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Risk Management & WHS for Sport, Fitness & Recreation
1
BSBRSK401 Identify risk and apply risk management processes
HLTWHS001 Participate in workplace health and safety
Ask yourself these questions…
❖Are staff trained to handle accidents / emergencies?
❖Does the club have a regular maintenance schedule?
❖Does the staff acquaint all new members with the proper usage of the exercise equipment?
❖Does the membership agreement contain a release outlining the inherent dangers involved in ‘working out’?
❖Do the staff act immediately when a piece of equipment is broken or damaged?
❖Is there always at least one staff member on duty who is trained in First Aid and CPR (water related rescues if applicable)?
❖Are safety signs placed at various places throughout the facility?
❖Are there established Emergency Action Plans in the facility?
❖Is the facility kept clean and tidy (especially change rooms)?2
Relevant Legal and Risk Management Concerns
• Pre-activity health screening of clients
• Utilisation of screening results
• Development of physical activity (PA) recommendations & parameters for training
• Instruction and Supervision of PA
• Emergency preparations and timely fulfilment of the services required
Herbert & Herbert, 2005
3
Laws & Regulations
• Consumer protection and trade practices
• Commercial Laws
• Taxation Laws
• Insurance and superannuation
• Industrial relations
• Equal Employment Opportunity and Anti-Discrimination
• Contract Law
4
Types of Contracts
• Participants
• Funding
• Sponsorship
• Employment
• Service and/or supply of goods and services
• Preferred providers
• Licences
• Trademarks/branding
• Franchise
5
Incident
A single occurrence or event which may happen casually
Accident
An unintentional occurrence that usually results in harm, damage or
loss6
Negligence
• Negligence
• Failure to conform one’s conduct to a generally accepted standard of duty (Herbert & Herbert, 2002)
• What constitutes negligence?
• Duty of Care
• Breach of the Duty
• Proximate Cause
• Injury
7
Duty of Care
• Who is responsible?• Employers
• Persons in control of a workplace
• Self-employed persons
• Employees
• Manufacturers, Importers and Suppliers
8
Duty of Care
• Take all reasonably practicable steps to protect the health, safety and welfare at work of the employer’s employees and third parties
• Provide and maintain• A safe work environment
• Safe systems of work
9
Duty of Care
• Use equipment in accordance with instruction, consistent with its safe and proper use
• Not to create or increase risk to another person
• Cooperate to extent necessary to enable one to fulfil duty
10
Definitions of Risk
• The chance of something happening
that will have an impact upon
objectives. It is measured in terms of
likelihood and consequences.
• The potential to lose something of
value. The loss may be physical,
mental, social or financial.
11
Risk
The likelihood that a hazard will actually cause harm
Hazard
Something that has the potential to cause harm
12
Hazards
• a source of potential harm, or
• a situation with a potential to cause loss
• Likelihood
• used as a qualitative description of probability or frequency
• Frequency: the rate at which an event occurs
• Probability: the rate of a possible event expressed as a fraction of
the total number of events
• Near miss
• any event or incident which, in other circumstances, may have
resulted in an injury to a person, damage to property or some
other negative impact on the organisation or the community
13
Risk: Areas of Impact
• Asset and resource base of the organisation and
including personnel
• Revenue and entitlements
• Costs of activities both direct and indirect
• People/community
• Performance
• Timing and schedule of activities
• The environment
• Intangibles such as reputation, goodwill, quality of life
• Organisational behaviour
14
A combination of the probability of an event
and its consequences
A proactive systematic analysisof one’s business, finances, facilities and
their related programs and services
Risk Management
19
Risk Management
• the culture, processes and structures that are directed
towards the effective management of potential opportunities
and adverse effects
Risk Assessment
the overall process of risk analysis and risk evaluation
Risk Management Process
systematic application of management policies, procedures
and practices to the tasks of establishing the context,
identifying, analysing, evaluating, treating, monitoring and
communicating risk. (Marchese & Hill, 2005, p. 286)
20
Risk Management
• Involves the following:
• A deliberate focus
• Proactive thinking
• Balancing the cost and benefits
• Contingency planning
• What is the difference between proactive
and reactive risk management?
