Work Health and Safety Policy

Work Health and Safety Policy

Australian Business and Management Network

Version 1 .1

WorkHealth andSafetyPolicy

1.Purpose

Thepurpose ofthisdocumentistooutlinetheorganisation's commitmenttoWorkHealth andSafety (WHS)anddetailresponsibilitiesofallpartiesformanagingandimprovinghealth and safety in the workplace. The policy will assist the organisation, its management and its staff, to comply with their obligations under the relevant Work Health and Safety legislation for their state. This policy applies to all the organisation's managers, staff, contractors, associates and visitors.

2. PolicyStatement

Theorganisationiscommittedtoprovidingandmaintaininghighstandardsofsafety andhealthin theworkplace. Thiswillbeachievedbymaintaining asafeandhealthyworkingenvironmentin consultationwithstaff and electedrepresentativesandthroughcontinuallyimproving systemsfor managingsafety andhealth.Itisafundamentalrequirementofthecompanythatitsactivitiesbe carried outin a healthyand safe environment and manner.

3. Objectives

The objectives of this policyand associated procedures are to:

 Reduce injuryand illnessin the workplace

Continuallyimproveasfarasispracticable,thehealthandsafetystandardsofthe working environment

Continuallyimproveandintegrateeffectivehealthandsafetymanagementsystemsinto the organisation'smanagement philosophy

4. PolicyDefinitions

Hazard means the potential to causeharm(suchas injury or illness).

Risk meansthe likelihoodof harm arising from exposure to anyhazardsand the consequences of thatharm (the injury and extent of it).

Incidentisdefinedasany occurrencethatleadsto,ormighthave ledto,injuryorillness,danger to health and/ordamage topropertyor the environment.

Workplace isdefined as anylocation an employee is likely to be in the course of theirwork.

PCBU means both PCBU and employer as defined by the different Acts ABMN must comply with.

Worker means both worker and employee as defined by the different Acts ABMN must comply with.

Health and safety representative (HSR) means a worker representative that has been elected to provide support/assistance to worker in a particular designated work group.

Employee and independent contractor: There are a number of factors which may contribute to determining the difference between an employee and an independent contractor. However, it is important to note that no single indicator can determine if a person is a contractor or an employee. Each determination is based on the individual merits of the work arrangement in place. Courts always look at the totality of the relationship between the parties when determining the status of a person's employment.

There are some common indicators that may contribute to determining whether a person is an employee or independent contractor:

5. Legislative framework

Workers in Australia are protected by state health and safety legislation. As ABMN is a national company with workers located around the country we have a requirement to ensure we comply with the requirements of all WHS legislation across the country. Legislation includes:

• Victorian OHS Act 2004 and OHS Regulations 2007
• NSW WHS Act 2011 and WHS Regulations 2011
• ACT WHS Act 2011 and WHS Regulations 2011
• QLD WHS Act 2011 and WHS Regulations 2011
• NT WHS (National Uniform Legislation) Bill 2011and WHS (National Uniform Legislation) Regulations 2011
• WA OHS Act 1984 and OHS Regulations1996
• SA WHS Act 2012 and WHS Regulations 2012
• Tasmanian WHS Act 2012 and WHS Regulations 2012
• Commonwealth WHS Act 2011 and WHS Regulations 2011

Codes of Practice (under all legislation other than Victorian)

Codes of Practice provide practical guidance to those who have duties or obligations under the OHS Act. They aim to provide easy to understand information on how to comply. This information, if applied appropriately, will mean those who follow it are deemed to have complied with their obligations under the OHS Act.

Compliance Codes (under Victorian legislation)

These are exactly the same as Codes of Practice but are called Compliance Codes under Victorian legislation.

Standards

Standards are published documents setting out specifications and procedures designed to ensure products, services and systems are safe, reliable and consistently perform the way they were intended to. They establish a common language which defines quality and safety criteria.

Standards can be guidance documents including:

• Australian Standards;
• International Standards and Joint Standards;
• Codes;
• Specifications;
• Handbooks; and
• Guidelines.

