; or consume alcohol or take

illegal drugs while working on or in relation to the Project

agrees to a program of re-testing where any further breaches result in termination

All of the above must be complied with for the person to continue working with the project. Drug and alcohol counselling will be offered through our standard Employee Assistance Program or other qualified support services including Headspace and those available through Campbell Page Mentors and TAFE Western support services. Where a person has failed testing for a second time they will be exited from the program. Team Supervisors and all employees associated with the Green Army program are also subject to the same pathway and process.

Behavioural Issues and Anti-social behaviour.

Green Army Corporate recognises the possibility of mental illness and other triggers that result in the need to

manage anti-social or violent behaviour both within the Team and from the general public.

The following measures are in place to minimise the likelihood of an event having a negative impact.

Where mental illness has been recorded as a pre-existing medical condition, the Team Supervisor will

work privately with the participant and relevant professional where possible to establish triggers and

management techniques.

The team undertakes training in social and cultural sensitivity during the Ground Control Induction

The Supervisor and Team establish Team Rules in week one of the Project. This is a voluntary set of

values and principles that guide team behaviour and optimise the chances of creating a caring and

productive workplace.

Enforcing the Codes of Conduct minimises the likelihood of an adverse reaction from a third party in

communication with a participant or the Team Supervisor.

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Team Supervisors receive training in Leadership and issue resolution during their Major Tom Induction

where they are also instructed on support resources available including TAFE Student Supports and

community services including Headspace.

Guidelines for response to a behavioural episode are provided in Section 3.8 Emergency Management

Fatigue Management Guidelines

Green Army Corporate will implement the use of a Fatigue Hazard Checklist. This checklist can be completed

by a range of parties delivering and / or managing the Green Army Programme. See Appendix D / Resource

Documents / Fatigue Hazard Checklist. Also see Appendix A / Policies / Fatigue Policy

In line with deed of standing offer, participants will be engaged to attend up to a maximum of 30 hours per

week, and shall be provided with a lunch break of between 30 and 60 minutes each day they are working on

the project.

3. Implementation

3.1 Risk Management

All people have the right to a safe and healthy workplace where hazards are identified and consideration is

given to the severity of the injury or damage that may occur, the likelihood of the incident occurring and

lastly the cost of controlling the hazard.

Green Army Corporate will only allow activities/tasks to be performed that achieve 1 or 2 on the risk matrix

tool below – Figure 1. Risk Matrix Table. Any item that has higher risk rating (3, 4, 5 or 6 on the risk matrix

tool) will not be performed unless the risk can be lowered into the low or medium range.

This is to be read in conjunction with the Code of Practice How to Manage Work Health and Safety Risks

available from Safe Work Australia.

The first objective is to eliminate the risk but if this is not possible a range of controls will be implemented to

minimise risk through the hierarchy of controls.

Green Army Corporate utilises several tools to assess risks. These include:

- Take 5

o Used to assess the risks involved in small individual tasks

o Used to re-assess a job/work site following a break, change in conditions or change in

process

o Used to periodically re-assess tasks to capture additional risks

o Can be done by individuals or small groups

- Project Site Safety Assessments (JSA & PSSA)

o Used to assess risks in small to large individual tasks

o Used to assess risks in jobs involving multiple tasks

o Relates to specific activities and includes issues such as:

Training and competency

Fitness for Work

Supervision

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Travel and access to site

Documentation/legislation

o May be developed in response to risk identified in a Take 5

o May be developed based on work environment, number of people involved or

complexity of the job

o Developed with input from Participants, Supervisors and where necessary Management

representatives, in consultation with client/site representatives

o Must be reviewed and signed off by a Team Supervisor or Regional Manager

- WHS Management Plans

o WHS Management Plans are developed for each project by the Regional Manager in

consultation with the Project Sponsor

o Provide specific details on how key risks are managed

o Provide reference to additional information/resources

o All personnel are required to be familiar with the contents

As a general principle, Green Army Participants are required to engage proactively with the safety

management systems and processes. They are trained in how to complete the Take 5 and PSSA process

during their ‘Ground Control’ induction and are expected to demonstrate competence to the Team

Supervisor within the first weeks of the program through their experience as 2IC (see below). Failure to

engage adequately may represent a breach of agreement and be the subject of further disciplinary action.

All work undertaken by Green Army Corporate will be subject to an appropriate level of Risk Assessment to

minimise risk to personnel, property, the environment and the community.

Part of Green Army Corporate’s approach to ensuring compliance with the WHS Act 2011 is following the

National Code of Practice How to Manage Work Health and Safety Risks.

3.1.1 A Step By Step Process

A safe and healthy workplace does not happen by chance or guesswork. Green Army Corporate has to

consider what could go wrong in the workplaces we operate or are involved with, and what the

consequences could be. Then Green Army Corporate will do whatever is ‘reasonably practicable’ to eliminate

or minimise health and safety risks arising from our business or undertaking.

This process involves four steps:

1. Identifying hazards – find out what could cause harm.

2. Assessing risks if necessary – understand the nature of the harm that could be caused by the hazard,

how serious the harm could be and the likelihood of it happening.

3. Controlling risks – implement the most effective control measure that is reasonably practicable in

the circumstances.

4. Reviewing control measures to ensure they are working as planned.

Hazards are identified by inspecting workplaces, consulting workers and reviewing available information

from authority’s sources such as WorkCover, industry associations, technical specialists, and safety

consultants.

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The risk management process is as follows

A site specific WHSMP is developed for the project by the Regional Manager in consultation with the National Manager, Project Sponsor and where required or requested, a WHS Professional and/or the Department. This plan specifies the process and certain higher level risks to be managed and must be completed and implemented prior to commencement of every project.

A Project Site Safety Plan (PSSA) will be developed for each project site by the Regional Manager in consultation with the Project Sponsor. This forms part of the WHSMP and work cannot commence without this.

Team supervisors will become familiar with the PSSA. This document becomes the Risk Register for each site and is updated to manage known, new and evolving risks

Active engagement of Participants. The Daily Tool Box Talk (Start-up meetings) will be conducted by Team Supervisor’s with demonstrated engagement from Participants. (Each Participant will have the opportunity and be encouraged to be the 2IC for the day. They will run the project - under supervision from Team Supervisor - and will have the opportunity to conduct the Tool Box Talks and related forms/processes.)

Take 5’s will be utilised by participants to identify hazards and control risks on an at least daily basis.

Team Supervisors will conduct Work Site Safety checks weekly, ensuring Participants are engaged in the process.

Regional Managers review Work Site Safety checks each week along with other weekly reporting data. Depending on the nature of any issues identified, Regional Managers consult with Team Supervisors, the National Manager and/or a WHS Professional to escalate and resolve issues.

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The following table outlines the documentation required at various stages or events during the program and who is responsible for overseeing its completion.

Table 1. Risk Management Documentation

Stage/event Documentation Accountable person(s) Timing

Project Approval WHS Legislation Register

Project Plan

National Manager

Regional Manager

Project Sponsor

Updated annually or as needs

Between approval and

commencement

Site Inspection Project Safety Site

Assessment (PSSA)

Emergency Response

Plan Form

Regional Manager & Project

Sponsor

As above plus Team Supervisor

Between approval and

commencement

As above plus regular review

Training/induction

(on going)

Major Tom/ Ground

Control

WHS training

register/record

Skillset Trainer/ Regional

Manager/Team

Supervisor/TAFE western

Week 1 & 2 of project

Plant & Equipment Plant & Equipment

Register (ongoing)

PPE Register

Regional Manager

Team Supervisor

Pre commencement and on-

going

Week 1 & 2

Project Site

Activities

Project Safety Site

Assessment

Emergency Response

Plan Form

Work Site Safety check

Daily Tool Box Talk

Hazardous Substances

Register

Fatigue Hazard Checklist

(when required)

Corrective Action

Register

Team Supervisor &

Participants

Before commencing work

Before commencing work

Weekly

Daily

As warranted

As warranted esp. if identified

in PSSA

As required

Accident/incident

Register of Injuries

Team supervisor / Participants

Within24 hours

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Master Incident Register

Accident/Incident Report

Corrective Action

Register

Regional Manager

All

Within24 hours

Within 24 hours

Within 5 days

Serious

Accident/incident

(involving medical

intervention)

Serious Incident report

Corrective Action

Register

Personal Accident and

Sickness Claim Form

Public Liability and

Products Liability Claim

form

Team supervisor

Regional Manager

National Manager

WorkCover

Participants

Immediately

Within 24 hours

ASAP

ASAP as required

Emergency Register of Injuries

Master Incident Register

Accident/Incident Report

Serious Incident report

Corrective Action

Register

Personal Accident and

Sickness Claim Form



form

Team supervisor

Regional Manager

National Manager

Emergency Services

WorkCover

Within 24 hours

Within 7 days

Within 48 hours

Within 48 hours

Within 24 hours if relevant

ASAP

ASAP

Site & Project

Reviews

Site Safety Monitor

Corrective Action

Register

Regional Manager As per schedule in 4.1 below

24 hrs to 5 days depending on

seriousness

Audits WHS Internal Audit

Procedure (WHSMS

Appendix C)

Corrective Action

Register

National Manager Annual and 10% of projects.

24 hrs to 5 days depending on

seriousness

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3.1.2 Contractor Management

Subcontractors and consultants will be necessary from time to time for specialist works that Participants are

not qualified to perform. As a rule these will be the responsibility of the Project Sponsor.

Subcontractors cannot be engaged to provide any Services under the Deed of Standing Offer without prior

written consent from the Department. This specifically includes any Registered Training Organisation other

than TAFE Western.

These subcontractors and consultants are persons conducting a business or undertaking (PCBU) and as such

under the WHS Act 2011 they have shared responsibility with the Service Provider meaning that they must

abide by all the conditions within this WHSMS.

Once the scope of works between the Service Provider, Project Sponsor and subcontractor/consultant has

been agreed then a contract (Department of Fair Trading NSW have standard contracts) will be written up

and the following will be required from the subcontractor/consultant:

• Licences (trading, high risk etc.)

• Public liability/indemnity insurance

• Workers compensation policy for their employees or personal accident insurance.

• Safe work method statement for all high risk work to be performed

Secure storage of project related records for 7 years.

3.1.3 Risk Register

The risk register is completed by the Regional Managers. The Team Supervisors will complete risk

assessments as required and forward them onto the Regional Managers for record keeping on the risk

register for that project. See WHS Management Plan(s), Appendix B, Resource Documents.

3.2 How to Identify Hazards

Identifying hazards in the workplace involves finding things and situations that could potentially cause harm to

people. Hazards generally arise from the following;

Physical work environment.

• Equipment, materials and substances used

• Previous injuries as identified on the Work Site Safety Check and Daily Tool box talk

• Work tasks and how they are performed

• Work design and management

A list of common hazards and project specific hazards, and a descriptor, can be found in Appendix E. These

hazards are included in the Participant WHS Training Plan, which will be delivered to each Participant during

induction training.

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3.3 Assessing Site Risks

For each hazard, officers and workers are required to judge severity. Could the activity or incident:

• Kill or cause permanent disability or ill health. • Cause long term illness or serious injury. • Cause someone to need medical attention and be off work for several days. • Cause someone to need first aid.

Judge likelihood

How likely is it that someone would be that badly affected?

• Very likely — could happen any time. • Likely — could happen sometime. • Unlikely — could happen, but very rarely. • Very unlikely — could happen, but probably never will.

Use the Risk Matrix below to assist in evaluating the severity of each risk.

The table will help numerically prioritise each hazard based on its risk. (See the example below).

The numbers show how important it is to do something:

6 — it is extremely important to do something about this hazard as soon as possible

1 — this hazard may not need your immediate attention

Example

Hazard: plate glass door at foot of steps

Judge Severity: Someone falling down the steps could smash through the glass and be very seriously injured. So it is a !!! risk (Look in the second row of numbers)

Judge likelihood: This could easily happen any time. So it is a ++ likely (Look at the far right column)

Second row, far right hand column is priority number 4. So it is extremely important to fix this problem soon.

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Figure 1. Risk Matrix table

VERY UNLIKELY: UNLIKELY: LIKELY: VERY LIKELY:

RISK MATRIX Could happen but probably never will

Could happen but rarely

Could happen sometime

Could happen anytime

1 1 2 3

First aid required

1 2 3 4 Medical attention and several days off work

2 3 4 5

Long term illness or serious injury

3 4 5 6

Kill or permanent disability

WHS Legislation requires you to eliminate any reasonably foreseeable risk.

Eliminating risks is the most effective way to make the workplace safer. Always try to eliminate the risk in the

first instance.

Consider:

• Repairing or replacing faulty equipment.

• Eliminating dangerous work processes (e.g. by purchasing pre-cut materials or substances in quantities that

do not require decanting).

You must do everything you can to eliminate risks to the health and safety of people in the workplace

however, sometimes this is just not fully possible. Where this is the case all identified risks will be minimised

with appropriate controls.

3.4 Dealing with Risks Green Army Corporate promotes the importance of all workers understanding the Hierarchy of Risk Control

(see table 2 below)

Substitute for a lesser Risk

If you cannot eliminate the risk entirely, substitute the hazard giving rise to the risk with one that presents a

lesser risk.

• Use a different, less dangerous piece of equipment.

• Use safer materials or chemicals.

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Isolate the Hazard from the person at risk

If you cannot substitute for a less risky approach consider isolating the hazard. This separates the person

from the source of danger.

This approach can be effective where certain work processes produce excessive noise, for example;

Flagging specific hazards and marking out a “no-go” zone.

Minimise (remove or reduce) the Risk

There are many ways to implement engineering controls to address workplace risks.

In general, these are fixed or physical changes to equipment or the environment and could include such

taping mattock heads in place, placing padding on hard edges, adding hydraulic struts to trailer access door,

etc.

It might also include the purchase of specialised equipment.

Change your work method

If you can’t eliminate the risk or control it through isolation, substitution or engineering approaches, then

think about ways the work could be done differently.

Changing work methods can help to reduce injuries and incidents.

Consider working in a different way — think about things like:

• Definite written work procedures.

• Changing daily routines.

• Defining or rotating tasks within a team

Use Personal protective equipment

Personal protective equipment (PPE) is the least effective way of dealing with hazards.

PPE may need to be utilised whilst finding better ways of dealing with a hazard.

PPE is only useful when it is in good condition and always worn correctly.

People need to know when to wear their PPE and how to fit and look after it.

Where Green Army Corporate controls a risk to health and safety by means of the use of PPE, we will provide

each person at risk with the equipment and ensure that the equipment provided is appropriate for the

person, worn/used correctly and controls the risk adequately.

Each Green Army Participant shall be provided with the following PPE:

one pair of steel-capped work boots

one broad-brimmed hat

one pair of heavy duty long trousers

one pair of work gloves

at least two long sleeved shirts

wet weather protection

warm jumpers and/or jackets for cold climates

PPE clothing will be recognisable with the Green Army Logo to identify participants in the program.

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3.5 Assessing Evolving Risks

3.5.1 Monitoring and review processes The risk management processes are subject to a documented evaluation of effectiveness and are modified as

necessary. Control measures are reviewed on a regular basis, or when there has been:

• a risk control failure;

• a significant change in a work process; or

• a change in WHS Policy.

Information for the evaluation process can be obtained from the following:

•trends in reported injuries, near misses and hazards, review of accident investigation outcomes in

improving WHS and injury management

•successful and effective consultation outcomes

• the active interest and involvement of workers in WHS, including feedback received

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• risk assessments and workplace inspections conducted

• WHS improvements which have reduced the level of risk

• the completion of WHS training

• successfully completed and implemented WHS programs

Evaluation of risk management process effectiveness is documented in:

• scheduled review of procedures;

• incident/accident hazard reports and investigations;

• audit reports; and

• Management Review meeting minutes.

• Specific roles and responsibilities and processes are detailed in the site specific WHSMP

3.6 Health Surveillance and Monitoring

Where a project PSSA identifies a hazard that may pose a potential long term health risk, and the threat of

harm is sufficiently low for the activity to continue, a monitoring regime will be established based on advice

sought from the legislative authority. Hazards may include; paint stripping, pollen, mold, heavy metals,

noise, contaminated water, toxic fumes, repetitive strain.

Green Army Corporate will engage the services of an external contractor to conduct assessments and provide

advice on how to manage the potential long term risk.

The National Manager will approve health surveillance expenditure in consultation with the steering

committee on a case by case basis.

All employees will have access to their own individual health monitoring results.

3.7 Management of Incidents

“Accidents” and “Incidents” include:

any workplace event that endangers the health or safety of a person;

any workplace event that results in injury or disease, however minor, including dangerous

occurrences.

“Serious Injury or illness” for notification purposes under the Act refers to:

a) the death of a worker or another person;

b) an injury or illness that requires immediate treatment:

as an in-patient at a hospital; or

for the amputation of any part of the body; or

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for a serious head injury; or

for a serious eye injury; or

for a serious burn; or

for the separation of skin from underlying tissue; or

for a spinal injury; or

for the loss of a bodily function; or serious lacerations.

c) medical treatment within 48 hours of exposure to a substance;

d) any infection where the undertaking of work is a significant contributing factor including any infection

that is reliably attributable to work:

with micro-organisms; or

that involves providing treatment or care to a person; or

that involves contact with human blood or body substances; or

that involves handling or contact with animals or animal products particularly if any of the

following have been contracted through this work:

i. Q fever

ii. Anthrax

iii. Leptospirosis

iv. Brucellosis

v. Hendra Virus

vi. Avian influenza; or

vii. Psittacosis.

e) a serious injury to a person other than a worker;

“Dangerous Incident” for notification purposes refers to any incident that endangers or is likely to endanger the work safety of people at a workplace emanating from an immediate or imminent exposure to:

an uncontrolled escape, spillage or leakage of a substance; or

an uncontrolled implosion, explosion or fire; or

an uncontrolled escape of gas, steam, or pressurised substance; or

electric shock; or

the fall or release from height of any plant, substance or thing; or

the collapse, overturning, failure or malfunction of, or damage to, any plant that is required to

be authorised for use under the WHS regulation 2011; or

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the collapse or partial collapse of a structure; or

the inrush of water, mud or gas in workings, in an underground excavation or tunnel; or;

any other event prescribed by the WHS regulations 2011.

If there is an incident at the workplace that results in harm to a participant, visitor or employee, the Team

Supervisor should:

1. Give first aid to all injured workers/participants if required.

2. Take the injured worker/s to the doctor or hospital (call an ambulance in serious cases) and never let

an injured worker/s drive themselves.

3. Inform the treating doctor that it is a work related injury and that they are participating in Green

Army.

4. Notify the local Service Provider immediately

5. Complete an accident/incident report and forward details to the Service Provider. Serious incidents

will require an accident investigation by Green Army Corporate and/or WorkCover.