21
Five Basic Steps in Risk Management
• Identify the Risks
•Assess the Risks
•Eliminate or Reduce the Risk
• Implement the Plan
•Evaluate and Modify the Plan
22
Risk Management
Identification of risk within an activity
Risk Analysis
Handling of the risk (Risk Management)
Monitoring of the risk
Analysis of the activity where the problem is
identified
The assessment of the magnitude of the risk
Evaluate risk treatment options and eliminate or
control the risk
Implementation of an ongoing plan of management
which reviews risk
Marchese & Hill, 2005, p. 28623
Risk Analysis
• a systematic use of available information to
determine how often specified events may occur
and the magnitude of their consequences. Risk
analysis of activities applies to:
• support equipment
• personnel (client, staff, onlooker) safety
• environmental impact
• processes
25
Risk Identification
• The process of determining what can happen,
why and how
• Processes for risk identification include but are
not limited to
• drawing on expertise from within the organisation,
e.g., brain storming, questionnaires, audits, physical
inspections, records of accidents and "near misses"
• drawing on expertise from outside the organisation,
e.g., professional consultants, industry specialists,
publications, case studies, media, systems analysis
26
Sources of Risk
• Commercial and legal relationships between the
organisation and other organisations, e.g., suppliers,
subcontractors, lessees
• Economic circumstances of the organisation, country,
internationally as well as factors contributing to those
circumstances, e.g., exchange rates
• Human behaviour of both those involved and those not
involved in the organisation
• Natural events
• Political circumstances including legislative changes and
factors which may influence other sources of risk
27
Sources of Risk
• Technology and technical issues both internal and
external to the organisation
• Management activities and controls
• Individual activities
• Alternatively, sources of risk may be
• internal and subject to the organisation's control
(e.g., group management, equipment failure)
• external and not under the control of the
organisation (e.g., natural events, bankruptcy of
subcontractor)
28
Variety of Risks
• Diseases affecting humans, animals and plants
• Economic perils
• Environmental
• Financial
• Human perils
• Natural perils
• Work health and safety
• Product liability
• Professional liability
• Property damage
• Public liability
• Security
• Technology
29
Categorising Risks
❖Financial Risks
Insurance
• Income protection
• Professional indemnity ($2 -$5 m)
• Public liability ($10-$20 m)
• Worker’s compensation
• Business risk insurance
Checks and Balances
• Bookkeeping and Accounting
• GST / Tax Management Accounts
• Computer software assistance
❖Personnel-Related Risks❖ Instruction – Related Risks
❖Supervision – Related Risks30
Personnel
✓Qualifications & Certifications▪ Reference Checks and Auditions
▪ Quality of training
▪ PTs file class action lawsuit against training organisation (USA, March 2007):
▪ Trend in USA: PTs must have Uni degree and/or 1-2 certifications; DE programs unacceptable; must pass in-house exam; State licensing of PTs.
▪ Customer Service / Marketing Initiative: Showcase the experience and education of your PTs
▪ Peak Body Registration
▪ Ability to work with various clientele
✓Contractor or Employee▪ Contractor: may have less affiliation / loyalty to Centre
▪ Employee: possibly more loyal and ‘ownership’
✓Regular In-Service Training31
Instruction
➢Qualifications & Registration
➢Various Clientele
▪ Children
▪ Older Adults
▪ De-conditioned
▪ Cardiac Rehabilitation
▪ Orthopaedic Rehabilitation
▪ Other Unique Cases
32
Supervision
➢SBWA: adaptation of MBWA
➢Supervision by Wandering Around
➢Management by Wandering Around
➢Reading a magazine is NOT supervising
➢How much can the instructor ‘see’?