These documents are practical and don't set impossible goals. They are not legally binding unless called up specifically by a piece of legislation.

Guidelines

Guidelines provide practical guidance for complying with the legislation but are not legally binding.

Relationship between all these documents

• The Act is the overarching piece of legislation that needs to be complied with by all parties.
• The Regulations are made under the Act and are also legislation that needs to be complied with.
• Codes of Practice are not legally binding but compliance with a code will mean you are deemed to be complying with the legislation.
• Standards and guidelines provide practical guidance to assist with compliance but do not have any weight legally.

6. Obligationsof the Organisation

Even though ABMN is a national company that must comply with all of the WHS legislation outlined above the basic obligations under the legislation does not differ under each of the Acts. The organisation, must ensure they provide a workplace that is safe and without risks to health. In practice this means that the organisation, through its management, shall:

• Promote and nurturean organisationalculture that adopts health and safetyasan integralcomponentof its management philosophy.
• Ensure compliance with the provisions of the relevant minimum standards for occupationalhealth and safety.
• Maintain an effective mechanism for consultationandreporting as noted inthe legislation
• Maintain a process forresolving healthand safetyissues and responsiblymanaging hazards
• Identifyhealthandsafetytrainingneedsforappropriaterepresentativesandensuringthey are met.

The key duty holders under the legislation are:

• PCBUs – they have a duty to provide and maintain a working environment that is safe and without risks to health and safety.
• Workers – they have a duty to take reasonable care to ensure their own health and safety and that of others that may be affected by their actions and cooperate with the directions of their PCBU.

7. Key Responsibilities

Manager should:

Ensure that staff understand their WHS duties and are familiar with the WHS policy and safe work procedures. This may include:

• EncouragingstafftofamiliarisethemselveswiththeWorksafeOfficewise–AGuidetoHealth and SafetyManual (Jan 2006)which can be found on WorkSafe’s website.
• Ensuringthatthe existing workenvironment, equipment, processesand work practices donot expose staff to hazardsasidentified in the policy and guidelines.
• Identifyinghazardsintheworkarea,andcommunicatethesehazardstotheappropriate representativesinorder to mitigate/prevent any potentialhazardor risk.
• Communicatingincidentstotheappropriaterepresentatives (refer to section 12 of this policy)inatimelymannertofind ways of preventing them recurring.

Workers and Visitors should:

• Takereasonable careto protecttheir own safetyandhealth,and the safetyand health of others.
• Cooperatewiththeirmanagerandappropriaterepresentativestomaketheworkplace safe.
• Not interferewith any measuresestablished to ensuresafetyand health.
• Contributetotheestablishment,maintenanceandimprovementofhealthandsafety systems in the organisation
• Promote health and safetyin the workplace
• Reporthazards,incidents andinjuries thatoccurto the appropriate representatives.

WHS Team

The WHS Team can help provide advice and guidance in relation to WHS requirements across the organisation.

8. Consultation

Consultation needs to be a two-way exchange between PCBUs and workers that involves:

• sharing information about health and safety
• giving workers a reasonable opportunity to express their views, and
• taking those views into account.

Legal duties

In recognition of the benefits that regular consultation can bring all WHS legislation includes a requirement for all PCBUs to consult their workers on matters that will or are likely to directly, affect their health, safety or welfare.

The legislation also requires, if workers are represented by a health and safety representative (HSR), consultation must involve that HSR.

Consultation may occur in a variety of ways, including by setting up a health and safety committee or by holding regular meetings.

Why Consult?

By drawing on workers’ knowledge and experience, better decisions can be made about health and safety – and that means fewer workplace injuries.

Through talking about safety, PCBUs can become more aware of hazards in the workplace and workers can provide suggestions about how the work could be done safely.

Effective consultation can also lead to:

• more informed management decisions that take into account a wider range of ideas about health and safety issues in the workplace and how to fix them
• stronger commitment to decisions because everyone’s involved in reaching them
• a tried and tested way of dealing with health and safety problems
• more openness, respect and trust because PCBUs and workers have a better understanding of each other’s points of view.