6. In the case of serious accidents or catastrophic accidents do not disturb the site so that a thorough

investigation can take place, you may move things to attend to an injured worker.

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Table 2. Incident Management Guide

Type of Incident Report to Whom When Also Notify All incidents/accidents involving Green Army (whether or not an injury results)

1. Team Supervisor

2. Regional Manager 3. Original incident/accident

report form to Regional Manager for database entry and recording

1. Immediately 2. Within 48 hours 3. Within 5 working days

National Manager

Serious events or dangerous incidents Includes serious injuries or illnesses (see 3.6 in manual for definitions)

1. Team Supervisor 2. Regional Manager 3. Relevant state or federal

authority 4. The Department of the

Environment 5. Original accident

report form to R e g i o n a l M a n a g e r for database entry and recording

1. Immediately 2. Immediately after

becoming aware of incident

3. Immediately after becoming aware of incident

4. Immediately 5. Within 48 hrs

N a t i o n a l Manager CEO of Campbell Page and Skillset Injury Management coordinator Health & Safety Representative for the relevant project. WHS expert Injured persons next of kin

Serious events involving 3

rd parties

(e.g. clients, visitors etc.)

1. Supervisor 2. Regional Manager 3. Relevant state or federal

authority 4. The Department of the

Environment 5. Original accident

report form to R e g i o n a l M a n a g e r for database entry and recording


becoming aware of the incident

3. Immediately after becoming aware of the incident.

4. Immediately after becoming aware of the incident.

5. Within 48 hrs

N a t i o n a l Manager CEO of Campbell Page and Skillset Injury Management coordinator Health & Safety Representative for the relevant project. WHS Expert Injured persons next of kin

Death of worker or other person.

1. Team Supervisor 2. Regional manager 3. Relevant state or

federal authority and police

4. The Department of the Environment

5. Original accident report to R e g i o n a l M a n a g e r for database entry and recording.


becoming aware of incident

3. Immediately after becoming aware of incident

4. As Above

N a t i o n a l Manager CEO of Campbell Page and Skillset Injury Management coordinator WHS Expert Victim’s next of kin

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3.7.1 Administrative Procedures for Incidents/Accidents

An Incident/injury register must be maintained on all sites as follows:

• First aid incidents logged and kept onsite in the Register of Injuries - no further action required.

These include scratches and abrasions and other minor type incidents that don’t require doctors

or medical treatment.

• Minor injuries logged and reported to Service Provider within 24 hours with an Accident Incident

Report. This is where a visit to doctor is required for treatment and the person is not admitted

overnight.

• Near miss or property damage are registered on the Master List Incident Register and reported

within 24 hours to the Service Provider. These are things that were or could have been major

incidents.

• Major incidents are reported immediately with the Serious Incident Report to the Service

Provider, Project Sponsor, Green Army Corporate and Department of the Environment. These are

incidents that involve injured workers at least having an overnight stay in hospital.

• Catastrophic incidents involving death or major accident must be reported to WorkCover

immediately as for major incidents. In these cases nothing involving the accident area is allowed

to be moved until WorkCover and the Police have released the site.

• Accident investigations will be completed by qualified competent persons. This process shall start

as soon as practicable after an incident depending on level of injury. All incidents, near miss or

property damage, major incidents and catastrophic incidents will be investigated and

recommendations for controls/corrective action submitted to the National Manager in a time

commensurate with the complexity of the investigation but not more than 2 weeks.

3.7.2 Injury Management and Return to Work Green Army Corporate has a commitment to the prevention of occupational injury or illness by providing

a safe and healthy working environment for its employees and participants. We also take a proactive

attitude in providing our employees with information and training about the prevention of injury.

Green Army Corporate is committed to ensuring that return to work as soon as practicable by an injured

worker or participant is a normal practice and expectation.

Green Army Corporate is committed to providing suitable duties for an injured worker or participant as

an integral part of the rehabilitation process, wherever reasonably possible.

3.7.3 Collation of injury data By structuring information about injury and illness, along with their causes, Green Army Corporate can

take action on the risks. Reports are provided to the Green Army Corporate Senior Management Team at

the end of each month.

Green Army Corporate maintains a system of recording and analysing personal injury and illness of

employees or Participants of Green Army Corporate. This system assists with identifying trends including:

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Type

Severity

Causes

Location

Other as deemed appropriate.

This is information is maintained by the Team Supervisor and Regional Manager for each project and is

available in aggregate to the National Manager for formation of reports and safety bulletins.

3.7.4 Corrective Action and Change Management

Where reporting of accidents or incidents has identified the need for corrective action (including a high

frequency of minor incidents) the Regional Manager is responsible for ensuring that recommendations

are sought and implemented.

The need for corrective action is identified through the following forms and process:

Daily Tool Box Talk


Accident Incident Report

Serious Incident Report

Site Safety Monitor

Safety Audit and Review

WHS changes to legislation and codes of practice

Regional Managers will need to consult with Team Supervisors, Participants and the National Manager

and may also need to work with a Safety Professional to suggest appropriate corrective action in

response to knowledge gained on the root causes as identified in the incident report and monitoring

forms, or pro-active processes.

Where corrective action relates to Participant behaviour, this will be communicated through the Daily Tool Box Talk.

Where corrective action relates to Team Supervisor behaviour, this will be communicated as needs by the Regional Manager and through Safety Broadcasts from the National Manager.

Where corrective action relates to forms, systems or processes, these will be reviewed by the National Manager and depending on the impact, may be updated immediately or in time for commencement of the next round of projects.

Where corrective action relates to materials and equipment, development or modification of Policies and SOPS will be coordinated by the National Manager.

A Corrective Action Register exists to enable Regional Managers and the National Manager to track

implementation of recommendations for corrective action. The Register is accessed on a cloud-based platform so

that it is current and available at all times. See Appendix D Resource Documents.

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3.8 Emergency Response

The emergency procedures in the emergency response plan will clearly explain how to respond in various

types of emergency, including how to evacuate people from the workplace in a controlled manner.

The procedures will be written clearly and be simple to understand. Where relevant, the emergency

procedures will address:

Allocation of roles and responsibilities for specifications in an emergency to persons with appropriate skills, including driving the team vehicle.

Clear lines of communication between the people authorised to co-ordinate the emergency response and all persons at the workplace.

The safety of all the people who may be at the workplace in an emergency, including visitors, and tradespeople.

Workers or other persons who will require special assistance to evacuate.

Specific procedures for critical functions such as a power shut-off.

Identification of safe places.

Potential traffic restrictions.

Distribution and display of a site plan that illustrates the location of fire protection equipment, emergency exits and assembly points.

The distribution of emergency phone numbers, including out-of-hours contact numbers.

Access for emergency services (such as ambulances) and their ability to get close to the work area.

The use and maintenance of equipment required to deal with specific types of emergencies (for example, spill kits, fire extinguishers, first aid kits and medical emergency equipment

Regular review of procedures and training.

Evacuation procedures should be displayed in a prominent place, for example, attached to the side of the Green Army troop carrier when stationary.

Workers must be instructed and trained in the procedures.

Workers must have knowledge of, be trained in, and access to, the Supervisor phone and any passcodes.

Workers must be trained in use of the satellite phone, radio or alternative communication method for remote projects.

The emergency procedures will be tested through an unannounced drill managed by the Regional

Manager in week 1 of work. The reason for the drill will be one of something like; impending bushfire,

threat of violence, snake bite, serious injury or violent storm coming. Any issues or non-compliance will

be recorded in the Corrective Action Register and procedure followed as specified in 3.7.4 Corrective

Action and Change Management.

Emergency Procedures will be reviewed and if necessary amended following an incident or emergency

event.

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A table of common emergencies and responses can be found below:

Potential Emergency Procedure Fire

1. If fire is very small and it is safe to do so, make 1 attempt to put it out.

2. Call 000 Fire service and provide site details as recorded in the Emergency Response Plan.

3. Follow all instructions of the Emergency Services, and stay on the line until instructed otherwise

4. Instruct all team members to convine at the project vehicle and/or the emergency muster point (which ever is safer and furtherest from the fire) and make ready for escape.

5. Ensure all team members are accounted for. 6. Do not panic, drive safely 7. If fire is close being in the vehicle may offer the best protection

Extreme weather event

1. Gather all team members to the project vehicle, shelter and/or the emergency muster point

2. Evaluate the risk of moving as opposed to ‘waiting it out’ 3. Never attempt to cross a swollen water-way. 4. Remain in vehicle or building to protect against lightning strike 5. Contact the Regional Manager to monitor the situation and

assist 6. Notify Emergency Services if rescue is required

Serious injury

1. DRABC and provide first aid immediately 2. Instruct a bystander to call 000 Ambulance and provide

directions as recorded in the Emergency Response Plan. 3. Follow instructions and stay on the line until advised

otherwise. 4. Coordinate others to make ready for a quick departure 5. If driving the injured person, do not panic. Drive calmly and

safely. 6. Reassure the injured party(ies) and team members 7. Debrief uninjured parties and offer counselling support 8. Notify the Regional Manager

Preserve the incident scene until instructed otherwise.

Serious injury to Team Supervisor

1. DRABC and provide first aid immediately 2. Coordinate a bystander to call 000 Ambulance and provide

directions as recorded in the Emergency Response Plan. 3. Follow instructions and stay on the line until advised

otherwise. 4. Notify the Regional Manager as soon as possible 5. Coordinate others to make ready for a quick departure 6. Only an approved driver listed on the Emergency Response

Plan is permitted to operate the vehicle to secure assistance. 7. Drive calmly and safely. 8. Reassure the injured party(ies) and team members 9. Regional Manager to debrief uninjured parties and offer

counselling support

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10. Incident scene to be preserved until instructed otherwise.

Violence or mental health episode

1. Separate the Team from the violent/disturbed person(s) 2. Seek shelter/security, possibly within the locked Team Vehicle 3. Remain calm, positive and firm 4. Provide any first aid immediately 5. Instruct a bystander to call 000 Police and provide directions as

recorded in the Emergency Response Plan. 6. 5. Follow instructions and stay on the line until advised

otherwise. Team leader to contact next of kin or any identified treating medical professional and seek advice

7. Cease work and return to base. Drive calmly and safely.DO NOT leave disturbed persons unsupervised unless into appropriate care (next of kin, clinic, police, hospital, health professional)

8. DO not put yourself or the team at risk 9. Do not attempt ot negotiate with, or restrain the person 10. Reassure any injured party(ies) and team members 11. Debrief uninjured parties and offer counselling support 12. Report to Regional Manager as soon as possible

Motor vehicle accident 1. DRABC and provide first aid immediately 2. If medical treatment required coordinate a bystander to call

000 Ambulance and provide directions. 3. Follow instructions and stay on the line until advised

otherwise. 4. Make the scene as safe as possible by use of flagging,

reflectors, by-standers, emergency lights, providing direction, etc

5. Reassure the injured party(ies) and team members 6. Notify the Regional Manager immediately 7. Do not leave the scene 8. Debrief all parties and offer counselling support

3.9 Remote Operations

Green Army Teams may be operating in locations that provide additional challenges due to prolonged or

difficult access.

Green Army Corporate defines a project or site as remote if it;

• Requires travel for more than 30 minutes from a main road

• Requires walking for a distance of more than 500m from the project vehicle or facilities

• Has no, or very weak, mobile reception

In any or all of the above instances a heightened level of safety management is required. This includes;

• Being extra vigilant and cautious in completing the PSSA and following safe work practices

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• Supplying a satellite phone and/or reliable two-way radio

• Providing instruction on the use of communication equipment to all participants, employees and

visitors

• Ensuring that an appropriate first aid kit accompanies the team at all times

• Ensuring the Emergency Response Plan is completed and communicated before commencing work

• Ensuring that any forms or documents required are in hard copy or downloaded prior

3.10 Plant and Equipment Inspections, Testing and Service

All equipment, material, items, plant and tools reasonably needed to undertake each Project will be provided. Each Project shall record Plant and Equipment in the ‘Plant and Equipment Register’ template, located in Appendix D ‘Resource Documents’.

All plant and equipment (including vehicles, tools etc.) will be kept in good working order and maintained as per the manufacturers specifications to ensure the safety of all workers. If plant or equipment requires maintenance or servicing, a request will be submitted by the Team Supervisor to the Regional Manager. Any issues will be raised through a Daily start-up/Toolbox talk and risk assessment process. Workers who operate the plant should be competent, or suitably supervised during training, so that they

do not put themselves or others at risk. It is important to retain all operating manuals and instructional

material provided by the manufacturer in order to correctly operate and maintain the plant once it is in

the workplace. You should also consider and address the risks that may arise from:

Operator fitness for work, for example fatigue.

Carrying out routine or repetitive tasks.

Local conditions and working procedures.

Literacy levels

Work experience

3.11 Site control and inductions

Team Supervisors are responsible for managing the work site safely. This includes ensuring that all

visitors and contractors to site are made aware of the Emergency Response Plan, site facilities and any

hazards relevant to the purpose of their visit.

Supervisors are to guide visitors and contractors through the Site Induction Checklist (Appendix D

Resource Documents) and ensure that the persons sign appropriately after being inducted.

3.12 Site Amenities It is a requirement that all employees and participants be provided with adequate facilities at all times.

Facilities shall be clean, safe, accessible and in good order.

This includes, but is not limited to:

Ensuring clean, adequate drinking water is available at all times

Toilets and hand washing facilities are available and within a reasonable distance from the work area

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Water will be supplied in a hygienic manner, so that workers do not drink directly from a shared drinking

container.

Drinking water will be separate from washing facilities to avoid contamination.

4. Measurement and Evaluation

4.1 Monitoring Performance

Monitoring of performance against the WHS KPIs involves Team Supervisors, Regional Managers and Delivery

Partners and is the ultimate responsibility of the National Manager who will record data from the reports and

audits of each project and present this in an annual safety performance report to staff and the Department. This

monitoring forms part of the standard safety monitoring program for each project, consisting of:

Team Supervisor: Daily Tool box talks and weekly reports including safety records

Regional Manager: Site visit in the first week of project work to check safety systems and resources are in place

Regional Manager: Site safety inspection in week 4 - 6 and again in week 16 - 18 to monitor safety systems, resources and performance. Includes 1 on 1 time with participants away from the team looking for detailed reflections on safety and team cultural issues.

National Manager and or Safety Professional: Mid-term site safety audits. Full audit of site systems, resources and practice.

National Manager: Annual and 'as needs' system and process review implementing feedback, legislative changes and continuous improvement.

Safety Professional: Annual audit of WHSMS

Green Army Corporate accepts that, despite all systems and controls, incidents and accidents may occur and in

order to reflect our aim of eliminating harm, we will monitor incidents and accidents through the reporting

mechanism outlined. Our statistics from year 1 will be benchmarked with other providers via the Department

and targets for improvement if required will be established.

Statistics recorded will include:

No. accidents per project requiring first aid/medical attention/lost time. Target <3 / <1 / 0

No. near miss incidents reported per project. Target <2

No. serious incidents/accidents. Target 0

No. site safety inspections reporting full compliance. Target 100%

4.2 Audit and Reviews

All Green Army corporate policies and procedures, including those related to WHS are to be reviewed:

Annually, or

Any time there is a change to the relevant legislation, or

When changes in processes have occurred after consultation with workers

When an incident highlights a need for review.

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The National Manager will ensure that the WHSMS is audited by a competent person on an annual basis as per

the Internal Audit Procedure (see Appendix C)

In addition to Green Army Corporate internal audits, the department or other nominated third party

representative may at any time conduct an audit seeking to verify compliance with all obligations under the

DOSO.

4.3 Compliance The level of compliance to the WHSMS will be reviewed through regular workplace inspections, Safety

Interactions, and site visits by management representatives. These inspections will determine areas where non-

compliance is evident and seek to put corrective actions in place.

Campbell Page organises Green Army Projects into a set number of rounds each year. At the end of each round,

a final compliance review will be undertaken to develop improved strategies to achieve greater compliance in

future projects.

4.4 Reporting

Reporting is a critical component of compliance, continuous improvement and incident prevention. Green Army

Corporate is required to provide all information to the Department with regards to compliance with WHS and

other relevant legislation on a regular and as-requested basis. The following is a list of reports employees are

required to complete. Also see 4.5 Documents and Records, Table 3.

Team Supervisor

Daily reports: Team Supervisors to complete daily reports including any accident and incident reports if

required and submit to the Regional Manager.

Regional Manager

Weekly reports: Collate daily reports and prepare a weekly report for the National Manager.

Monthly reports/Incident Logs: Collate weekly reports and prepare monthly report for the National Manager

Site Safety Monitor: complete Site Safety Monitoring visits and report for week 3, week 6-8, week 16 -18 and submit to the National Manager

End of Project Review: complete the end of project review and submit to the National Manager

National Manager

Monthly Reports: Collate and file report to the Department of the Environment as per the Deed of Standing offer Section 2 – Reports

Three-monthly progress Reports: Collate and file report to the Department of the Environment as per the Deed of Standing offer Section 2 – Reports

End of project reports: Collate and file report to the Department of the Environment as per the Deed of Standing offer Section 2 – Reports

Audit Reports: Providing six monthly reports to Green Army Corporate that includes the status of corrective and/or preventative actions, trends in audit findings and other relevant information.

Upon request: Provide information to the Department on participant engagement, training and

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attendance, training outcomes and compliance outcomes regarding working with Vulnerable persons.

In addition to be above project reporting requirements, the National Manager will inform the Department of any

of the following:

Immediately:

Any cessation of direction to cease work due to unsafe work

Team Supervisor of a project is (or will be) removed from the project for any reason

Team Supervisor is (or will be) absent from the Project for more than 10 business days

Team Supervisor is unwilling (or unable) to continue as Team Supervisor on the project

Details of the replacement of a Team Leader to complete the project

Within 24 hours:

A suspected contravention of any WHS laws (including ‘Serious’ Incidents)

Any workplace entry by a WHS entry permit holder or an inspector

Any proceedings against Green Army Corporate, or its officers, or any decision or request by the

regulator given to Green Army Corporate or its personnel, under a WHS law

4.5 Documents and Records

The Green Army WHS management system will contain the following registers and records:

Records of:

• Risk assessments (including general risk assessments as well as risk assessments specific to particular activities or processes).

• Hazards which have been reported. • WHS consultation meetings with workers. • Training conducted internally and externally, including attendance registers. • Investigations of near misses, incidents, and accidents. • People trained in first aid. • Maintenance schedules and maintenance conducted. • WHS inspections conducted. • Personal protective equipment issued. • Emergency evacuation drills conducted. • Health surveillance conducted, and the results of these. • Workplace environmental monitoring. • WHS documentation prepared. • Purchasing where WHS implications have been considered. • Subcontractors WHS management systems. • WHS system review (internal review and external review).