33
Categorising Risks
❖External Risks (threats): difficult to prevent❖Recessions, depression, inflation
❖Limited supply, decreased demand
❖Federal or state requirements
❖Unfavourable legislation
❖Facility – Related Risks
❖Equipment-Related Risks
34
The Facility and the Equipment
❖Inadequate maintenance
❖Improper design
❖Defective Products
❖Inadequate signage
All personnel should look
carefully at the facilities.35
Facility Design and Equipment Maintenance
❖Facility Design
▪ Access
▪ Ventilation
▪ Flooring
▪ Surveillance
▪ Amenities
❖Equipment Maintenance
▪ Hygiene
▪ Design
▪ Cables
36
Equipment / Safety / Maintenance Checks
• Make sure staff are aware of cleaning and maintenance
schedule
• All staff should be involved in assessing equipment
maintenance procedures
• Maintenance plans should be developed in consultation with
staff members who use the equipment
• Specific checklists of equipment and facilities should be
developed to assist scheduled inspections
• Records of inspections and maintenance should be kept and
used for future reference
• Make sure staff are aware of how to conduct safety/
maintenance checks on equipment
37
Legal Case❖How to save $1m
❖Paraplegic awarded $1m in damages over diving accident because the signs did not say that diving was dangerous!
No Diving
Shallow Water
Injury or Death
Could Occur42
Common Areas to Consider for Most Fitness Activities
• Health threats (MRSA)
• Screening
• Checking clients before participation
• Release or waiver
• Informed consent
• How and where the activities are completed
• Inspection of area prior to activities
• Drills or exercises
• Equipment used
• Supervision
43
Hygiene Threats• “Boxercise gloves,” contain species of bacteria, often
linked to infections.
• Sweaty residue on gym equipment, particularly the machines often used by several people in quick succession, can harbor streptococcal infections and even candida, a germ linked to problems in the intestines and bowel.
• Catching the Herpes virus also a risk if the sweat of an infected person gets onto gym mats or other surfaces. It isn’t sweating itself that’s the problem, but the bacteria.
• MRSA (methicillin-resistant Staphylococcus aureus)• One in three people carry staph on their skin.
44
Hygiene Promotion
• General practices
• Practice good hygiene (e.g., keeping your hands clean by washing with soap and water or using an alcohol-based hand sanitizer and showering immediately after participating in exercise);
• Avoid sharing personal items (e.g. towels, razors) that come into contact with your bare skin;
• Use a barrier (e.g. clothing or a towel) between your skin and shared equipment such as weight-training benches.
45
Hygiene Promotion
• Precautions for avoiding MRSA :
1. Spray the handles of cardio equipment both before and after use with a cleaning spray and paper towels.
2. Use a towel between you and the bench when lifting weights and between you and hand weights when weight training,
3. Carry an alcohol-based hand sanitizer and use it between machines when circuit training.
4. Bring your own yoga mat.
5. Wash your own gym clothes at home in hot water and a hot dryer after every work-out.
46
Case Studies
❖Group Cycling Class
❖Avoid overcrowding
A Philadelphia area fitness centre retrofitted a room with bikes ½ metre apart; member lost balance, fell into the next bike and started the ‘domino’ effect
Outcome -> broken ankle and lawsuit
Lesson: lower ‘real estate’ formula and focus on safety / comfort
❖Lighting in room
▪ Cycle instructor shared with me the story that major chain fitness centre had low light to increase the ‘mood’ for the class; she could not see their faces to assist in monitoring the intensity and reaction
▪ Her client service / safety: At given points in class, she raises the lights to see faces of members to see ‘how they are going’.
▪ How much do you compromise safety for ‘ambience’?
47
Case Studies
❖Music / Noise Levels
• According to the ACSM Health/Fitness Facility Standards and
Guidelines, noise levels should never go above 90 decibels ~
ongoing exposure to levels in excess of 90 decibels can cause
hearing damage. Group exercise rooms / classes may go between
80-90 db ~ some clubs get as high as 120 dB which is close to the
levels of noise of a jackhammer.
• Other implications: Instructors are suffering voice damage from
shouting over the music!
• What kind of music are you playing?
• There may not be any direct ‘risk’ per say - except that if
members don’t like the music or the level of music - you risk
losing that client.