Consultation should not be seen as just a legal requirement, but as an essential part of managing health and safety at work.

Consultation procedures

Consultation relating to WHS matters should occur regularly (e.g. as part of regular team meetings). The purpose of consultation is to identify and raise issues early so that they can be rectified prior to an incident occurring.

WHS consultation process:

• Issue is raised with WHS Team in writing (email is fine)
• WHS team to respond to the person raising the issue within 10 working days
• where possible issue to be rectified within 10 working days (or develop an action plan to deal with the issue as quickly as possible)
• actions to be recorded within 10 working days
• outcomes of consultation to be communicated to all workers within 10 working days (via WHS newsletter)

9. WHS Training

Legal duties

WHS legislation requires PCBUs to provide the following to:

• Workers - information, instruction, training and supervision to all workers to enable them to perform their work in a way that is safe and without risks to health
• HSRs – opportunity to attend initial HSR course and an annual refresher course
• Visitors – onsite safety induction (as required)

As a minimum all ABMN workers must complete the following training:

• Induction – run internally by HR this training provides workers with an overview of policies and procedures relevant to all workers working at ABMN
• Intro to WHS – run internally by WHS Team this training provides workers with an overview of WHS legislative requirements under relevant WHS Act, Regulations and Codes of Practice and consultative mechanisms in place at ABMN
• Hazard identification training – run internally by WHS Team and includes conducting completion of hazard identification form

In addition to the above, managers must complete WHS for managers – externally provided this training provides manager’s with an overview of their legal obligations under the WHS legislation.

In addition to this, workers may have access to specific training, coaching and mentoring assistance to facilitate achievement of WHS goals. This may include:

• Manual Handling – externally provided this training provides all workers with an overview of the most common hazards and risks associated with manual handling and the legislative requirements to help eliminate or reduce those risks.
• one on one time with WHS Officer in relation to hazard identification, risk assessment and risk control methods
• mentoring by a HSR to take on that role
• training on the use of the workplace assessment checklist
• coaching of legislative requirements relevant to individual

In order to take advantage of this, workers are required to discuss their needs with their manager and if relevant the manager WHS.

Health and Safety Representatives (HSRs) require additional training including:

• completion of HSR training course - externally provided this training provides HSR with the knowledge to undertake their duties as HSR at ABMN
• access to ongoing professional development sessions on request
• one on one coaching/mentoring with Manager, WHS

10. Common Hazards

Managershaveanoverallresponsibility toensurethat workersarenotexposedtohazards within their work environment. Acomplete list of office hazardscanbesourcedfromthe Worksafe Officewise–A Guideto HealthandSafetyManual(Jan 2006).

As most ABMN workers work remotely, prior to commencing work they are required to complete the Workplace Assessment Checklist to ensure their workplace is safe and without risks to health and safety. Some of the most common hazards that are likely to affect our workers are:

Manual handling

Manualhandlingreferstoanyactivity requiringtheuseofforce exertedbyapersontolift,push, pull,carryorotherwisemoveorrestrainsomething. Forthepurposeofthispolicy,manual handlingtaskscommonly performedin officesincludeliftingandcarryingboxes ofphotocopying paper;movingofficefurnitureandequipmentsuchascomputersandprinters;handlinglarge files,booksandlegaldocuments;prolongeddataentry; andopeningandclosingfilingcabinet drawers.Toeliminatetheriskofinjuryfrommanualhandling,allstaffmustcomplywiththe manual handling safetyguidelines.

Musculoskeletal disorders (MSD)

MSDisa collectivetermforarange ofconditionscharacterisedby discomfortorpaininmuscles, tendons andother soft tissues,with or withoutvisible symptoms. MSD are usuallyassociatedwith tasksinvolvingrepetitivemovement,sustainedorunnatural posturesorforcefulmovements.To alleviatetheriskofMSD,workersareadvisedtotakeshortpausesfromworkfrequently. Such pauseswill depend on the natureof work the worker undertakes.