Registers:

• Register of injuries. • Site Risk Register • Hazardous chemicals held on site, which include safety data sheets (including registers of hazardous

chemicals and dangerous goods held by contractors or others on site).

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• Plant and equipment, including electrical equipment. • Legislative Compliance Register • Corrective Action register

Documents and Records – both hard copy and electronic - will be managed and stored in accordance with the Privacy Act 1988.

by the following:

Green Army Corporate

National Manager – Green Army

Regional Manager/s

Team Supervisors

TAFE Western

Any document listed as having privacy or confidentiality properties shall have its access restricted to personnel with legitimate business needs.

Green Army Corporate use a centrally cloud based repository that can only be accessed by authorised personnel as approved by the National Manager. The repository will be managed and maintained to ensure consistency, accuracy and relevancy by the National Manager.

The National Manager will keep an electronic and/or hard copy file of all documents associated with Green Army projects. The filing protocols will be consistent with Campbell Page, Skillset and Delivery Partner document management systems.

The National Manager will ensure that archival documents and data are retained for legal or knowledge preservation as per the WHS regulations.

WHS records and data include but are not limited to completed copies of forms, checklists, risk assessments contained in the WHS management system. Additionally, WHS records may include externally produced documentation such as but not limited to material safety data sheets, external WHS audit reports, health surveillance records or workplace monitoring reports.

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The following table identifies the forms required which are also in Appendix D Resource Documents.

Table 3 Forms and documents

Form or Document To be Completed by When to be

completed Reviewed By

Project Site Safety

Assessment


Sponsor

Prior to commencement

of project National Manager

Team Supervisor and Participants

- Revise & Review Day one of Project Regional Manager

Emergency Response Plan


Sponsor


of project National Manager

Team Supervisor and Participants

- Revise & Review Day one of Project Regional Manager

Daily Tool Box Talk Team Supervisor and Participants Daily during project Regional Manager

Work Site Safety Check Team Supervisor Weekly Regional Manager

Register of Injuries Team Supervisor When an injury occurs

Regional

Manager/National

Manager

Master List Incident

Register

Team Supervisor/ Regional

Manager Weekly if required National Manager

Accident/Incident Report Team Supervisor As soon as possible after

the incident

Regional

Manager/National

Manager

Serious Incident Report Team Supervisor and Regional

Manager Immediately after Incident

Regional

Manager/National

Manager

Plant & Equipment

Register

Team Supervisor and Regional

Manager

Day one of project and as

required

Regional

Manager/Project

Manager

Site Safety Monitor Regional Manager Week 1, Week 6-8, week

16 -18 National Manager

Personal Accident &

Sickness Claim Form Participants

Within 30 days of

occurrence Chubb Insurance



Form

Regional Manager

Third party alleges a

Participant has been

negligent and has caused

injury or property damage

Chubb Insurance

Hazardous Substances

Register Team Supervisor Day One of the Project Regional Manager

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WHS training

register/record Team Supervisor As required Regional Manager

PPE Register Team Supervisor and Regional

Manager

Week 1 of Project

(Training) Regional Manager


WHS managers, Regional

Managers, team Supervisors, and

health and safety representatives

National Manager

Corrective Action Register Team Supervisor and Regional

Manager as required National Manager

WHS Legislation Register Regional Manager


of project & when changes

to legislation are made

and annually

National Manager

Version Control

Document Version control will be in accordance with Document and Data Control Procedure in Appendix B

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Appendix A

Policies

Workplace Health and Safety Policy

Green Army Corporate aims to provide a safe work environment for all personnel. This includes employees,

contractors and visitors to the workplace. Personnel will be required to comply with all legislation relevant to the

work they are undertaking. Safe work is a fundamental condition of employment

Green Army Corporate will:

Provide the necessary resources to successfully implement and maintain our work health and

safety programs.

Consult with our employees and/or their representatives.

Distribute relevant information on WHS.

Comply with legislative requirements.

Make commitment to the minimisation of work related injury and illness by setting targets around LTI

and monitoring the achievement of targets.

Green Army Corporate is committed to ensuring the wellbeing of all workers who are engaged by the organisation. Culture In addition to ensuring staff wellbeing, the culture we will promote throughout delivery of the Green Army incorporates the following principles:

Respect for people & environment

Integrity

A Progressive approach

Fostering personal excellence & growth

Caring for each other

Accountability

Professionalism

Passion for quality outcomes

Aims The Green Army will strive to provide:

A workplace free from risks to health and safety

Consultation arrangements which promote open and honest communication between workers and management

Resources to enable safe work practices at all times

A continuous improvement program to eliminate or prevent workplace incidents Responsibilities In line with Green Army culture, the following stakeholders have specific responsibility and accountability:

Management is ultimately responsible for ensuring the health and safety of all workers and others in so far as they may be affected by the company’s operation.

Workers are responsible for their own safety, and that of others who may be affected by their work

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Customers and Visitors must follow all HWS instructions given by the site supervisor but are also responsible for their own health and safety.

Green Army Corporate will achieve the goals outlined in this policy through compliance with the WHS Act & Regulation 2011, relevant Codes of Practice and Australian Standards. This policy is complemented by



Grievance Policy

Fatigue Policy


Smoking Policy

Extreme Weather policy



Workplace Health & Safety Policy Date of Approval: 23 October 2014 Next review: 23 October 2015 Dale Cleaver - Campbell Page CEO

Craig Randazzo - Skillset Limited CEO

Georgiana Mentis - Campbell Page National Program Manager - Green Army

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Injury Management Policy Statement of Intent

The intent of this policy is to provide all employees of Green Army Corporate with access to injury management

where they have sustained a work related injury or illness and are eligible to submit a workers compensation

claim.

This policy only applies to employees of Green Army. The Department of the Environment provides coverage to

participants on the injury management process, but Green Army Corporate is committed to supporting

participants with work related, non-compensable or non-work related injury or illness.

Policy Statement

Green Army Corporate is committed to the following:

• Preventing workplace injury and illness by providing a safe and healthy working environment.

• Informing employees and managers of their responsibilities under the Workers Compensation Act 1987

(as amended) and the Workplace Injury Management and Workers Compensation Act 1998.

• Developing and implementing a return-to- work program that complies with Green Army Corporate’s

insurer’s injury management program.

• Ensuring that return to work occurs as soon as practically possible after injury.

• Providing suitable duties, where practicable, as a key part of the injury management process.

• Consulting with staff, unions and employees to ensure injury management operates efficiently.

• Ensuring that participation in a return to work program will not disadvantage the employee in any way.

• Maintaining the confidentiality of rehabilitation information relating to employees.

The appointed rehabilitation coordinator for Green Army Corporate will be from Campbell Page or the relevant

Delivery partner.

Relevant Documentation

This policy is complemented by the following documentation:

• Work Health and Safety Policy

• Privacy Policy

• Return to Work Program

Injury Management Policy Date of Approval: 23 October 2014 Next review: 23 October 2015 Dale Cleaver - Campbell Page CEO Craig Randazzo - Skillset Limited CEO


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Statement of Intent

To ensure that Green Army Corporate employees, Service Providers and participants are drug and alcohol free

whilst at work and to implement Green Army Corporate’s duty of care to ensure the health, safety and welfare of

employees, participants, service providers and visitors to Green Army Corporate.

Policy Statement

Drugs and alcohol in the workplace creates a range of problems. Employees under the influence of drugs and

alcohol can cause injury to themselves and others resulting in poor work performance, inefficiency and damage

to plant, equipment and property.

It is every employees/Participants responsibility to take reasonable care of the health and safety of others in the

workplace and ensure that their performance and actions are not impeded by the use of drugs (legal or illegal),

or alcohol.

The employers and employees duty of care is covered by the Work Health and Safety Act 2011.

Employees and participants whilst in the workplace are prohibited from:

• Possessing, selling or using illegal drugs.

• Being under the influence of drugs.

• Consuming alcohol within eight hours of commencing work and being above the legal limit.

• Consuming alcohol or smelling of having consumed alcohol whilst at work or on meal breaks.

Employees of Green Army Corporate will:

• Take responsibility for reporting to their team Supervisor any incidents where it is suspected that a worker is under the influence of drugs or alcohol.

• Advise Green Army Corporate of any medication that they may be taking that may impede their on the job performance.

There will be no consuming of alcohol at Green Army functions or events by Team Supervisors or participants.

It is the responsibility of each worker to know the legal limit that applies to their current driving status.

Breaches of Policy

A breach of this policy is a serious offence and may lead to disciplinary action and dismissal.

No person is allowed to drive any

vehicle to transport Participants

anywhere whilst under the influence of

drugs or alcohol.

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• Code of Conduct

• Motor Vehicle Policy


Drug and Alcohol Policy Date of Approval: 23 October 2014 Next review: 23 October 2015 Dale Cleaver - Campbell Page CEO



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Grievance Policy

Statement of Intent

Green Army Corporate is committed to ensuring that any grievance raised is managed quickly, locally and with a

minimum number of people involved.

The resolution process will focus on a rapid re-establishment of good working relations in order to deliver an

optimal outcome for all parties. This policy aims to outline Green Army Corporate’s commitment to avoiding

blame and undue investigation with regard to grievances.

For the purposes of this policy, a grievance is an internal issue that has been identified as something which

requires the assistance of either a Green Army Corporate representative (Participant) or a supervisor to resolve.

Scope

For the purposes of this policy ‘employee’ means members of staff of Green Army Corporate including full time,

part time, casual and fixed term staff members. A ‘participant’ is a member of a Green Army team completing a

project.

This policy applies to all employees of Green Army Corporate and participants in Green Army projects and relates

to any Green Army related grievances.

Definitions

• A grievance is deemed to exist when an employee alleges that he or she has been treated unfairly by

Green Army Corporate or by another employee, , Service Provider or employee of a Service Provider

relating to the workplace or work related issues, and alerts Green Army Corporate or Project Sponsor.

Every Green Army Corporate employee has a responsibility to use their best endeavours to work with all parties

to resolve any disagreements, disputes or other unresolved differences at a local workplace level if possible. If

and when attempts at resolution do not succeed, the employee or participant needs to consider escalating the

issue to involve their direct supervisor. If the direct supervisor is involved in the grievance, then it is escalated to

their Manager.

Principles and process

• All parties have a responsibility to resolve any grievance by conciliation.

• If an alleged grievance is in the process of being resolved, normal work should continue. This should in

no way influence or prejudice the outcome of the resolution process.

Should a grievance be found to have substance, Green Army Corporate will undertake

remedial or corrective action without delay so that the grievance does not recur.

• Green Army Corporate encourages a working environment where employees and participants can come

forward with their grievances in the knowledge that supervisors/ managers will take prompt and

effective action to address complaints.

• Grievances will be treated seriously and sensitively, having due regard to procedural fairness,

confidentiality and privacy. Requirements relating to confidentiality and privacy extend to the use and

storage of any information and records related to a grievance.

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• Grievances should be handled quickly and as close as possible to their source. This may be modified by

the nature of the grievance and the employees’ or participants wishes. Employees or participants should

raise concerns as early as possible after the incident/s occurred. They will be treated confidentially.

• Wherever possible, grievances should be resolved by a process of discussion, cooperation and

conciliation. The aim is to reach an acceptable outcome that minimises any potential detriment to

ongoing relationships.

• Both the employee/participant raising the grievance (the complainant) and the person against whom the

grievance is made (the respondent) will receive appropriate information, support and assistance in

resolving the grievance.

• No person should be victimised because they raise a complaint or are associated with a grievance.

• Employees or participants should not instigate grievances that are frivolous or malicious. All employees

and participants are expected to participate in the grievance resolution process in good faith.

• It is recommended that a written record of the dispute be kept. The record must contain details of the

grievance and the agreed resolution. The record must be sent to the Regional Manager.

If the grievance is the result of a breach of the Code of Conduct by a participant then the Disciplinary and

Appeals Procedure will apply. This can be found in Section 9 of Operations Manual. The National manager will be

advised if this is the case.



Code of Conduct Policy

Discrimination and Harassment Policy

Disciplinary and Appeals Procedure (participants)

Code of Conduct (participants)

Grievance Policy Date of Approval: 23 October 2014 Next review: 23 October 2015 Dale Cleaver - Campbell Page CEO



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Fatigue Policy

Statement of Intent

Green Army is committed to providing a safe and healthy workplace for all of our workers. Green Army has

identified that workers may be put at risk if fatigue is not identified and controlled.

Policy Statement

Green Army endorses the use of the Code of Practice (COP) from Safe Work Australia ‘Preventing and Managing

Fatigue in the Workplace’.

Green Army also endorses and insists that the relevant legislated award conditions are adhered to, especially

‘ordinary hours of work and/or shift work’.

What is fatigue?

Fatigue is an acute, ongoing state of tiredness that leads to mental or physical exhaustion and prevents people

from functioning within normal boundaries. It is more than feeling tired and drowsy, it is a physical condition

that can occur when a person’s physical or mental limits are reached.

Fatigue can occur as a result of various factors that may be work-related, lifestyle related or a combination of

both.

Work related factors can include:

• Working long hard hours.

• Travelling a lot for work over multiple days.

• Not getting a long enough break from finishing time to the next starting time.

• Not having sufficient breaks during the day.

• Additional employment.

Lifestyle factors can include: - Lack of sleep. - Excess alcohol consumption. - Insufficient exercise. - Poor diet. - Prescription or illegal drugs

Identifying the Hazards

Supervisors are to monitor excessive hours and the wellbeing of their workers by talking to them and seeing how

they are feeling. They also need to monitor their break times, and the amount of work travel that they are doing.

Workers are to speak to supervisors about feeling excessively tired, or if they are concerned about the hours

they are working, the amount of work travel they are doing, or their breaks.

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Controlling the Risks

Workers and supervisors can control risks by talking to each other, discussing and negotiating risk minimisation

controls and then implementing and monitoring the intervention’s success.

There are a number of controls measures that can be implemented to prevent fatigue. The following items

should be considered at each workplace to control the risks associated with fatigue:

• Mental and physical demands of work.

• Working time.

• Breaks during working time.

• Rostering.

• Seasonal work.

• Environmental conditions.

Evidence must be provided to relevant Green Army staff demonstrating that the fatigue issues have been

addressed if workers are to work outside these hours.

Organisational Factors

As an organisation, we recognise that we have most control over the organisational factors that can impact on

fatigue. These include:

• Having effective human resources policy and procedures.

• Procedures on rostering.

• Encouraging workers to report any concerns they may have about work related fatigue.

• Ensuring that the fatigue policy is communicated and understood by all staff.

Implementing this policy is the responsibility of everyone to ensure a healthy and safe environment at work.



In the absence of award or enterprise agreement terms that address working hours

and fatigue issues, Green Army advises that these are the minimum standards:

• Maximum 12 hours per day

• Minimum 10 hour break from finishing work from one shift to starting next

shift

• Maximum six days per week

• Minimum eight days off per month

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• Drug and Alcohol Policy


• Relevant sections of the WHS Act 2011

Fatigue Policy Date of Approval: 23 October 2014 Next review: 23 October 2015 Dale Cleaver - Campbell Page CEO



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Statement of Intent

To provide guidelines for the usage and maintenance of motor vehicles owned by Green Army.

This policy aims to maximise the safety of employees whilst traveling in company vehicles as well as

ensuring Green Army meets all legal, insurance and other requirements and maintains the value of the

vehicle for future sale.

Green Army also recognises that motor vehicles are a major contributor of greenhouse gas emissions in

Australia and where possible, we shall reduce greenhouse gas emissions through the introduction of

alternate energy sources.

Policy Statement

1. Vehicles are to be driven in NSW, ACT and QLD only unless prior consent has been obtained, in

writing, from the Green Army Corporate.

2. All drivers of company vehicles must hold an appropriate and valid driver’s licence. Only

employees of Campbell Page, Skillset or nominated Delivery Partners are permitted to drive

Green Army vehicles. Participants are not permitted to drive Green Army vehicles, unless in the

case of an emergency and where they have been identified as capable.

3. Employees may not use or allow to be used any company vehicle for any business activities

unrelated to Green Army’s business. This is deemed to be any activity that produces additional

regular income in an organised manner, other than that derived from Green Army.

4. Company vehicles may not be used at any time for any form of motor sport or off road activity.

5. Employees shall not drive, or allow to be driven, any company vehicle if the driver is over the

legal limit for alcohol or under the influence of drugs.

6. Employees issued with a learners permit will not be permitted to drive company vehicles.

7. Employees are not permitted to use company vehicles for driving lessons.

8. Employees should alert Green Army immediately if a company vehicle is involved in an accident.

9. Employees are not to use their mobile phone whilst driving, even if a hands free kit is available,

due to the safety risk it presents and privacy issues.

10. Employees and their passengers may not smoke in company vehicles.

11. All Green Army vehicles will be fitted with approved seat belts. The Driver and all passengers are

required to wear seat belts at all times whilst travelling in Green Army vehicles, unless they have

a dispensation from the RMS.

12. Green Army will:

a. Provide roadworthy, registered and insured vehicles for use by employees.

b. Vehicles must be less than 15 years old.

c. Vehicles must have the capacity to carry the Team Supervisor and all Participants

d. Sight and obtain a copy of an employee’s valid driver’s licence.

e. Sight an employee’s comprehensive motor vehicle insurance policy, if the employee is

using their own vehicle for work purposes.

f. Rotate vehicles as is deemed necessary to equalize kilometres travelled.

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g. Ensure all vehicles are fitted with first aid kits.

h. Ensure all vehicles have the equipment for changing tyres including the appropriate jack

and spare tyre

i. Ensure vehicles are registered in a road side assistance membership scheme.

13. Where an employee has a company vehicle for the purposes of Green Army work and bringing

the vehicle back to the office would result in an excessive amount of unnecessary travel, the

employee may ask to negotiate with management to park the vehicle at their residence rather

than returning it to the office. Employees who do this MUST ensure that the vehicle is booked

out for the full period that they will have it, and the vehicle is not to be used for personal use

during this time.

Insurance

In the event of an insurance claim on a company vehicle:

• An employee will not be responsible for the excess if the driver is not at fault or they

cause accidental damage to the vehicle.

• An employee will be responsible for the excess if they are at fault or they have acted

recklessly or negligently. This amount will be the lowest excess as determined by Green

Army’s insurance company.

Servicing It is the responsibility of the Service Provider to be aware and alert the Regional Manager when vehicles

require servicing other repairs or maintenance.

Maintenance It is the responsibility of the Team Supervisor to ensure appropriate maintenance of the vehicles,

including but not limited to tyre pressure, tyre wear or damage, oil levels, the operation of lights and

indicators, engine fluid levels and regular cleaning.

If any damage to the vehicle has occurred, it must be reported to the fleet manager.

Monthly Car Checks

The Team Supervisors at each delivery site are responsible for completing a monthly safety check on all

vehicles at their site. The safety coordinator is responsible for completing this check for all corporate

vehicles.

The monthly vehicle check is to be completed on the iPad through the iAuditor system. These are to be

completed each calendar month, and emailed to the Service Provider.

Fuel

Each company vehicle will also be allocated a fuel card. All drivers of Green Army company vehicles are

responsible for ensuring that there is a minimum of ½ tank of fuel when returning the vehicle.

Green Army requires drivers of company vehicles to comply with the following regulations in relation to

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fuel cards:

• Fuel cards are only to be used for the purchase of fuel and oil for company vehicles.

• Quote the odometer reading when using the fuel card.

• Collect fuel receipt for proof of purchase.

Accident Procedure

In the event of an accident:

• Notify the police immediately when persons are injured, if any vehicle needs towing, when the

other person will not exchange particulars or when you expect that the other person is under the

influence of alcohol or other drugs.

• Stop and lend assistance to injured persons, if possible. Call for an ambulance and police, if not

already called.

• Notify Service Provider immediately.

• Where police are not in attendance, the driver must still report the incident to the police. Call

the police assistance line on 131 444 to receive a police report number (this is needed for

insurance purposes).

• Record the names of all persons involved including that of the police officer, position of vehicles

involved, names and addresses of individuals involved, witnesses and action taken on your part.

• In the event of a breakdown contact the Service Provider. If this is not possible, please contact Road Side assist to arrange the necessary assistance. Any cost incurred will be reimbursed to you in this event.

Log Books

All vehicles are provided with log books. It is the responsibility of Service Provider to ensure log books

are completed at all times and submitted with fuel receipts at the end of each month.

The information to be entered is:

• Date of journey start/end time.

• Purpose of journey.

• Odometer start/end kms.

• Kilometres travelled.

Loss of Licence

There are various reasons why an employee of Green Army may lose their driver’s licence.

The potential impact on an employee’s continued employment at Green Army will depend on a number

of factors including:

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• Whether the employee needs their licence in order to carry out some or all of the functions

associated with their position.

• Whether or not alternative non driving employment, and the employee’s suitability for such

employment (e.g. clerical), may be available for the duration of the disqualification.

• Prior personal history whilst in the employment of Green Army, including any previous

disciplinary action.

• It is the responsibility of an employee to immediately notify Green Army:

- As soon as there is the potential that a licence will be cancelled, suspended or will not be renewed.

- The class of the licence has changed or: - Any other licensing details have changed for any reason. - Should an employee not notify Green Army, then disciplinary procedures may apply.

Fines

All parking and traffic fines are the responsibility of the driver of the vehicle at the time that the fine

occurred. Fines are a personal expense and shall not be charged to any corporate credit card or any

Green Army account.



• Drug and Alcohol Policy

• Induction Handbook

• Injury Management Policy


• Property, Equipment and Facilities Policy

• Relevant sections of the WHS Act 2011

• Relevant sections of the Road Transport Act 2013

Motor Vehicle Policy Date of Approval: 23 October 2014 Next review: 23 October 2015 Dale Cleaver - Campbell Page CEO Craig Randazzo - Skillset Limited CEO


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Smoking Policy Rationale Smoking is the greatest cause of preventable death in the developed world. Green Army Corporate recognises the harmful health effects of tobacco smoke. Smoking and passive smoking can cause many diseases including lung cancer, cardiovascular disease, bronchitis, pneumonia, emphysema and asthma. Research has found that smoking is also responsible for reduced workplace productivity and increased absenteeism. To help combat the damaging effects of tobacco smoke and to protect our employees, Green Army Corporate is a smoke free workplace. We believe that non-smokers should not have to be exposed to the hazards of tobacco smoke. Our smoke free policy protects the health of all our staff and creates a healthy and pleasant environment. Statement of Intent Green Army - Corporate’s smoke free policy aims to:

Create a healthy environment;

Create an environment which encourages maximum productivity; and

Protect the overall health and wellbeing of all our staff and participants by actively encouraging smoking prevention and smoking cessation.

Policy details The smoke free policy applies at all times to: All indoor areas of Campbell Page and Skillset, including:

offices

lunch rooms;

meeting rooms;

stairwells;

restrooms.

training rooms All outdoor areas of Campbell Page and Skillset including:

the grounds;

carpark;

back shed. Green Army Projects

all outdoor projects

all indoor projects

Green Army vehicles The smoke free policy applies to all Green Army Corporate management, employees, contractors, clients, participants and visitors whilst on our premises or green army projects. Areas where smoking is permitted Smoking is only permitted

during award meal breaks and rest arrangements.

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in designated smoking areas at TAFE, Campbell Page and Skillsets offices.

in designated areas assigned by Team Supervisors on Green Army project site Fire hazard Unextinguished cigarette butts are a high fire danger when not extinguished or disposed of correctly. The Green Army Supervisor must ensure the safety of all participants and as such may ban smoking on a project if it is deemed a high fire danger. Disposal of waste The by-products of smoking must be disposed of appropriately. Cigarette butts must be fully extinguished and placed into receptacles or garbage bins. Areas where smoking is permitted Smoking is only permitted

during award meal breaks and rest arrangements.

in designated smoking areas at TAFE, Campbell Page and Skillsets offices.

in designated areas assigned by Green Army Supervisor on Green Army project site Non-compliance strategy

Responses to policy breaches will include:

Asking the individual to extinguish the cigarette immediately;

Explaining details of the policy to the offending individual;

The provision of individual education by personnel management regarding the reasons for the implementation of the smoke free policy;

Making every possible effort to assist employees understand and adhere to the policy; and

A breach of this policy is a serious offence and may lead to disciplinary action and dismissal. This policy is complemented by the following documentation:

Code of Conduct


Work Health and Safety Policy

Smoking Policy Date of Approval: 23 October 2014 Next review: 23 October 2015 Dale Cleaver - Campbell Page CEO



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Extreme Weather Policy

Statement of Intent

For Green Army purposes, extreme weather conditions refer to situations where conditions have the reasonable potential to cause stress, extreme discomfort to staff or participants and dangerous conditions on site. It is reasonable to assume that participants will expect to experience some measure of discomfort attributable to climate conditions, but the standard risk assessment process must be enacted in order to ensure that risks are kept within a range of acceptability. The risk assessment process must take into account considerations such as the expected duration of the extreme conditions, the quality of shelter and protective clothing available, and the degree to which the participants are acclimatised to the conditions, the physical demands of the tasks been undertaken and the conditions on site. Pre-existing injuries and medical conditions must also be taken into account. Because there are so many variables, Green Army Corporate has not set any arbitrary parameters as a determinant of when work should cease but a risk assessment approach should be adopted.

Heat and Cold

Both extreme heat and cold can progressively affect outdoor works and create risks related to changes in core body temperature and impaired judgement. It must be recognised that individuals may react differently to extreme conditions, so Team Supervisors must be aware of the need to monitor and manage individual participants in these circumstances.

Control measure could include but not limited to:

Find alternative work away from the hazard

Increase drink breaks in extreme heat

Work under shelter

Maintain uniform policy

Wear warmer clothing

Wear PPE

Alter start and finish times.

Cease work if no other alternatives are available.

Bushfire, flooding, high wind, severe storms and lightning

It is important for the team Supervisor to remain alert to weather and news forecasts and keep abreast of extreme weather alerts from relevant authorities. The team supervisor will need to adopt a watch and wait approach and take appropriate action through a risk management approach. Control measure could include but not limited to:

Find alternative work away from the hazard

Work under shelter if available

Maintain uniform policy

Wear PPE

Alter start and finish times.

Cease work if no other alternatives are available

Evacuate site

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Severe storms are one of the most unpredictable and dangerous weather events in Australia. If lightning is sighted then work should be halted and shelter sought.

The project site will also be a determinant as to whether or not the site will flood, be a hazard in high winds or vulnerable in a bushfire. The Site Safety Check and risk assessment will establish if the site is a risk in extreme weather conditions. This policy is complemented by the following documentation:



Emergency response policy


Extreme Weather Policy Date of Approval: 23 October 2014 Next review: 23 October 2015 Dale Cleaver - Campbell Page CEO



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Statement of Intent

Green Army - Corporate is committed to providing a timely and appropriate response after a critical incident.

This can include providing counselling where required or debriefing to staff, participants and visitors who have

been exposed to a critical incident whilst undertaking Green Army related business.

Policy Statement

A critical incident is an event which causes disruption to the normal functions of a Green Army project, its

employees or participants. The event brings significant real or perceived danger or risk. Critical incidents usually

occur suddenly and unexpectedly and are unwelcome. They include but are not limited to events that involve:

Death or serious injury of an employee, participant or their colleague including a “Near Miss”

Suicide or threat of suicide

Threat to cause death or serious injury to an employee, participant or their colleague.

Bomb Threat

Natural disaster e.g. flood, electrical storm, bushfire

Fire

Significant damage to property or equipment

Severe verbal aggression

Robbery

Hostage threat

Explosion, gas, or chemical hazard

Where appropriate, employees, participants or visitors involved or witnessing a critical incident should

immediately contact the relevant emergency service. A supervisor or manager present at the incident is

required to:

offer immediate assistance to persons involved in the incident, which might involve arranging medical assistance and also contact with their family or friends

obtain a list of names of persons directly involved in the incident, and any witnesses to the incident.

Inform the National Manager and Chief Executive Officer as soon as possible. A report will need to be prepared for the CEO and Board of Campbell Page and Skillset, documenting details of the incident.

Once the danger is removed and the incident has passed, if appropriate, Green Army Corporate will arrange a

Counsellor to attend the site for an evaluation of those involved, directly or indirectly, in the incident, including

any employees, participants or visitors.

Depending on the circumstances, debriefing should be held any time from immediately up until 48 hours later.

The session will involve all those directly affected by or involved in the incident. Extended counselling will be

made available as required.

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The Critical Incident Counsellors role is to:

support all relevant persons.

conduct the debriefing session(s) to assist those involved in dealing appropriately with the experience.

monitor the condition of the affected persons carefully.

whenever possible seek the victims’ permission to engage family members and friends in the monitoring process.

provide a report to the CEO. This information is confidential and assists in the follow up to the incident.

In addition to the Critical Incident Counsellor debrief, other debriefing methods will be considered, such as “peer

de-briefing”. The method of debrief is selected will be dependent on the situation and the Critical Incident

Counsellor’s advice (where required).

A full debrief of the incident will need to occur as soon as practicable after the incident. Senior Managers and/or

CEO’s from Campbell Page and Skillset will make up the team to discuss the event. The CEO’s will report to the

Board on critical incidents.


This policy is complemented by the following policies and procedures:



Critical Incident Policy Date of Approval: 23 October 2014 Next review: 23 October 2015 Dale Cleaver - Campbell Page CEO



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PURPOSE

Context This policy reflects our commitment and role in providing a safe environment for vulnerable persons who access

our services and programs.

We are committed to the safety and wellbeing of vulnerable people. We support the rights of vulnerable people

and are committed to deliver services with dignity and respect.

This policy sets out the requirements of our workers in providing a safe environment for vulnerable people. We

support and encourage our workers to proactively build and maintain a safe environment that is appropriate and

caters for the needs of vulnerable people.

The policy complies with our obligations under various Commonwealth and State legislation including (but not

limited to):

Disability Discrimination Act 1992

Sex Discrimination Act 1984

Aged Care Act 1997

Privacy Act 1988

Australian Human Rights Commission Act 1986

Human Rights Act 2011

This policy complies with the various principles of good practice for providing environments that are safe for

vulnerable persons, as well as the standards for dealing with information obtained about the criminal history of

workers.

Scope This policy applies to all workers in Campbell Page who are involved in the delivery of Campbell Page services

and programs to vulnerable people, including:

employees

volunteers

contractors

sub-contractors

work experience students

indirect service providers

In this policy, the term “worker” is intended to cover all persons occupying any position listed above.

Vulnerable Persons are defined as a child; or an individual aged 18 years and above who is or may be unable to

take care of themselves, or is unable to protect themselves against harm or exploitation by reason of age, illness,

trauma or disability; or any other reason.

https://www.humanrights.gov.au/our-work/legal/legislation#ahrc

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IMPLEMENTATION Commitment to Vulnerable Persons All vulnerable people who come to Campbell Page have a right to a safe environment. We are committed to the

safety and well-being of all vulnerable people accessing our services, and their welfare is our priority.

Campbell Page encourages and respects the views of vulnerable persons who access our services. We listen to,

and act upon, concerns that vulnerable people or their families/carers raise with us either directly with our staff,

or through our complaints procedure . We educate our staff in what they can do if vulnerable persons feel

unsafe.

We are committed to consulting and collaborating with the relevant agencies in matters concerning the safety of

vulnerable people, and we fulfil our mandatory reporting obligations. We are committed to talking to vulnerable

persons and to ensure they are aware of their rights and know how to access the complaints procedure. We

understand reporting and managing complaints are serious matters that will be dealt with promptly, with

appropriately and with sensitivity.

We value diversity and do not tolerate any discriminatory practices. Full details are found in our Workplace

Behaviour and Equal Employment Opportunity Policy:

http://myworld.campbellpage.com.au/myportal/Documents/Guideline

Documents/Workplace_Behaviour_Equal_Employment_Opportunity.doc

Our Privacy policy ensures we provide appropriate management of information and records related to

vulnerable people. We apply appropriate security measures to ensure the safety of vulnerable people.

http://myworld.campbellpage.com.au/myportal/Documents/Guideline Documents/Privacy_Policy.docx

Requirements of our Workers

We strive for our workers to feel empowered and to act proactively to provide a safe environment for vulnerable

people. Where an employee is aware of harm or potential harm, they are required to escalate to their Manager

immediately and to respond appropriately (if it is within their ability to respond), including reporting the matter

as required. We require our workers to maintain confidentiality and to fully cooperate with the relevant

authorities in accordance with the Privacy Act.

Workers are required to seek and act on advice from their Manager about the safety of vulnerable persons. If

there is doubt or concern regarding a vulnerable person, or potentially vulnerable person, workers must

escalate to their Manager for further advice.

Workers are required to uphold their obligations to ensure the safety of themselves and others in the course of

their duties in line with our WHS Management System.

Our Program Managers are responsible for ensuring:

Awareness and promoting of acceptable behaviour and conduct when dealing with vulnerable people

Ensuring mandatory reporting requirements are fulfilled and critical incidents are reported

Fulfilling their obligations to provide a safe work environment for themselves and our workers and those accessing our services, in accordance with our WHS Management System.

That appropriate work clearance checks and re-checks are in place in line with State and contractual obligations.

http://myworld.campbellpage.com.au/myportal/Documents/Guideline%20Documents/Workplace_Behaviour_Equal_Employment_Opportunity.doc

http://myworld.campbellpage.com.au/myportal/Documents/Guideline%20Documents/Workplace_Behaviour_Equal_Employment_Opportunity.doc

http://myworld.campbellpage.com.au/myportal/Documents/Guideline%20Documents/Privacy_Policy.docx

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Background Checks & Recruitment Practices Campbell Page takes all reasonable steps to ensure that it engages suitable and appropriate people to work with

vulnerable people. Our workers are appropriately trained and have the relevant background checks in place.

We employ a range of recruitment screening measures and apply best practice standards in the screening and

recruitment of employees and volunteers. We interview and conduct reference checks on all employees.

We conduct criminal history checks on all new employees. We comply with the various State requirements

conducting Working with Children checks as required. We complete criminal history checks and working with

children checks for existing staff in line with our contractual requirements. We ensure that criminal & working

with children history information is dealt with in accordance with the relevant State legislation.. Refer to our

Recruitment Practices page for further information:

http://myworld.campbellpage.com.au/myleadership/Leading/Pages/recruitment.aspx

Code of Conduct All employees are made aware of, and must adhere to, our Code of Conduct. Central to our Code of Conduct is

our organisational value of Do What’s Right. We require all workers to apply the principle of Do What’s Right

when working with vulnerable people. Refer to our Code of Conduct:

http://myworld.campbellpage.com.au/myportal/myemployer/Pages/code-of-conduct.aspx

Harassment, Discrimination and Bullying

We are opposed to all forms of harassment, discrimination and bullying. We take these matters seriously and

encourage anyone who believes that they, or another person, has been harassed, discriminated against or

bullied, to raise this issue with management for appropriate investigation and resolution. Refer to our

Prevention of Workplace Bullying Policy: http://myworld.campbellpage.com.au/myportal/Documents/Policy

Documents/Prevention_Of_Workplace_Bullying_ Policy.doc and our

Refer to Resolving Workplace Conflict Policy:

http://myworld.campbellpage.com.au/myportal/mySafety/Pages/resolving-workplace-conflict.aspx

Support Services for our Workers

We are committed to the wellbeing and training of our workers so they are equipped with the required skills

when working with vulnerable people.

Our Safety & Wellbeing Advisor, as well as team Managers are able to provide advice and support to workers

when dealing with vulnerable persons. Our Quality & Business Improvement (QBI) team is also able to provide

advice on program specific processes for dealing with vulnerable persons.

Our Workers have access to our Employee Assistance Program (EAP) which offers external confidential

counselling and support services by calling 1300 360 364, accessible 24 hours a day, 7 days a week. Online

support services are accessible via EAP Direct. For more information visit:

http://myworld.campbellpage.com.au/myportal/mySafety/Pages/employee-assistance-program.aspx

http://myworld.campbellpage.com.au/myleadership/Leading/Pages/recruitment.aspx


http://myworld.campbellpage.com.au/myportal/Documents/Policy%20Documents/Prevention_Of_Workplace_Bullying_%20Policy.doc




http://myworld.campbellpage.com.au/myportal/mySafety/Pages/employee-assistance-program.aspx

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Where deemed necessary we will engage the services of external specialist professionals to ensure appropriate

management of specific vulnerable person needs. For example we may engage an external Child Safety Officer to

provide expert advice and support to children, parents, employees and volunteers regarding the safety and well-

being of children utilising our services. Refer to our Protection of Human Rights and Freedom From Abuse Policy

http://myworld.campbellpage.com.au/myportal/Documents/Policy%20Documents/Protection%20of%20Human

%20Rights%20and%20Freedom%20From%20Abuse%20Policy.pdf

We have strategies in place to train and support workers in their roles particularly around vulnerable persons.

These include:

Staff induction training which includes induction in our Vulnerable Person’s Policy and Code of Conduct

Compulsory completion and attaining a level of in compliance in WHS and Equal Employment Opportunity training.

Ongoing and refresher training inline with our contractual needs.

Online access to EAP Direct self help support services available at http://www.eapdirect.com.au by using an initial user name of: campage and password of: usrkey

Manager support services via Manager Assist at http://www.davcorp.com.au/services/146.aspx

We recognise that after an incident or abuse report is made we have an ongoing role in supporting the

vulnerable person and/or their families, as well as our workers. We may refer vulnerable people and our

workers to external support services to provide specialist, professional customised ongoing services that are

appropriate to the individual’s needs.