Stress

Stressinthe officeenvironmentisoftenassociated withworkersfeelingunabletocope and unsupportedwhichmayleadtoillness,injuryandjobfailure. Stressreactionsmayalsoarise frommonotonouswork, performingworkthatgoesagainstpersonalorsocialstandards, unpredictable, longorunsocial workinghours, workersbeingunableto participate in decisions abouttheirworkorcontrolhowtheydoitandenvironmentalconditions. Ifa workeris experiencinganyoftheabove,they areencouragedtodiscusstheissuewiththeirimmediate managerto seekresolution

Bullying

Workplacebullyingisrepeatedunreasonablebehaviourdirectedtowardsa workerorgroupor workersthat placestheirhealthorsafetyatriskandislikelytovictimise,humiliate,undermineor threaten them.

Bullyingusually comesfromasourceinsidetheworkplaceandthebullyingmaybeworkerto worker;PCBUto a worker orgroupof workers;agrouptoanindividual oranother group; orclients andcustomers to workers.

Thefollowingtypesofbehaviouraresomeexamplesofwhatconstitutesbullying. Notethatthis is not an exhaustive list:

• verbal abuse, excluding orisolating particular workers,harassment orintimidation;
• assigningmeaninglesstasksunrelatedtotheworker’sjobortasksthatareimpossiblefor the worker to successfullycomplete;
• changing work rosters with the deliberate intention of inconveniencingparticularworkers;
• intentionallywithholdinginformationthatpreventsaworkerfromeffectivelycarryingout the job; and
• unreasonable threats ofdismissal

Workersof thecompanywhobelievethey havebeen subjectedtoworkplace bullyingare encouragedto raisethegrievanceinaccordancewithABMN’sgrievanceprocedurelocatedonthe intranet. ABMN appliesthe principlesofconfidentiality, fairness,novictimisationandtimelinessin relation to allraised grievances including workplace bullying.

Cyberbullying

Cyberbullying referstobullyingthroughinformation andcommunicationtechnologiessuchas mobilephonetextmessages,emails,phonecalls,internetchatrooms,instantmessaging and social networkingsites.Examplesof Cyberbullying include (but are not limited to):

• maliciousorthreateningemailsorSMScommunicationstoanindividual’sphoneoremailaddress;
• electronic communications that feature offensive content such as explicit images or jokes/comments about ethnicity,religionor sexual preference;
• electroniccommunicationsaimedatcorrectingandprovidingfeedbacktoanindividual that arecopiedtoagroupwiththeintent ofpublically shamingordemeaningthe individual;
• malicious or threatening comments about an individual posted on blogs or social networking sites;
• sharingembarrassing, offensive or manipulative imagesor videosof an individual;
• screen savers ordesktopbackgrounds featuring offensive content.

Workersofthecompanywhobelievethey havebeen subjectedtocyberbullyingare encouragedto raisethegrievanceinaccordancewithABMN’sgrievanceprocedurelocatedonthe intranet. ABMN appliesthe principlesofconfidentiality, fairness,novictimisationandtimelinessin relation to allraised grievances including cyberbullying.

Lighting

Goodlightingandqualityoflightingisessentialtoseeclearlyandtoperformtaskssafely. The qualityand type of lightingat ABMN has been taken into account in the design of the building. Shouldanworkerhaveanissuewiththelightingintheoffice,pleasecontactABMN’sHuman ResourcesCoordinatorwhowillorganiseaspecificmeasuretesttodetermineifthelighting requires adjustment.

Noise in the workplace

Noisewithintheoffice environmentcan originatefrominternalorexternal sources. Where noise hasbeenidentifiedasa hazard,therelevant WHS regulations shouldbefollowedtoidentify,assessandcontrolexcessivenoise levels. Shoulda worker haveanissuewiththenoiselevelintheoffice, pleasecontactABMN’sWHS Manager.