Mandatory Reporting for Child Abuse or neglect

Workers have an obligation to be aware of the mandatory reporting requirements for the States in which they

operate. We provide workers with a supportive and responsive process for fulfilling mandatory reporting

obligations with Manager guidance and the provision on internal and external support. This link provides the

details of what mandatory reporting is, and what the mandatory reporting requirements are for each State when

reporting suspected child abuse or neglect: https://www3.aifs.gov.au/cfca/publications/mandatory-reporting-

child-abuse-and-neglect

Where an employee suspects child abuse or neglect they should refer to the requirement of the State and then

discuss immediately with their Manager. With Manager approval the worker may call the relevant State

Authority available at: https://www3.aifs.gov.au/cfca/node/9636 which will be able to advise of what next steps

are required.

Critical Incidents

While mandatory reporting requires an array of matters to be reported, a critical incident is an incident of the

most significant nature. A critical incident is defined as “any threatening or distressful event, behaviour or

incident which causes psychological, physical and/or emotional trauma”. A critical incident may have one or

more of the following key characteristics:

http://myworld.campbellpage.com.au/myportal/Documents/Policy%20Documents/Protection%20of%20Human%20Rights%20and%20Freedom%20From%20Abuse%20Policy.pdf

http://myworld.campbellpage.com.au/myportal/Documents/Policy%20Documents/Protection%20of%20Human%20Rights%20and%20Freedom%20From%20Abuse%20Policy.pdf

http://www.davcorp.com.au/services/146.aspx

https://www3.aifs.gov.au/cfca/publications/mandatory-reporting-child-abuse-and-neglect

https://www3.aifs.gov.au/cfca/publications/mandatory-reporting-child-abuse-and-neglect

https://www3.aifs.gov.au/cfca/node/9636

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Sudden ‐ most incidents are sudden and unexpected, leaving little time for the victims, participants or workers to respond or adjust in an appropriate manner.

Helplessness ‐ often people feel helpless to intervene due to threats to their safety or in cases such as suicide where intervention is impossible.

Danger ‐ in some incidents there is an actual and/or escalating threatening element of physical danger.

Intense emotions ‐ many people experience a range of intense feelings of fear, helplessness, anger, guilt and general confusion which may be compounded by conflicting feelings experienced during and after an incident.

Psychological impact ‐ the combination of the above may result in psychological effects which extend beyond the actual event or incident.

All critical incidents meeting this criteria must be reported to a Manager and also escalated to the relevant

Program Manager and General Manager.

Further information about making appropriate reports of abuse or neglect is available from: Australian Human

Rights Commission https://www.humanrights.gov.au

Strategies to minimise risk To help maintain a safe environment for vulnerable persons, Campbell Page reviews risks and implements

strategies to minimise and manage risks. In addition to the policies referenced above, the following policies

relate to managing risk of vulnerable persons:

WHS Management System: http://myworld.campbellpage.com.au/myportal/mySafety/Pages/default.aspx

Compliance Policy: Obligationshttp://myworld.campbellpage.com.au/myportal/Documents/Policy

Documents/Compliance Policy Nov 2012.pdf

Dealing with internal or external investigations:


Social Media Policy:

http://myworld.campbellpage.com.au/myportal/Documents/Policy Documents/Social_Media_Policy.doc

Media Liaison Guideline: http://myworld.campbellpage.com.au/myportal/Documents/Guideline

Documents/Media_Liaison.doc

Evaluation of these strategies and the development of additional strategies to minimise and control risks to

vulnerable persons occur as part of our ongoing risk management and continuous improvement processes.

Complaints Complaints by clients or external parties:

Complaints or incidents regarding employee misconduct involving a vulnerable person will be taken seriously and

will be investigated. Campbell Page policies ensure confidentiality, and natural justice principles will apply.

To lodge a complaint, visit our website at: http://www.campbellpage.com.au/contact-us/

https://www.humanrights.gov.au/

http://myworld.campbellpage.com.au/myportal/mySafety/Pages/default.aspx


http://myworld.campbellpage.com.au/myportal/Documents/Policy%20Documents/Social_Media_Policy.doc

http://myworld.campbellpage.com.au/myportal/Documents/Guideline%20Documents/Media_Liaison.doc

http://myworld.campbellpage.com.au/myportal/Documents/Guideline%20Documents/Media_Liaison.doc

http://www.campbellpage.com.au/contact-us/

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Instances of inappropriate worker conduct may result in disciplinary action, up to and including termination of

employment, and/or criminal prosecution. Refer to the following documents for more information:

Our Code of Conduct:


Resolving Workplace Conflict: http://myworld.campbellpage.com.au/myportal/mySafety/Pages/resolving-

workplace-conflict.aspx

Managing Unacceptable Performance & Conduct:

http://myworld.campbellpage.com.au/myportal/Documents/Policy

Documents/Managing_Unacceptable_Performance_and_Conduct_Policy.doc

Complaints from Campbell Page Workers:

Complaints should be escalated within the line management function to the workers one up Manager, or two up

Manager if required. Alternatively complaints may be lodged via the external Whistleblower hotline:

http://myworld.campbellpage.com.au/myportal/Documents/Policy /Whistleblower_Policy.pdf

Communication

This policy is accessible to all workers via our Intranet.

The protection of vulnerable people is everyone’s responsibility and we support the dissemination of information

about services that can assist vulnerable people and their families. Examples of this may include the

dissemination of flyers and posters on Kids Helpline, Head Space, Youth Healthline etc.

REPORTING BREACHES OF THIS POLICY

General Manager People, Performance & Culture


This policy is complemented by the following policies and procedures:



Vulnerable Persons Policy Date of Approval: 23 October 2014 Next review: 23 October 2015 Dale Cleaver - Campbell Page CEO






http://myworld.campbellpage.com.au/myportal/Documents/Policy%20Documents/Managing_Unacceptable_Performance_and_Conduct_Policy.doc

http://myworld.campbellpage.com.au/myportal/Documents/Policy%20Documents/Managing_Unacceptable_Performance_and_Conduct_Policy.doc

http://myworld.campbellpage.com.au/myportal/Documents/Policy%20/Whistleblower_Policy.pdf

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Appendix B

Document and Data Control Procedure Overview

This document details the process used by Green Army Corporate for the control, distribution, revision and

maintenance of WHS documentation. It aims to ensure that documentation is understandable, up to date,

consistent, relevant and accessible to the user.

Document Management

All documents will be maintained within the Green Army Corporate intranet M Drive/Common/Green

Army/Manuals/Operations Manuals with a hard copy held by the Document Controller. Obsolete and previous

version of documents will be retained for legal purposes or corporate memory and will be properly identified and

recorded and saved in within the Green Army Corporate intranet M Drive/Common/Green

Army/Manuals/Operations Manuals/Archive –WHS - Workings.

Version Control

The following procedure is to be applied when allocating and tracking the version of Green Army Corporate

documents:

1. All draft documents will initially be numbered Version 0.1 with ”DRAFT” in the Revision History column in

the footer followed by a brief description of changes to the document.

2. After each draft revision the number to the right of the dot point increases by 0.1 (Version 0.2 DRAFT, 0.3

DRAFT etc.).

3. When the document is authorised, the number converts to Version 1.0 with the word “FINAL” in the

Revision History column.

4. Prior to publication the document will be converted to PDF retaining the same version number as in 3

above with the words “FINAL – approved for public viewing and use” in the Revision History column.

5. A full review of a document will result in the number to the left of the point increasing by 1 and the

number to the right of the dot point returning to zero i.e. Version 2.0 with “FINAL – approved for public

viewing and use” in the Revision History column.

6. A Campbell Page WHS Document Register will be maintained with details of the current version of all WHS

documents. This Register will be available to all internal stakeholders via the Green Army Corporate

intranet M Drive/Common/Green Army/Manuals/Operations Manuals/ WHS Document Register.

Authorising Documents

The Document Owner is the National Program Manager, Green Army.

The Document Controller is the WHS Manager.

New policies and changes to existing polices must be authorised by the CEO. New procedures and changes to

existing procedures must be authorised by the National Program Manager, Green Army.

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Document Footer

In all WHS related documents, the version control number is to be indicated in the footer section. The version

number is to be updated after each amendment.

Date Document Version

Document Revision History Approved by

24 Oct 2014

1.1 DRAFT - updating procedure to meet AS/NZS 4801 Document Control.

National Program Mgr., Green Army

Document Review

Documents will be reviewed, at between one and three yearly intervals for currency, legislative compliance,

accuracy and relevance. Any Green Army manager or participant can submit an email to the Campbell Page WHS

Manager requesting that a document be reviewed including suggestions for improvement.

The Document Controller will notify via email all relevant Green Army Manager s of documents scheduled for

review seeking suggestions for improvement and allowing two weeks for comments.

Relevant documents will also be reviewed following any incident to ensure the document concerned is accurate

and incorporates any corrective actions arising from an incident report (Refer Section 3.7.4 Corrective Action and

Change Management, WHSMS).

Document Distribution

All FINAL PDF WHS documents will be available for viewing on the Campbell Page public website.

Internal Campbell Page stakeholders can access the FINAL PDF WHS documents via the Green Army Corporate

intranet M Drive.

Partners can access the FINAL PDF WHS documents via Google Docs or Drop Box.

Green Army Regional Managers and Team Supervisors have been issued with iPads and can access current

versions of relevant WHS documents via Microsoft Quick Office Pro. In addition Team Supervisors are required

to maintain a current hard copy of the WHSMS and relevant WHSMPs for their projects in their project vehicles.

Team Supervisors can check the currency of each WHSMP by comparing their hard copy documents to the

Campbell Page Green Army WHS Document Register or by using their iPads.

Document Retention

The Green Army Safety Management System and Site Specific Work Health and Safety Management Plans will be

retained for a period of seven years from the closing date of each project.

All training records will be maintained by TAFE Western in accordance with the Australian Skills Quality Authority

(ASQA) guidelines.

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Appendix C

Work Health Safety Internal Audit Procedure

Overview

Green Army Corporate is committed to conducting WHS internal audits which assess how effectively the WHS system elements combine together to manage the risks associated with the Green Army Projects and its suitability in achieving the requirements of the Green Army WHS policy and objectives.

This Procedure aims to facilitate:

1. Compliance with WHSMS.

2. The performance of programmed internal audits by objective and competent personnel.

3. Continuous improvement of the WHS management system.

Core components

The core components of our WHS audit procedure require:

1. The implementation of an internal audit schedule.

2. Nominated workers are competent through training to audit to the appropriate level.

3. Internal audit findings demonstrate the effectiveness of the WHS management system.

4. Internal audit findings are recorded and communicated to the workgroup and management.

5. Records demonstrate that corrective actions are recorded and closed out through effective WHS management system improvements.

Definitions

Audit A systematic examination against defined criteria to determine whether activities and related results conform to planned arrangements and whether these arrangements are implemented effectively and are suitable to achieve the organisation’s policy and objectives.

Audit Criteria Policies, procedteamures or requirements which are used as a reference against which Audit evidence is compared.

Audit Evidence Records, statement of fact or other information, which is relevant to the audit criteria and is verifiable.

Audit Plan Description of the activities and arrangements for an audit.

Conformance Activities undertaken and results achieved fulfil the specified requirements of the elements.

Corrective Action Action taken after the event to correct any problem and make sure that a repetition does not occur.

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HSR Health and Safety Representative.

Non-Conformance Activities undertaken and the results achieved do not fulfil the specified requirements of the elements. This may be due to the absence or inadequate implementation of a system or documented systems or procedures not being followed.

Observation Activities undertaken and results achieved fulfil the specified requirements of the elements however an opportunity for improvement exists due to minor deficiencies identified.

Performance Indicator A means to measure conformance with arrangements detailed in WHS procedures.

Preventative Action Involves taking steps before problems occur.

Register (Hazard/Risk/Corrective Action)

A record of hazards identified throughout an organisation, the level of risk associated with each one and the control measures in place to eliminate or manage the risks they present. Where gaps in control measures have been identified, the register records the corrective actions needed and the person responsible for implementing them. It also records the residual risk rating for each hazard on the register.

This Register may be a hazard register, a risk register, a corrective action register (CAR) or a combination of all three.

WHS Committee Work Health and Safety Committee is established to facilitate co-operation between the person conducting a business or undertaking and workers in instigating, developing and carrying out measures designed to ensure the workers' health and safety at work.

WHS System Includes its structure, policies, planning activities, resourcing, operating procedures and work practices.

Procedure

3.1. Audit schedule

3.1.1. The National Manager shall publish an annual audit schedule, which will reflect:

a. The frequency of internal audits to be conducted.

b. The scope of each internal audit.

c. The WHS auditor selected and assigned to each audit.

3.1.2. Audit frequency and scope will be determined by:

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a. The level of risk associated with the particular activity, process or WHS policy / procedure to be audited.

b. The results of previous audits.

c. The Management Team

3.1.3. Audits conducted by external agencies or certification bodies should be reflected in the audit schedule.

3.1.4. Injury management audits should be included on the schedule.

3.1.5. The Green Army Corporate will be consulted on the content of the audit schedule prior to its implementation.

3.2. Unscheduled audits

3.2.1. Unscheduled audits may be conducted at any time based on:

a. The findings of inspections, reports or outcomes of accident / incident investigations.

b. Operational changes.

c. External advice.

d. As a result of Management Team direction

e. As a result of any other activity that may identify non-conformance.

3.2.2. Unscheduled audits should be recorded on the audit schedule as soon as they are planned.

3.3.

3.4. Selection of auditors

3.4.1. The National Manager will select and authorise a competent internal WHS auditor for each scheduled internal audit.

3.5. Pre-audit activities

3.5.1. The National Manager will notify the internal auditor of scheduled audits in advance of audit commencement date.

3.5.2. The National Manager, in consultation with the internal auditor, should develop an audit checklist relevant to the scope of the selected audit.

a. The audit checklist should include measures of compliance and should fully test the adequacy and effectiveness of the procedure being audited.

3.5.3. Prior to the audit commencing, the internal auditor should:

a. Collate and review information pertinent to the audit which may include policies, procedures, work instructions, legislative requirements relevant to the particular audit topic, previous audit findings or reports, external information such as regulator fact sheets, manufacturer information, and industry statistics.

b. Prepare an audit timetable.

c. Determine audit methodology having regard to the scope of the audit.

d. Identify workers to be interviewed during the audit.

e. Confirm the audit scope, timetable and selected auditees with the relevant Manager or Supervisor.

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3.6. Conduct the audit

3.6.1. An opening meeting should be held by the auditor to reinforce the scope of the audit. The meeting may be conducted with the National Manager, Regional Manager(s) or Team Supervisor(s) and worker(s).

3.6.2. Using the audit checklist, collect information by appropriate sampling to determine whether requirements have been met. Methods to collect information include conducting interviews, observation of activities and the review of documents and records. Only information that is verifiable may be recorded as audit evidence.

3.6.3. Using the audit checklist:

a. Record information and evidence that demonstrates findings for each element on the audit checklist.

b. Determine the conformance level for each element by indicating either conformance, non- conformance or identify an opportunity for improvement.

3.6.4. A finding of non-applicable (N/A) can be entered where, in the opinion of the auditor, it is not possible to assess the audit element or it is not relevant. Where the element is applicable but cannot be assessed, reasons for this should be noted on the checklist.

3.6.5. If audit evidence exists but has not or cannot be made available at the time of the Audit, a non- conformance rating should be applied.

3.6.6. When the audit has been completed, a closing meeting of the auditor and the National Manager should be held to present audit findings. Non-conformances and recommendations should be discussed and diverging opinions resolved.

3.7. Audit report

3.7.1. The auditor should document the findings and recommendations from the audit on an internal audit report as soon as is reasonably practicable.

3.7.2. The audit report should be forwarded to National Manager for review, incorporation of further information if required, and approval.

3.7.3. The National Manager should release the approved report to Green Army Corporate as soon as is reasonably practicable.

3.7.4. The National Manager should retain completed audit checklists and reports.

3.8. Corrective or preventative action

3.8.1. On receipt of the audit report, the National Manager should review the audit findings and the recommendations and report to Green Army Corporate

3.8.2. The National Manager, in consultation with, workers or other relevant stakeholders, should identify proposed corrective or preventative actions required when an audit report has identified non-conformances or opportunities for improvement.

3.8.3. The National Manager should forward the audit findings and proposed corrective or preventative actions to Green Army corporate for review, feedback and approval.

3.8.4. Corrective and preventative actions should be prioritised, have an agreed time for them to be

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completed based on their risk profile and be monitored for completion in department meetings.

3.8.5. Corrective or preventative actions may require a subsequent audit or specific follow up to make sure actions have been effective. The National Manager should manage this process.

3.8.6. If strategic changes are required as a result of WHS audit findings, consultation will occur in accordance with the consultation and communication processes.

3.8.7. Approved actions are to be included in the WHS plan.

3.9. Review of corrective or preventative actions

3.9.1. The National Manager should direct action when corrective or preventative actions have not been completed within timeframes allocated or when issues with implementation of actions occur.

3.9.2. Results of internal audit reviews may result in corrective and / or preventative actions being implemented which may include revision of this document.

3.9.3. The WHS Coordinator should report on the outcomes of such reviews to Green Army Corporate

Records 3.10. Audit schedule.

3.11. Audit reports/checklists.

3.12. Minutes of Meetings where audits have been discussed.

Responsibilities

3.13. The National Manager is accountable for:

3.13.1. Budgetary expenditure for the development, implementation, review and continuous improvement of the WHS and audit process (if applicable).

3.13.2. Analysing and evaluating audit findings and approving preventative and corrective actions.

3.13.3. Checking that corrective and/or preventative actions have been closed out and their effectiveness monitored.

3.13.4. Monitoring the maintenance of the WHS plan, including that changes to the WHS plan are made (if required) to incorporate audit findings.

3.13.5. Reviewing WHS audit findings during management review and planning processes.

3.13.6. Giving direction for the WHS management system action.

3.13.7. Developing and communicating the annual audit schedule.

3.13.8. Selecting auditors to conduct audits.

3.13.9. Forwarding audit findings and proposed corrective or preventative actions to Green Army Corporate for review and approval

3.13.10. Scheduling subsequent audits or specific follow up to monitor effectiveness of planned actions.

3.13.11. Providing six monthly reports (as per 4.8.3) to Green Army Corporate that includes the status of corrective and/or preventative actions, trends in audit findings and other relevant information.

3.13.12. Undertaking any action as directed by the Management Team.

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Regional Managers and Team Supervisors are accountable for:

3.13.13. Participating in WHS and audits as required.

3.13.14. Communicating and consulting on audit findings and recommendations with their workers.

3.13.15. Checking that corrective and/or preventative actions are prioritised and implemented within the defined timeframes and are closed out when completed.

3.13.16. Monitoring the effectiveness of corrective and / or preventative actions.

3.13.17. Providing data related to WHS performance as required.

3.13.18. Maintaining the Corrective Action Register.

3.14. Workers are accountable for:

3.14.1. Participating in audit activities as required.

3.14.2. Participating in consultation activities related to audit findings and the identification of corrective or preventative actions.

3.14.3. Undertaking actions within the scope of their responsibility to make sure corrective or preventative actions are implemented.

3.15. The S k i l l s e t WHS Manager is available for:

3.15.1. Facilitating co-operation between parties in matters relating to WHS and IM audits.

3.15.2. Reviewing audit findings and providing feedback to Department Managers and the Management Team, as required.

7.5.3. Assisting in monitoring the effectiveness of corrective and preventative actions.

Review

3.16. This WHS audit procedure should be reviewed by the Green Army Corporate in consultation with workers or their representatives at minimum every two years or on significant change to legislation or aspects included in this procedure that could affect the WHS of workers.

3.17. Results of Internal audit reviews may result in corrective and/or preventative actions being implemented which may include revision of this document.

3.18. The WHS Coordinator should report on the outcomes of such reviews to the WHS Committee and Management Team.

3.19. The outcomes of the review process may identify the objectives, targets and performance indicators for the WHS internal audit process for the next period (if applicable).

References

Work Health and Safety Act 2011.

Work Health and Safety Regulations 2011.

Related documents

Corrective Action

Corrective Action Register

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Appendix D

Resource Documents

Form or Document To be Completed by When to be completed

Reviewed By

Project Site Safety Assessment

Regional Manager & Project Sponsor

Prior to commencement of project

National Manager

Team Supervisor and Participants - Revise & Review

Day one of Project Regional Manager


Regional Manager & Project Sponsor

Prior to commencement of project

National Manager

Team Supervisor and Participants - Revise & Review

Day one of Project Regional Manager

Daily Tool Box Talk Team Supervisor and Participants

Daily during project Regional Manager

Work Site Safety Check Team Supervisor Weekly Regional Manager

Register of Injuries Team Supervisor When an injury occurs Regional Manager/National Manager

Master List Incident Register

Team Supervisor/ Regional Manager

Weekly if required National Manager

Accident/Incident Report Team Supervisor As soon as possible after the incident

Regional Manager/National Manager

Serious Incident Report Team Supervisor and Regional Manager

Immediately after Incident

Regional Manager/National Manager

Plant & Equipment Register

Team Supervisor and Regional Manager

Day one of project and as required

Regional Manager/Project Manager

Site Safety Monitor Regional Manager Week 1, Week 6-8, week 16 -18

National Manager

Personal Accident & Sickness Claim Form

Participants Within 30 days of occurrence

Chubb Insurance

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Public Liability and Products Liability Claim Form

Regional Manager

Third party alleges a Participant has been negligent and has caused injury or property damage

Chubb Insurance

Hazardous Substances Register

Team Supervisor Day One of the Project Regional Manager

WHS training register/record

Team Supervisor As required Regional Manager

PPE Register Team Supervisor and Regional Manager

Week 1 of Project (Training)

Regional Manager


WHS managers, Regional Managers, team Supervisors, and health and safety representatives

As required National Manager


Team Supervisor and Regional Manager

as required National Manager

WHS Legislation Register Regional Manager

Prior to commencement of project & when changes to legislation are made and annually

National Manager

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Project Site Safety Assessment This PSSA is a site-specific statement that must be prepared before any work is commenced.

Person responsible

for ensuring

compliance with

this PSSA:

Date:

Major Activities: Location:

Is the site

remote? If so

refer to Section

3.9 of the

WHSMS

What are the tasks involved? What are the hazards and risks? How will hazards and risks be controlled?

(describe the control measures and how they will be used)

Think about the worksite and each stage of the project, including preparation and clean-up.

Risk Level 1-6 Risk Level 1-6 after controls

Steps for filling out

1. Discuss with relevant employees, contractors and HSRs what work will be high-risk, the tasks, and associated hazards, risks and controls.

2. In the ‘What are the tasks involved?’ column, list the work tasks in sequence to how they will be carried out.

3. In the ‘What are the hazards and risks?’ column, list the hazards and risks for each work task.

4. In the ‘How will the hazards and risks be controlled?’ column, select the hazard or risk and then work through the control levels 1 – 4 from top to bottom. Choose a control measure (and how it is to be used) that is as close to level 1 as is reasonably practicable.

Control levels

1. Eliminate any risk to health or safety associated with construction work.

2. Reduce the risk to health or safety by any one or any combination of the following:

Substituting a new activity, procedure, plant, process or substance

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Isolating persons from the hazard, such as barricading, fencing or guard railing, or

3. Use administrative controls, such as changing the way the work is done.

4. Provide appropriate personal protective equipment.

5. Brief each team member on this PSSA before commencing work. Ensure team knows that work is to immediately stop if the PSSA is not being followed.

6. Observe work being carried out. If controls are not adequate, stop the work, review the PSSA, adjust as required and re-brief the team.

7. Retain this PSSA for the duration of the high-risk construction work.

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Question Details

Date

Project Location

Is the location remote:

Project Manager/ Leader

First Aid Officer

Emergency Meeting Location on Site (be very specific)

Communication Access onsite - 1(E.G. Mobile Phone)

Communication Access on site - 2 (E.G. Land Line phone at farm house)

Provide Communication Access 1 & 2 to Participants before the project to inform friends and family. The emergency may be elsewhere and the participant needs to be contacted at the project

Escape Route

Alternative escape route:

Alternative drivers in-case the Team Supervisor is unavailable Emergency driver 1: Licence no.:

Emergency driver 2: Licence no.: Emergency driver 3: Licence no.:

EMERGENCY SERVICES CONTACTS (000 or 112 will access emergency services.)

In addition local contacts are:

MEDICAL Location Phone

AMBULANCE Location Phone

POLICE Location Phone

FIRE Location Phone

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STATE EMERGENCY SERVICES (SES) National contact number: 132500

Location Phone

Team Supervisor phone passcode:

OTHER CONTACTS

Phone Numbers

Participant Emergency Contacts

Participant name and signature Mobile Number Drivers License No Emergency Contact Emergency Contact number

CHECKLIST (please put a tick against the appropriate item)

First Aid Kit on Site

List of Participants

Participant Emergency Contacts Details

Participant medical Disclosures checked

Fire Rating Checked

Please sign:

Regional Manager / Team Supervisor

Date

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Daily Tool Box Talk

Date

Location

This is a prompt sheet for the discussions that are held each day during the project. It is led by the Team Supervisor and is a safety based meeting with all Participants and gives Participants the ability to ask questions and consult on any issues that may arise.

Have the expected weather conditions been explained to Participants? (Note conditions as comments)

YES NO Comments

Has the bush fire rating been checked and is it below moderate? (If not then work cannot proceed on this site until rating is moderate or below).

YES NO Comments

Have any incidents that occurred previously that been addressed? (Note in comments).

YES NO Comments

Has the days tasks been explained? (Place brief notes on tasks in the comments sections).

YES NO Comments

Does everyone have the PPE that they require for the day? (If not restrict the activities of the persons without their PPE)

YES NO Comments

Has everyone be trained in the tasks that they are doing today? (If not provide instruction safe operating procedure, demonstrate and observe Participants competence) note who and training required.

YES NO Comments

Is drinkable water available?

YES NO Comments

Toilets and hand washing facilities appropriate?

YES NO Comments

Ensure vehicle is parked so it can get away from the site easily in the case of an emergency.

YES NO Comments

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Do participants have any issues that they would like to raise?

Comments

Name Signature

Participant

Participant

Participant

Participant

Participant

Participant

Participant

Participant

Participant

Team Leader

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Work Site Safety Check This is to be completed by the Team Supervisor, on a weekly basis

Team Supervisor

Comments

Is the PSSA on the current form and on site?

Yes No

Does the PSSA satisfactorily cover project risks?

Yes No

Are participants using the TAKE 5 Hazard Identification booklet?

Yes No

Personnel on site participated in and are familiar with PSSA?

Yes No

All Personnel are wearing appropriate personal protective clothing?

Yes No

Does the Project Manager have information regarding any pre-existing medical conditions disclosed by activity Participants?

Yes No

Is the First Aid Kit adequately stocked?

Yes No

Are the emergency contact numbers available to all onsite?

Yes No

Does the group Demonstrate Safety Awareness?

Yes No

Are there any safety Concerns being identified by staff or volunteers?

Yes No

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Have there been any injuries?

Yes No

Have there been any near misses?

Yes No

Are chemicals being used on the project?

Yes No

Yes No

Is there a Materials Safety Data Sheet (MSDS) on site?

Yes No

Is the team equipped to comply with the MSDS?

Yes No

Are the following documents on site and accessible:

Yes No

1. Accident/incident report forms.

Yes No

2. Register of injuries

Yes No

Are toilet and hygiene arrangements adequate?

Yes No

Comments:

Team Supervisor:

Date:

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Name of Injured Person

Gender

Male Female

Residential Address

Contact Phone Number

Position

Date and time of injury

Date:

Time:

Nature of injury (including body parts)

Cause of injury

Treatment administered

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Name of First Aid attendant

Was the person referred for further treatment

Yes No N/A

Was an Accident Incident Report form

completed

Yes No N/A

Project Manager acknowledgement

Name: Date:

Signature

Has the need for corrective action been

identified?

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Master List Incident Register Record all incidents reported here as a master list of incidents and their status

INCIDENT REPORT

REF DATE WHO INVESTIGATION

DONE CORRECTIIVE ACTIONS SET

COMPLETION DATE

(e.g. Tree Falling) 2013/14 31/01/13 BJ 02/02/13 09/02/13 27/03/13

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Accident/ Incident Report

Type of incident

Near Miss Medical Treatment Case

Other Significant Event First Aid Case

Project Location

Project Manager

Incident or Injury

Date / Time

Day:

Date:

Time:

Injured Person

Gender: Male/Female

Body Part Injured

Location of accident/incident

Witness/s

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Task undertaken by injured party

What Safety Instructions and or

training were given prior to the

project

What personal Protective

equipment (PPE) was the injure

person wearing at the time of the

incident

Describe the Accident/Incident

identifying the cause

What action(s) has been taken at

the work site to prevent a

recurrence

Date action(s) implemented

Did the injury relate to a pre-

existing injury or medical

condition

If yes, was this disclosed to the group

Was an appropriate entry made in

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the register of injuries

Has the need for corrective action been identified?

Injured person to sign and date

Date:

Signature:

Project Manager to sign and date

Date:

Signature:

Reported to committee meeting held on (date)

Comments:

Chairperson to sign and date

Date:

Signature:

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Serious Incident Report

Date of incident:

Location of incident:

Brief description of incident:

Injured person:

Gender:

Type of injury and body part affected:

Project manager:

What happened? Witness account

What happened? Injured person

Basic activity being undertaken:

Was the activity listed as a part of an approved project?

Was project application sighted by investigator?

Was the activity addressed on the risk assessment?

Was the risk assessment sighted by the investigator?

What relevant training had the injured person received?

Who provided the training and what qualifications did they have to do so?

Who provided the training and what qualifications did they have to do so?

Was the injured person under supervision?

How far from the incident was the supervisor?

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What activities were the other volunteers engaged in at the time of the incident?

What Personal Protective Equipment (PPE) was worn by the injured person?

Did the injured person have a pre-existing injury or medical condition relevant to this incident?

If yes, had this condition been disclosed to the project manager?

If yes, had a personal management plan been developed and documented

What other factors may have contributed to this

Review:

Was this a reasonable or appropriate activity to be undertaken by the injured person?

What additional training or instruction may have prevented the incident?

Training: Instruction:

Could closer supervision have prevented this incident?

If yes, how could this been accomplished?

What additional PPE might have prevented or minimised the injury?

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What additional risk management strategies could have been employed?

If this activity is proposed again, what will be done differently to avoid a recurrence?

Investigator’s recommendations:

Investigator’s name and position: (dated and signed)

Signed by the investigator:

Program director’s name: (dated and signed)

Signed by the program director:

Director of WHS name: (dated and signed)

Signed by director of WHS

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Plant and Equipment register

Description of

Machinery, Plant,

Equipment

Location Pre-start Checklist

Completed for safety?

Action taken on safety faults

Maintenance Records kept?

SOP completed

List PPE required

Yes No Yes No Yes No

MACHINERY/PLANT/EQUIPMENT REGISTER

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Site Safety Monitor

This is to be completed by the Regional Manager Week 1, Week 6 -8, Week 16-18

Project Name

Location

Date

Team Supervisor

Comments

Is the PSSA on the current form and on site?

Yes No

Does the PSSA satisfactorily cover the project risks

Yes No

Are the Participants using the Take 5 Hazard Identification Booklet

Yes No

Are all personnel wearing appropriate PPE clothing

Yes No

Is the First Aid kit adequately stocked

Yes No

Has first aid been applied and the register filled in

Yes No

Is the Emergency response plan on site and does it have all contact numbers

Yes No

Does the group demonstrate safety awareness and work practice

Yes No

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Have there been any incidents/accidents

Yes No

Have there been any near misses

Yes No

Are toilet and hygiene arrangements adequate

Yes No

Has the need for corrective action been identified

Yes No

Have all risk assessments been completed and reported to the regional manager

Yes No

Have daily tool box talks been conducted and submitted to regional manager

Yes No

Is equipment and resources available and are they adequate to complete the project

Yes No

Is the project plan on target

Yes No

Summary:

Please sign:

Team Supervisor Regional Manager Date

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Personal Accident and Sickness Claim Form

Surname___________________________First Name______________________Title e.g. Mrs _____

Address _______________________________ Postcode ______________

Date of Birth _/ _/ Sex (M/F)____________Marital Status_______________________

Dependants Place of Birth ___________________________________________

Telephone (Home) (Mobile) ____________________

Green Army Programme Details & Team Supervisors

Name______________________________________________

Were you undertaking Green Army Programme activities at the time of suffering the accident? Yes / No

If No provide full details

:_____________________________________________________________________________________

______________________________________________________________________________________

______________________________________________________________________________________

Location where accident occurred______________________________________________________

The Section headed Medical Certificate is required to be completed by the attending Physician

SECTION A – ACCIDENT DETAILS

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Date of Accident / / Time:___________________am/pm

What were you doing? ______________________________________________________________

How did it occur? ______________________________________________________________________

Nature and extent of injuries______________________________________________________________

_____________________________________________________________________________________

_____________________________________________________________________________________

Have you ever previously suffered from this type or a similar type of injury? Yes / No

If Yes, provide full details________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Give date and time of your first medical consultation for this Accident / Injury

Date_________/_________/______________Time:_______________________________am/pm

On what date did you last work?_______/________/_________

Have you been able to engage in any other occupation/activity, since the Accident/Injury occurred? Yes / No

If Yes, provide full details________________________________________________________

PERIOD OFF WORK

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___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

I am now disabled Wholly Partially Not at all

On what date did you return to work?____________/___________/__________

If still disabled, state how much longer is your disability is likely to continue______weeks / months / permanent

Name and Address of Medical Practitioner who attended this condition:

Name:______________________________________________________________________________

Address:____________________________________________________Postcode_________________

Name and Address of your regular Medical Practitioner:

Name:______________________________________________________________________________

Address:____________________________________________________Postcode_________________

What other medical or surgical advice, treatment or attention have you received during the past five years?

(Give dates, nature of injury or sickness and names and addresses of all doctors, hospitals and clinics). Please

answer fully – dashes are not acceptable.

PREVIOUS MEDICAL HISTORY

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Date Document




Date Nature of Injury or Sickness Names Address

Are you insured elsewhere for Personal Accident or Sickness? Yes / No

Yes, provide Name, Address and Policy Number of Insurer

Name:______________________________________________________________________________

Address:____________________________________________________Policy No._________________

Do you hold Private Health Insurance? Yes / No

If Yes, give details of Fund and Membership No: ____________________________________________

Have you lodged a claim under any Work Cover / Workers Compensation / Compulsory Third Party insurance

for this injury? Yes / No

If Yes, provide Name and Address of Insurer

Name_______________________________________Address ________________________

Status of Claim _____________________________________________________________

Are you entitled to any personal / sick leave Yes / No

If Yes, please advise the number of days: ________________________________________

GENERAL PARTICULARS

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I hereby authorise any doctor or medical attendant who has treated me or examined me or any person or firm

who employs or has employed me to give the underwriter such information as it may require regarding any

illness and/or injury to me or my physical or mental condition or prognosis, or my employment, to assist in

the proof and settlement of my claim. A photocopy or xerography copy of this authority can be acted upon

as if it were original.

Signature _________________

Date ________________________

Note: The issue or acceptance of this form is not to be construed as an admission of liability on the part of

Chubb Insurance Company of Australia Ltd.

I hereby declare that I am suffering or have suffered from the injury or sickness above named and

warrant the truth of the foregoing particulars in every respect, and I agree that if I have made or shall

make any false or untrue statement, suppression or concealment, my right to compensation could be

forfeited.

Signature __________________________

Date ____________________________

AUTHORITY TO GIVE INFORMATION (To be signed by the claimant)

DECLARATION (To be signed by the claimant)

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Electronic Funds Transfer: Yes No

Account Name: (Mr,Mrs,Ms,Miss) ______________________________________________________

Account

Number:___________________________________________________________________________

Bank Name:

:__________________________________________________________________________________

Bank Address:

:________________________________________________________________________________

BSB Number:

:_________________________________________________________________________________

Swift Code (For International

Transfers):____________________________________________________________

(To be completed by the attending Physician)

The claimant must obtain, at their own expense, the completion of this certificate from a duly qualified

and registered medical practitioner. In the event of the medical practitioner being unable to answer from his

own personal knowledge any of the following questions, he is requested to state so.

Furnished in connection with the disability of:

Name of Patient_____________________________________Address __________________________________

____________________________________________________Postcode_______________________________

PAYMENT DETAILS

MEDICAL CERTIFICATE / CERTIFICATE OF ATTENDING PHYSICIAN

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Are you the patient’s regular physician? Yes / No

If Yes, how long have you known the patient? Years Months

Complications

________________________________________________________________________________

Has the patient previously suffered from the same or similar injury/sickness? Yes / No

If yes, provide the date and diagnosis ___________________________________________________________

___________________________________________________________________________________________

Date of first consultation for this condition / /

How long has this condition, in your opinion, been in existence whether treated for same or not?