WorkstationDesign

All employees of ABMN must conduct an ergonomic assessment of their workstation prior to commencement of employment. It is important to ensure workersknow how to adjust theirchairsand arm reststo suit requirements(i.e.,isthesurfacesetjustbelowyourelbowheight). Guidelinesforthecomplete setupofyourworkstationincludingtelephones, computers,keyboardsetccan beobtainedfrom ABMN’sIntranet.

HousekeepingIssues

• Walkwaysshouldbekeptclearofobstructionsatalltimestoeliminatetheriskoftripping orfalling.
• Storageofcleaningproductsshouldbedonesoinanappropriatecontainerwithclearly visible labels. Suchsubstancescan be considered extremely harmful shouldan accident occur.
• Wastepapershould be disposed of in the recyclingbinslocated on levelsone and twoof the building.These bins are emptied ona nightlybasis.
• FoodHygieneshouldbemaintainedatalltimes. Oldfoodinthefridgenotonlycauses unwantedodoursbutcanintroducebacteriaintothefridgestoragearea. All foodleft in thefridgewill bedisposedofbyABMN’scleanerevery Friday afternoon. Staffareadvised to remove/retrieve such items priorto the cleanerdisposing ofremaining food
• Slips,TripsandFallsareamajorsourceofofficeinjuries. Promptcleanupofoffice spillscan help avoid the prevalenceof suchaccidents. If a worker hasmade a small officespill,theindividualisrequiredto cleanthearea. Shouldamajorspill needtobe cleaned,please contactABMN’sHumanResourcesCoordinatorwho willactionthe necessary.
• Smoke-Freeworkplace-TheCompanyenforces asmokefreeworkingenvironment.Employeeswhowishtosmoke willbeexpectedto beresponsibleandreasonablein taking breaks.
• UseofVDUequipment-Anystaffmemberexperiencingeyeproblemsassociatedwith theuseoftheVDUequipmentinthecourseoftheirdutieswith thecompany should contacttheHuman ResourcesCoordinator. If deemednecessary theHuman Resources Coordinator willcarryout aworkplace assessmenttoascertainthenatureoftheproblem and rectifythe issue.

11. Risk management

The risk management process consists of four main stages:

Stage 1 - Hazard identification

This is the process of identifying all situations or events that could give rise to injury or illness. It generally involves consideration of the type of injury or illness possible, (for example musculoskeletal disorders (MSD)) and the situations and events that could create potential for the injury or illness (for example, prolonged bending over a low desk during a collating task). When a hazard is identified, a worker must complete a Hazard Identification form as outlined in part 12 of this document.

Stage 2 - Risk assessment

This process determines whether there are any risks associated with the identified hazards. This generally involves consideration of the nature of exposure to the hazards, including the frequency and level of exposure, pattern of exposure (continuous or intermittent) and adequacy of any existing risk control measures.

Stage 3 - Risk control

This process determines and implements appropriate measures to control risk.Factors that are assessed as posing an increased risk are required by legislation to be controlled so far as is ‘reasonably practicable’.

The objective of all WHS legislation is to eliminate at the sourcerisks to the health, safety and welfare of persons at work.

If risks cannot be eliminated, WHS legislation requires that they be reduced so far as is reasonably practicable. You could use one or more of the following methods:

• substitution of the hazard with something posing a lower risk;
• isolation – for example, enclosing the hazard; or
• engineering control – for example, a mechanical aid.

If a risk to health and safety remains after the above methods have been used, administrative controls, for example work procedures and training, should be applied and, if relevant, personal protective equipment should be worn.

To adequately assess and manage risks please refer to Risk Management Plan and Risk Treatment Plan that can be found on our intranet.

Stage 4 - Evaluation of control measures

This means checking to see whether the introduced changes reduce the risk previously assessed. It may involve repeating the process of hazard identification, risk assessment and risk control to ensure that all risks to health and safety from a particular hazard have been controlled as far as practicable. This depends on the hazard, the nature of the assessed risks and on the control measures used. Where the evaluation of risk control measures reveals some remaining risk, the process continues until risk is minimised as far as reasonably practicable.