______________________________________________________________________________________

Present

Conditon:______________________________________________________________________________

Prognosis:___________________________________________________________________________________

Nature of Operation (if any)

_____________________________________________________________________

Name of Physicians who previously treated patient for above Condition: ________________________________

Are the patient’s symptoms due exclusively to the accident Yes / No

Is there anything in the patient’s medical history which may have contributed, directly or indirectly, to the

injury/illness or which may be likely to retard the patient’s recovery?

_________________________________________________________________________________________

_________________________________________________________________________________________

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Is patient still under your care for this condition? Yes / No

If not, on what date did you release patient to perform regular duties Date / /

Dates totally unfit for work (unable to perform specific parts of the patient’s occupation)

From / / To / / (Both dates inclusive)

Dates partially unfit for work (unable to perform specific parts of the patient’s occupation):

From / / To / / (Both dates inclusive)

If uncertain, please estimate: Totally Unfit to (date) / / Partially Unfit to (date) / /

Have you any reason to suppose that the patient was under the influence of Intoxicants or drugs at the time of

the accident? Yes / No

If hospitalised, gives dates From / / To / / (Both dates inclusive)

Name of Hospital ________________________________________________________________

Give dates patient was totally disabled From / / To / / (Both dates inclusive)

In your opinion, probable further disability should not exceed ______weeks / months From

_____/____/___

Name of

Physician_____________________________________________________________________________

Address ________________________________________________Postcode _____________________

Phone Number_________________________________________________________________________

Qualifications _________________________________________________________________________

____________________________________________________________________________________

Signature: ______________________________________________Dated / /

- 113 -

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Public Liability and Products Liability Claim form

PUBLIC AND PRODUCTS LIABILITY - CLAIM FORM / INCIDENT REPORT FORM

(This form is to be used when a third party alleges a Participant has been negligent and has caused injury or property damage)

REMEMBER : Under No Circumstances should you admit Liability or enter into any correspondence in connection

with any incident that could result in a claim being made against your policy. Never make any statement implying

fault or accepting responsibility.

Name of Participant involved in the incident

Address of Participant involved in the incident Email Telephone Number

Please advise details of the Programme / Activity being undertaken.

Date and time of the incident.

Where did the incident occur?

Describe what happened

Was there any property damage? – if so please describe

Were there any witnesses? – if so please detail names, addresses and telephone numbers

Name and address of the Service Provider including details of Team Supervisor

DECLARATION

http://www.ajg.com.au/

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Date Document




All the information that I/We have given in this Claim Form/Incident Report is true and complete

Signature of Participant Date

Signature of Service Provider Date

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Hazardous Chemicals Register – Factsheet

Overview

This fact sheet provides general guidance for persons conducting a business or undertaking (PCBUs) on

the requirements to prepare and maintain a register of hazardous chemicals at the workplace.

What is a hazardous chemicals register?

A hazardous chemicals register is a list of hazardous chemicals at your workplace, accompanied by the

current safety data sheet (SDS) for each of those chemicals.

A hazardous chemicals register is required under the Work Health and Safety Regulations to be prepared

and kept up-to-date so that people can easily find information about chemicals stored, handled or used at

the workplace.

Since manufacturers and importers of hazardous chemicals are required to update their SDS at least

every five years, you will need to obtain a new SDS from the chemical supplier periodically to ensure you

have the most up-to-date and current SDS.

Providing access to the hazardous chemicals register

The hazardous chemicals register must be readily accessible to all workers involved in the use, storage

and handling of the hazardous chemicals and to anyone else who is likely to be affected by the chemical

at the workplace. Registers and SDS may be kept electronically (for example on an intranet) provided

workers have ready access to a computer. Otherwise, a hard copy should be kept in the location where

chemicals are mostly used.

Which hazardous chemicals must be included on the register?

All hazardous chemicals that are stored, handled or used at the workplace must be listed on the register

except where they are:

In-transit, or

Consumer products.

Hazardous chemicals are in-transit if they are not used in the workplace and are not kept at the

workplace for more than five consecutive days. However, where the workplace frequently has in-transit

hazardous chemicals present or if they are present in significant quantities, these should be listed on the

register.

Consumer products are those that are packed primarily for use by a household consumer and are used in

a manner consistent with normal household use. For example, laundry detergent packed in a 1 kg

container and used once a week by individual staff for washing work clothes is considered a consumer

product and would not need to be included on the register. However, a 30 kg container of the same

detergent used by a commercial laundering business is not considered to be a consumer product, and

therefore must be included on the register.

Consumer products also include hazardous chemicals used in an office, for example printer toner and

whiteboard cleaners.

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Workplaces involving more than one PCBU

There may be instances where more than one PCBU has a responsibility for maintaining a register of

hazardous chemicals, for example in an office workplace where external cleaning staff are contracted for

cleaning the workplace and where the hazardous chemicals they use for that work are stored on-site.

In this situation, the office workplace is required to maintain a register and have the current SDS for each

chemical on the register. This is to ensure that people other than the cleaning staff have access to

information about the chemicals in the event of a spillage or exposure, even where the office workers

would not normally use the chemicals themselves.

The obligation for the PCBU of the office to maintain a register does not exempt the PCBU of the labour

hire firm from its obligations to provide information about the hazardous chemicals to the cleaning

workers.

If I have a register, do I need a manifest?

A manifest is required only where hazardous chemicals that are dangerous goods are present at the

workplace and where their quantities exceed specified threshold amounts.

A manifest is different to a register, and is intended primarily for emergency services personnel to use

where they are required to respond to an emergency situation at the workplace. A manifest is required

to contain additional information about hazardous chemicals at the workplace than is in a register,

including the hazard classes and categories of the hazardous chemicals and details of the type, size and

locations of containers present at the workplace.

For further information about requirements relating to manifests, refer to the Work Health and Safety

Regulations.

More Information

More information on managing the risks associated with storage, handling and use of hazardous

chemicals at work can be found on our website at www.safeworkaustralia.gov.au.

http://www.safeworkaustralia.gov.au/

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Hazardous Substances Register

Name of substance Location of

substance

Current

MSDS

Yes/No

Hazardous

Yes/No

Dangerous

Goods

Yes/No

Class &

Packaging

Group

Max.

quantity

Risk

Assessment

Yes/No

Uses

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Date Document




WHS training register/record The following 2 forms are to be completed by the Team Supervisor and maintained by the Regional

Manager.

Campbell Page / Skillset Training Attendance Record

This document provides a record of attendance at training sessions and is evidence

of participation as required by the Department.

Green Army Training Course: ______________________________________

Trainer: ________________________________________________________

Date: __________________________________________________________

Trainer Signature: ________________________________________________

Attendees Name Signature

Attendance must also be noted in the Team Supervisors Weekly Report.

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This document is a formal record of training competence as achieved by the participants. These details form part of the National Managers Monthly Reports to the

Department.

Training Register

Name Role Phone Email Address Town Postcode

Drivers

Licence

Completed

WHS

Training

First Aid

Certificate

On Site

Training

TAFE

Training

Other

tickets

eg.

John

Doe

Participant/

Team

Supervisor

02

6633

3333 [email protected]

6 Long

Street

Long

Valley 2777

Y - exp.

Oct '17

Yes

11/10/14

Yes -

10/10/14 Details

Unit

Completed

- Date

eg:

Chainsaw

Date


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Date Document




PPE Register Personal Protective Equipment (PPE) Register

Please list all types of PPE that you have been issued with, and trained in their use, and sign and date as your confirmation of receipt. Signing this also confirms you

understand that you are responsible for maintaining the equipment and will request new items once the current items are no longer effective.

Name Date Hard

hat

Safety

boots

Ear

plugs

Dust

mask

High

visibility

clothing

Gloves Sun

screen

Long

sleeved

shirts

Wet

weather

clothing

Rain

coat Other Signed

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Date Document





This checklist can be completed by a range of parties including persons conducting a business or

undertaking, WHS managers, managers, supervisors, and health and safety representatives. If the answer is

yes to any of the questions in the shaded areas, or yes to three or more of the questions in the non-shaded

areas, you should assess fatigue risks and implement control measure.

Mental and physical work demands YES NO

Does anyone undertake work for long periods that is physically demanding

(e.g. tasks that are especially tiring and/or repetitive such as bricklaying, cutting shrubs,

plants trees, moving bags of cement)?

Does anyone undertake work for long periods that is mentally demanding (e.g. work

that requires vigilance, work that requires continuous concentration and minimal

stimulation, work performed under pressure, work to tight deadlines, emergency call

outs, interacting/dealing with the public)?

Work scheduling and planning

Does the work scheduled prevent full time workers having at least one day off per

week?

Does the schedule differ from the hours actually worked?

Does anyone have to travel more than one hour to get to their job?

Do any workers exceed the maximum allowable attendance of 30 hours per week?

Are all participants scheduled a lunch break of between 30 and 60 minutes per day?

Are lifestyle factors affecting you carrying out your work activities?

Activities could include:

- Lack of sleep. - Excess alcohol consumption. - Insufficient exercise. - Poor diet. - Taking prescription or illegal drugs

Are their sufficient breaks during the day?

Is anyone working more than one job (i.e. at another workplace)?

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Environmental Conditions

Is work carried out in harsh or uncomfortable conditions (e.g. hot, humid, cold

temperatures)?

Does anyone work with plant or machinery that vibrates?

Is anyone exposed to hazardous chemicals?

Is anyone consistently exposed to loud noise?

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Date Document






Date Identified Problem

Required Corrective Action by Who By When Signature

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Date Document




WHS Legislation Register

Green Army

Title: WHS Legislation Register Authorised By:

Issue Date: 15th September 2014 A. Bland

Review Date: 15th March 2015

Title Type

Work Health and Safety Act 2011 Act

Work Health and Safety Regulation 2011 Regulation

Hazardous manual tasks Code of Practice

How to manage work health and safety risks Code of Practice

Managing the risk of falls at workplaces Code of Practice

Labelling of workplace hazardous chemicals Code of Practice

Managing noise and preventing hearing loss at work Code of Practice

Managing the work environment and facilities Code of Practice

Preparation of safety data sheets for hazardous chemicals Code of Practice

Work health and safety consultation, coordination and cooperation Code of Practice

First aid in the workplace Code of Practice

Managing electrical risks at the workplace Code of Practice

Managing risks of hazardous chemicals in the workplace Code of Practice

Managing risks of plant in the workplace Code of Practice

Managing electrical risks in the workplace Code of Practice

Work near overhead power lines Code of Practice

http://www.legislation.nsw.gov.au/maintop/view/inforce/act+10+2011+cd+0+N

http://www.legislation.nsw.gov.au/maintop/view/inforce/subordleg+674+2011+cd+0+N

http://www.workcover.nsw.gov.au/formspublications/publications/pages/hazardous-manual-tasks-code-of-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/how-to-manage-work-health-safety-risks-code-of-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/managing-risk-falls-workplaces-code-of-practice.aspx


http://www.workcover.nsw.gov.au/formspublications/publications/pages/managing-noise-preventing-hearing-loss-at-work-code-of-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/managing-work-environment-facilities-code-of-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/preparation-safety-data-sheets-hazardous-chemicals-code-of-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/whs-consultation-coooperation-coordination-code-of-practice.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/first-aid-code-of-practice.aspx


http://www.workcover.nsw.gov.au/formspublications/publications/pages/managing-risks-hazardous-chemicals-code.aspx

http://www.workcover.nsw.gov.au/formspublications/publications/pages/managing-risks-of-plant-code-practice.aspx


http://www.workcover.nsw.gov.au/formspublications/publications/pages/WC01394_WorkNearOverheadPowerLinesCodeofPractice.aspx

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Site Induction Checklist Purpose: To convey the WHS rules and procedures of the site to workers and visitors (including sub-contractors)

BEFORE they commence work.

No Items Covered Yes No N/A

1 Have the competencies and qualifications (including trade qualifications) of the

person(s) been evidenced?

2 Has the person(s) has been taken through the relevant Project Site Safety Assessment

for the tasks to be performed?

3 Does the person have the correct PPE available?

Sun hat or hard hat if required

Safety glasses

Safety footwear

Long sleeved shirt

High visibility vest

Other……………………………………..

4 Has the person(s) been instructed on what to do in an emergency and identified the

location of the:

Emergency Response Plan?

Assembly point and evacuation route?

Closest medical facility?

Contact details of emergency services?

Provisions for emergency communications?

5 Has the person(s) been shown:

The location of the first aid facilities / kits?

Who the first aiders are and how to obtain treatment?

6 Has the person(s) been shown where all relevant fire fighting equipment is located?

7 Has the person(s) been shown where the amenities (including toilets and drinking water)

are located?

8 Have the procedures for reporting incidents, injuries and hazards been explained to the

person(s)?

9 Has the person been trained to set up and use any specialised equipment that is

required?

11 Has the person(s) been shown the WHS Policy?

12 Have you given the person an opportunity to ask questions about their responsibilities

and to have any issues clarified?

Site Visitor Record

Visitor Name Date Time of induction

Signature

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Appendix E Project/Site Specific Risks Safe Work Guidance 01: Tree Planting Date prepared: October 2014

FOLLOW INSTRUCTION OF YOUR TEAM LEADER AT ALL TIMES

Potential Hazards: PPE Requirements: Tools Required Training / Competency / Licence Requirements:

Manual Handling

Sharp Objects

Infectious Diseases

Working Outdoors

Slips, Trips and Falls

Safety Boots

Long Sleeve Clothing

Gloves

Hat / Wet weather gear (as instructed)

Post hole shovel or spade

Mattock

Mallet

Bucket

Training in this task

Confirmation of competency through demonstration

Potential Risks:

Hand and knee spike injuries; tool impact injuries to feet and hands; soil borne infections; muscle strain from bending, posture; soft tissue overuse injuries.

Quick Guide:

Preparation:

Put on all PPE prior to undertaking task

Conduct a visual inspection of the site, to identify potential slip / trip hazards and remove potential risks such as broken glass, wire etc.

Put all required tools and equipment close to the work area During:

Wear gloves when handling soil and tree guard stakes.

Use kneeling mats or padding if there is a danger of spike injuries from glass, stones etc.

Rotate tasks, even if participants are not experiencing discomfort.

Maintain 3m exclusion around worker operating swinging tools (pick, shovel, mallet, hammer)

Take regular breaks and encourage gentle stretching.

Provide adequate hand washing facilities.

Maintain a safe working space between participants.

Additional PPE as required.

Also Refer – SWI 11 Performing Manual Tasks Clean up:

Return all tools and equipment to the appropriate storage location Note: This guidance note is designed as a reminder to participants prior to undertaking the task.

This document does not replace training and covers hazards associated with normal operating

conditions and therefore may not cover all potential hazards.

If you are unsure, you should stop what you are doing and speak to your Team Supervisor.

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Safe Work Guidance 02: Fencing Date prepared: October 2014



Manual Handling

Sharp objects

Working Outdoors

Safety Boots


Gloves


Post hole shovel

Mattock

Hand star picket driver

Gripple tool

Fencing pliers

Crowbar



Potential Risks:

Wire spike and laceration injuries; muscle strain injuries related to manual handling and tool use; tool impact injuries; trip and fall injuries.

Quick Guide:

Preparation:

Arrange delivery of materials as near to fencing site as possible i.e. minimise the need for carrying.

During:

Wear gloves and eye protection whenever working with, or in close proximity to, wire that is coiled or under tension. Gloves should have gauntlets that protect the wrists when handling barbed wire.

Wear gloves when handling chemically treated posts.

Be aware of others working around you, other participants should stay well clear of any unsecured wire under tension.

Use only approved methods of straining wire with a proper fencing strainer. Do not use a vehicle to strain wire.

Do not overstrain wire

Where possible use gripples and gripple tool

Demonstrate correct use of picket rammers, with emphasis on head, eye, hearing and hand safety.

Maintain safe working space between participants, especially when digging post holes or ramming the base of posts.

Keep the work site clear of trip hazards such as posts, wire off-cuts, stones, tools etc.

Also Refer – SWI 11 Performing Manual Tasks Clean up:

Return all tools and equipment to the appropriate storage location

Note: This guidance note is designed as a reminder to participants prior to undertaking the task.



If you are unsure, you should stop what you are doing and speak to your Team Supervisor

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Safe Work Guidance 03: Litter Collection Date prepared: October 2014



Manual Handling

Sharp Objects

Needle stick Injuries

Working Outdoors

Hazardous Building Materials

Safety Boots


Gloves


Safety glasses (as instructed)

Sharps kit Training in this task


Potential Risks:

Hand laceration or spike injuries; bites and stings; injuries related to bending or lifting; spike or gastric related infections including hepatitis, AIDS etc.

Quick Guide:

Preparation:

Perform a pre-start inspection of the work area. Keep an eye out for discarded needles, pests, chemicals and rodents

Wear all required PPE During:

Be alert and look carefully at piles or litter that may be a refuge for snakes or spiders

Do not open discarded waste containers or bags and inspect their contents, this may increase the risk of exposure or injury

All building materials or unidentified items to be flagged for further inspection.

Where possible, collect any waste materials using litter tongs, shovels, pitchforks / spikes, rakes etc… Avoid direct contact with waste wherever possible.

Flag identified syringes with marker tape. Do not handle syringes by hand

Place any syringes in a proper ‘sharps’ container. Do not put syringes in a rubbish bag.

Check objects for spikes or sharp edges

Be aware of other participants working around you, and maintain a safe working distance

Do not overfill litter bags.

Use good manual handling techniques when loading litter bags into bins / onto trailer.

Pairs lifting for large / heavy bags

Direct hand contact with waste materials should be avoided. Wear gloves provided

Do not leave tools on the ground unattended Clean up:

Wash hands thoroughly after litter collection





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Safe Work Guidance 04: Working with Chemicals Date prepared: October 2014



Exposure

Fire

Explosion

Manual Handling

Safety Boots


Gloves

Safety Glasses

Bucket(s)

Applicators

Funnel



Identified Risks:

Poisoning; irritation or burning to skin or eyes; loss of respiratory function; back, arm or shoulder strains (see Manual Handling). Chemicals may also present a risk of fire or explosion.

Quick Guide:

Preparation:

Ensure all chemicals are appropriately stored and bunded for transport

Ensure you have read and understood the relevant Safety Data Sheet (SDS) paying particular attention to the PPE, First Aid and storage requirements.

Put on all required PPE prior to handling chemicals

Check that there are no leaks in containers, and that spray equipment is operating correctly.

Take notice of wind direction when spraying During:

Never use a chemical if you do not know what it is

Follow manufacturer’s instructions for decanting and diluting chemicals (i.e. pesticides)

Ensure decanted chemicals are stored in appropriate containers and labelled correctly

Rotate tasks to avoid prolonged periods of exposure.

Maintain safe working distance to avoid splash or spray drift contamination.

Be aware of other participants, maintain a safe distance and do not spray chemicals in their direction

Do not leave chemicals / herbicides unattended Clean up:

Ensure all containers are properly sealed or capped after use.

Dispose of all chemicals and chemical containers appropriately, do not empty chemicals into sink, down drains or into waterways

Wash hands thoroughly after handling chemicals





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Safe Work Guidance 05: Driving a Company Vehicle Date prepared: October 2014



Manual Handling

Collision

Rollover

N/A

N/A Valid Driver’s License

Authorisation to drive company vehicle

Identified Risks:

Potentially fatal road accidents; head / impact injuries getting in / out of the vehicle; Hands crushing in doors or trailer; travel sickness; fatigue

Quick Guide:

Preparation:

Undertake a pre-departure safety check

Only authorised persons are permitted to operate the company vehicle

Familiarisation with the vehicle prior to departure

During:

Follow all road rules including speed limits, drug and alcohol laws and use of seatbelts

Drive safely and minimise driver distractions

On extended journeys take a 15 min break at least every 3 hours

Never carry chemicals or tools in the cabin of the vehicle un-restrained

Do not allow heads / arms outside of moving vehicle

Do not use mobile phones whilst driving

Never drive if feeling fatigued

No smoking

Report any incident or damage immediately

Do not leave keys in vehicle unattended

Finishing:

Undertake a final safety check

Return keys to appropriate storage location





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Date Document




Safe Work Guidance 06: Weeding Date prepared: October 2014



Manual Handling

Working Outdoors

Nettles / Plant stings

Chemicals

Safety Boots


Gloves


Eye protection (as instructed)

Mattock

Hand trowel

Fork

Hand spray applicator



Potential Risks:

Spikes and scratches to face and eyes; spike injuries to hands; back and shoulder strains; exposure to chemicals; laceration or impact injuries from cutting tools; hay fever and asthma.

Quick Guide:

Preparation:

Put on all required PPE prior to undertaking the tasks

If spraying weeds, become familiar with SWI for chemical use if using chemicals During:

Wear gloves whenever hands are working at ground level.

Where possible rotate tasks

Maintain a safe working space between participants.

Don’t leave sharp tools unattended

Do not carry heavy bundles of weeds, make two trips if necessary


Also Refer: SWI 11 Performing Manual Tasks

Clean up:


Wash hands thoroughly





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Safe Work Guidance 07: Working in Moving Traffic Areas / Near Roadside

Date prepared: October 2014



Moving plant / vehicles

Crushing

Impact injury

Safety Boots


Hi-Vis vest / clothing

Witches hats

Flagging

Signage



Potential Risks:

Exhaust fumes or dust causing eye and respiratory irritation; excessive noise; collision or impact injuries; potentially dangerous litter; communication difficulties.

Quick Guide:

Preparation:

Revise need to undertake the activity. Where possible, Eliminate or minimize the need for participants to work near roadsides.

Check Police and local council are aware of the project.

Place signs e.g.: SLOW DOWN, WORKERS NEAR ROADSIDE etc, and/or witches hats to indicate to drivers that there are workers ahead. (Note: This should not be done without proper training and authorisation by the appropriate roads management authority).

Put on high- visibility PPE

During:

Stay in line of sight of team supervisor

Know and understand the signals to be used, and

Check that the signals are clear and unambiguous.

Work upwind or out of fume and dust range. Always work facing the direction of on-coming traffic

Clean up:

Pack away all signage / witches hats and return to appropriate storage location





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Safe Work Guidance 08: Working with or near brush cutters Date prepared: October 2014



Manual Handling / Vibration

Cutting / Stabbing

Working Outdoors

Safety Boots


Gloves

Hearing Protection

Face shield (operator)

Safety glasses (others)

Brush cutter

Fuel drum



Potential Risks:

Foreign objects in eyes; noise damage to hearing; serious laceration injuries; muscle strains related to overuse and unnatural posture; reduced ability to hear traffic or other hazards.

Quick Guide:

Preparation:

Undertake a pre-start inspection to check the general condition of the brush cutter before use.

o Check the condition of the wire / blades and inspect fuel lines o Ensure all guards are fitted and functional

Be familiar with manufacturer’s instructions for use

Wear appropriate PPE e.g.: glasses, eye/face protection, safety boots, ear protection.

Remove all obstacles (eg: large stones, wire or timber) from the work area, prior to work commencing.

Faulty equipment must not be used During:

Do not start brush cutter with the head in contact with the ground

Do not raise the brush cutter above knee height

Always keep both hands on the handles, do not operate one handed

Do not work on slippery or uneven surfaces, maintain footing and balance at all times

Maintain a straight wrist position. Avoid extended or twisted positions for long periods

Keep all feet and hands well clear of moving parts.

Stop operating the brush cutter if other people are close by.

Turn off the brush cutter when not in use or while removing debris. Clean up:

Return brush cutter to appropriate storage location

Follow manufacturer’s instructions for maintenance Note: This guidance note is designed as a reminder to participants prior to undertaking the task. This

document does not replace training and covers hazards associated with normal operating conditions and

therefore may not cover all potential hazards.


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Safe Work Guidance 10: Working near water Date prepared: October 2014



Uneven / slippery ground

Sloping surfaces

Wildlife

Safety Boots

Witches hats

Flagging

Floatation device

N/A Training in this task


Potential Risks:

Drowning; risks associated with water/wetland habitat e.g. crocodiles, mosquitoes, snakes; illness arising from water borne disease or pollution; exposure to cold winds; sun glare and ultraviolet reflection.

Quick Guide:

Preparation:

Conduct a visual inspection of the work area. Identify steep, slippery or unstable banks.

Fence, flag or tape off high risk areas.

Check weather forecast for warnings re: flooding

Formulate an emergency response plan that is based on non-contact rescue strategies.

During:

Maintain a safe distance between participants and water that is deemed dangerous because of depth, current, murkiness, turbulence, difficulty of escape etc.

Refrain from working on steep, slippery or unstable banks.

Identify non-swimmers and ensure that they are deployed away from higher risk areas.

Where there is an inadvertent possibility of the need to rescue someone from the water, ensure there are rescue aids readily accessible e.g. rope, long pole, flotation device. Where there is a current, these aids must be positioned downstream of the most likely entry point.

Do not facilitate recreational swimming unless in a supervised and/or controlled area.

Ensure adequate washing facilities are available e.g. soap and clean water.





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Safe Work Guidance 11: Performing Manual Tasks Date prepared: October 2014



Manual Handling

N/A

N / A Training in this task


Potential Risks: Injuries resulting from a single event of overexertion, or as a consequence of sustained application of force i.e. overuse. These injuries are characterised by discomfort or persistent pains in muscles, tendons and soft tissues, most commonly in the back, neck, shoulders and wrists.

Quick Guide:

Preparation:

Use warm up stretches before commencing manual handling tasks and after breaks.

Reduce the amount of manual handling by: - restructuring the task - using mechanical aids - carefully planning the workplace layout - having heavy materials delivered as near as possible to the work site.

Avoid, or limit the duration of, tasks that require the adoption of biomechanically unsound postures.

During:

Take into account your own level of skill and your physical stature before lifting or moving items.

Reduce the amount of weight being lifted or carried, or the force applied, when working on uneven or slippery surfaces.

Use two man lifting techniques for large, heavy or awkward items.

Use manual aids (i.e. trolley) wherever possible

Rotate tasks, even if team members are not experiencing discomfort.

Check that equipment to be used is appropriate for the tasks to be undertaken and properly





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Safe Work Guidance 12: Working in hot conditions Date prepared: October 2014



Sunburn

Hyperthermia

Fires

Reduced mental alertness

Safety Boots


Gloves

Sun Glasses

Sun Hat

Wear sunscreen



Potential Risks:

Dehydration; heat exhaustion; sunstroke; sunburn; skin cancer; cramps; skin irritation; falls; tool use injuries associated with fatigue; bushfire ignition from tool use and hot vehicle engines; potential bushfire exposure

Quick Guide:

Preparation:

Check weather forecast. Work not permitted in areas with total fire ban

Schedule or re-schedule work or tasks so that they are undertaken in the coolest part of the day

Wear all required PPE During:

Avoid heavy exertion in the hottest part of the day

Take regular breaks and stay hydrated.

Team leader to monitor participants / conditions and cease work if unsafe

Take advantage of, or create shaded work areas

Monitor other team members for signs of fatigue or heat exhaustion

Continue to re-apply sun screen

Smoking not permitted

Continue to monitor fire bans or changes to weather conditions

Consider emergency exits from work sites





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Safe Work Guidance 13: Working in cold conditions Date prepared: October 2014



Storms / lightning

Reduced mental alertness

Safety Boots


Gloves

Warm jacket Warm hat



Potential Risks:

Dehydration as a result of excessive perspiration under heavy clothing; loss of dexterity and fine motor functioning leading to reduced tool control, Chillblanes

Quick Guide:

Preparation:

Review the weather conditions and consider cancelling activity if forecast is too wet / cold

Identify any shelter areas to use for breaks

Have warm drinks available if possible

Structure work to avoid the coolest time of the day

Wear all required PPE to stay warm During:

Work out of the wind where possible

Rotate work tasks to avoid prolonged exposure

Ensure all jobs / tasks are those that can be performed wearing warm gloves

Monitor the BOM and check for changes in weather conditions e.g. storms / lightening





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Safe Work Guidance 14: Weed Control / Cut and Paint Date prepared: October 2014



Manual Handling

Sharp Objects

Working Outdoors


Eye injuries

Cutting tools

Working with chemicals

Dangerous plants

Falling limbs/trees

Safety Boots


Rubber Chemical Gloves

Gloves


Safety glasses

Secateurs

Loppers

Saws

Tomahawk

Cane knife

Buckets

Applicator



Potential Risks:

Eye, hand and knee spike injuries; tool cut injuries to hands and arms; thorny, toxic or allergenic plants; muscle strain from bending, awkward posture, pulling, dragging, carrying; crush injuries.

Quick Guide:

Preparation:


Conduct a visual inspection of the site, to identify potential slip / trip hazards and remove potential risks such as wire, fallen logs, long grass etc.

Select the correct cutting tool for the task. Secateurs for up to finger size, long handled loppers for thumb sized, crescent saw for wrist size, bush saw for up to 10cm, tomahawk for frilling or ringbarking, drill for stem injection

Plan and clear the activity site including removing small twigs and branches that could be

Place all required tools and equipment close to the work area

Prepare chemical applicators in a safe space away from falling vegetation During:

Wear thick gloves when cutting vegetation.


Work in pairs – 1 person cutting, the other applying chemical.

Pairs to work apart at a distance greater than the height of vegetation being cleared.



Provide adequate hand washing facilities. Clean up:


Ensure that cleared vegetation does not create a hazard – eg fire or trip





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Safe Work Guidance 15: Erosion Control –

(creating in-stream structures) Date prepared: October 2014



Manual Handling

Sharp Objects

Working Outdoors


Cutting tools

Rocks falling

Steep and unstable ground

Safety Boots


Gloves


Safety glasses

Hard hat (if working below head height)

Hand picket driver

Fencing pliers

Mattock

Shovel

Hammer

Crowbar



Potential Risks:

Eye, hand and knee spike injuries – especially from cutting wire; tool cut injuries to hands and arms; muscle strain from bending, awkward posture, pulling, dragging, carrying; crush injuries, head injuries if working below ground level; falling over an edge, gully bank collapse; flash flooding.

Quick Guide:

Preparation:


Wear hard hats if working in gullies deeper than head height

Conduct a visual inspection of the site to identify and flag potential slip / trip /fall hazards and remove potential risks such as wire, fallen logs, long grass etc.

Create safe access points and paths into gullies

Plan and clear the activity site including removing branches and slippery surfaces

Place all required tools and equipment close to the work area. Use a ‘daisy chain’ if safer than carrying materials over difficult terrain

Check weather forecasts for storms in the catchment. During:

Two or more people to control wire or mesh when cutting


Work in small teams to avoid ‘cluttering’ the gully floor

Do not work or walk above participants working in gullies


Continue to monitor weather conditions Clean up:






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Safe Work Guidance 16: Working in Bushland Date prepared: October 2014


Potential Hazards: PPE Requirements: Tools Required Training / Competency /

Licence Requirements:

Snakes

Spiders / Insects

Wildlife

Safety Boots


Gloves



Potential Risks:

Snake or spider bites, ants, bees, wasps, allergic reactions

Risk Controls:

Preparation:

Appropriate PPE to be worn at all times

Tuck trousers into socks and wear gloves in areas identified, or where there is known to be a high risk of spiders / ants

Identify participant with known allergies to bites or stings

Ensure team members with known allergies carry appropriate medication (including epipen)

Ensure first aid kit contains bite and sting treatments, and crepe bandage for snake bite

Conduct visual inspection of work site to identify high risk areas (i.e. bee or any nest) Relocate activates as required

Ensure supply of insect / tick repellant. During:

Walk heavily and create noise and vibration (controlled pre-disturbance for site)

Where possible work in cleared areas and stick to made pathways

Avoid walking or working in long grass

Never attempt to catch or kill a snake

Do not disturb or attempt to remove a wasp or bees nest

Notify others of snake sighting immediately

Stand still in site of snake, do not panic Finishing:

Check body and clothes for leeches / ticks regularly and at the end of the day

Note: This guidance note is designed as a reminder to participants prior to undertaking the task. This




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Safety Prompt 17: Conducting surveys / monitoring Date prepared: October 2014



Working Outdoors



Glare

Snake bite, insects

Sharp objects

Safety Boots



Safety glasses/sun glasses

Measuring tape

Clip boards



Potential Risks:

Tripping or falling over objects, uneven terrain; becoming lost/ separated; snake and insect bites; maintaining awkward posture for long periods, eg squatting.

Risk Controls:

Preparation:



Ensure task, work area and timelines are explained and comprehended During:

Work in pairs or small groups


Carry compression bandage

Do not work or walk above participants working in gullies


Take regular breaks and manage for heat / cold exposure

Clean up:






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Safety Prompt 18: Working with volunteers and / or in public spaces Date prepared: October 2014



Potential low skill levels of volunteers

Reluctance to use PPE

Potential mental health issues

Poor work practice

Unpredictable behavior/ use of resources

As instructed/ required

Signage

Witches hats

Flagging



Potential Risks:

Injury (including psychological) to participants caused by volunteers/ public; injury to public/ volunteers caused by team work practices or participant behaviour.

Risk Controls:

Preparation:



Provide signage and barricades to inform public/ volunteers of work site/ activities

Conduct site induction of site visitors and volunteers During:

Encourage participants to demonstrate safe work practices

Establish small mixed work teams of volunteers and participants

Enforce Code of Conduct – especially as it relates to respectful communication and presentation

Describe and demonstrate tasks to volunteers and seek to understand level of competence/ experience. Manage accordingly

Ensure that public pathways and spaces are kept clear of tools or materials


Remove participants early/ retreat from aggressive behaviour

Clean up:


Ensure that public spaces are left clear and safe Note: This guidance note is designed as a reminder to participants prior to undertaking the task. This




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Safe Work Guidance 19: Working with powered hand tools Date prepared: October 2014



Manual Handling

Cutting tools

Electrocution

Eye injuries

Dust

Noise

Safety Boots


Hat

Safety glasses

Hearing protection

Additional as per manufacturers recommendations

Knee pads or mat



Potential Risks:

Lacerations and puncture wounds; electrocution; hand and foot injuries; muscle strains associated with lifting or overuse, bending, awkward posture, repetition; eye injuries from flying particles; headaches and ear damage from excessive noise; dust which may trigger respiratory complaints e.g. asthma.

Risk Controls:

Preparation:


Ensure all equipment and lead attachments are in a safe working condition and protected from water:

o no broken plugs, sockets or switches; o no frayed or damaged leads; o emergency shutdown procedures in place; o circuit breakers installed; o start/stop switches clearly marked, in easy reach of operator; o check that protective guards on tools are attached and effective.

Read manufacturer’s instructions

Keep worksite clear, dry and clean.

Keep power leads highly visible and preferably elevated

Position the generator, if used, in a dry, stable location and prevent access to it by unauthorised people.

Check that the participants have hair tied back and clothing tucked in, including drawstrings on jackets, hats, etc.

Do not operate power tools in the rain

Plan task and communicate process to all involved

Select the correct tool for the task.

Place all required tools and equipment close to the work area

Explain and demonstrate how to use, carry and store tools correctly If in doubt, seek professional/ experienced project advice

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During:

Wear PPE as specified by manufacturer

Maintain strict supervision

Use kneeling mats or padding if there is a danger of spike injuries from nails, splinters, etc.

Maintain a safe working distance

Use clamps, vices, etc to secure items that are being worked on (rather than holding by hand)

Work on a bench-top at appropriate height where possible

Use work platforms, not a ladder, if working at height.



Provide adequate hand washing facilities. Clean up:


Report any issues with tools to the Supervisor/ owner





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Safe Work Guidance 20: Working near heavy machinery Date prepared: October 2014


Potential Hazards: PPE Requirements: Tools Required

Training / Competency / Licence Requirements:

Working Outdoors


Falling objects


Proximity to moving machines with poor operator visibility

Difficulty hearing/communicating

Safety Boots


Gloves


Safety glasses

Hard hat

As per site requirements

Witches hats

Safety flagging



Site induction

Potential Risks:

Exhaust fumes; excessive noise; dust (asthma trigger); collision or impact injuries; communication difficulties. Risk Controls:

Preparation:

Eliminate or minimise the need for participants to work near heavy machinery.

Advise operator of the location and movement patterns of those working nearby Develop and demonstrate a set of signals to be used; these must be clear, unambiguous

and understood by all.

Put on all PPE prior to undertaking task - including hard hats if required During:

Maintain direct liaison between the team, supervisor and the plant operator.

Work upwind or out of fume and dust range.

Wear high visibility vests.

Wear appropriate PPE e.g. glasses, respirators, ear protection. Clean up:

Notify the operator when the Team vacates the site





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Safe Work Guidance 21: Boardwalk and facilities construction Date prepared: October 2014



Working Outdoors



Heavy materials

Exposure

Vertigo

Paint/ sealant fumes

Safety Boots



Safety glasses/sun glasses

Gloves

Hard hats where work exceeds 1.5m

Hammer

Saws

Drill

Nail gun

Sander

Paint brush

Paint tray

Paint roller



SOP for Nail Gun, Sander, Saw, Hand held power tools

Potential Risks:

Tripping or falling over objects, uneven terrain; maintaining awkward posture for long periods, e.g. squatting, kneeling; working at height; applying paint/ sealant; interacting with the public

Risk Controls:

Preparation:



Ensure task, work area and timelines are explained and comprehended

Follow manufacturers directions for paint/ sealant During:

Break work into tasks for pairs or small groups



Take regular breaks and manage for heat / cold exposure

Follow manufacturers directions for paint/ sealant

Clean up:


Clean and/ or dispose of paint/sealant applicators as per manufacturers recommendations