48
Case Studies❖Gym Keys as ‘Collateral’
• ACT 2002: Member sought compensation for $649 after gym ‘lost’
key (used to exchange for locker key). Gym refused to pay for
replacement. She wanted to cancel membership but she would
have to pay $70 cancellation fee. After cancelling, gym continued
to deduct an extra monthly fee. Gym sent her voucher for mistake
but still had not compensated for lost keys.
• Implications: Sets unpleasant example of fitness industry as $649 =
one new membership. Bad PR for industry as a whole for it was in
local newspaper.
49
Case Studies❖Participant’s knowledge
❖ Fall from Treadmill Results in Injury and
Litigation” (Corrigan v. Musclemakers Inc
686N.Y.S.2d 143, 1999)
• 49 yo sedentary ‘newcomer’ client never
used a treadmill. PT put client on TM at
3.5 mph for 20 min and left her
unattended. She was thrown from
treadmill, suffered broken ankle
• Client claimed to have no instruction
from personal trainer on how to adjust
speed, stop the belt or operate the panel
❖ It could have been avoided by …
❖Specific in-house training on equipment
❖Come and try sessions for members that
are focused on education more than the
‘training’ effect
❖Supervise clients during ‘break-in’ period
– especially for the ‘novices’ to the gym 50
Case StudiesGroup Exercise Instructor / Participant Ratio
❖How many times have you seen 1 instructor and 60-70 members in group exercise class?
❖ If high level activity, have ‘spotters’ throughout the room.
Breastfeeding of babies in Fitness Centre complex
❖ Two members wished to breastfeed in small kitchen area at
Centre but was not allowed as per membership conditions
❖ Members opposed and expressed objections to the media
❖ Negative publicity occurred (front page headlines, etc.)51
Case Studies• Cooling Off Periods
• The person signs the contract and then doesn’t come in by day 6 (if it is a 7-day cooling off period)
• Do you ring and find out why they haven’t show up and remind them tomorrow is the last day of their cooling off period OR take advantage of the fact that they didn’t come in and forgot about the cooling off period?
• Scheduling of New Client• Ask your new members if they would prefer a male or female
trainer during their orientation or first workout?
• Change rooms• How often are they cleaned especially the showers?
• Are they private or ‘gang’ showers? [relates to facility design)
52
Risk Evaluation
• the process used to determine risk management priorities by comparing the level of risk against predetermined standards, target risk levels or other criteria
• Risk Evaluation Criteria • may include predetermined standards, target risk levels or
other criteria
• factors relevant to the establishment of criteria are determined through
• legislation
• regulations
• Australian Standards
• organisational policies, aims and objectives
• operating procedures and guidelines
53
Risk Register
• a register of all identified risks and documentation of the
strategies/plans in place to deal with any event/incident which
might occur
• includes
• source
• nature
• existing controls
• likelihood and consequences
• initial rating
• vulnerability to external/internal factors
54
The outcome of an event expressed
qualitatively or quantitatively, being a
loss, injury, disadvantage or gain.
There may be a range of possible outcomes associated with an event.
Consequences
55
ConsequencesLevel Descriptor Example of Description
1 Insignificant No injuries, low financial loss
2 Minor First aid treatment, on-site release immediately contained, medium financial loss
3 Moderate Medical treatment required, on-site release contained with outside assistance, high financial loss
4 Major Extensive injuries, loss of production capability, off-site release with no detrimental effects, major financial loss
5 Catastrophic Death, toxic release off-site with detrimental effect, huge financial loss
56
Likelihood
Level Descriptor Description
A Almost certain Is expected to occur in most circumstances
B Likely Will probably occur in most circumstances
C Possible Might occur at some time
D Unlikely Could occur at some time
E Rare May occur only in exceptional circumstances
57
Sources of Information on Likelihood and Consequences
• Past records
• Relevant experience
• Industry practice and experience
• Relevant published literature
• Test marketing and market research
• Experiments and prototypes
• Economic engineering or other models
• Specialist or expert judgements
58
Techniques for analysing the likelihood and consequences of risks
• qualitative, based on
• how severe the potential risk may be (severe, high,
major, significant, moderate, low, trivial)
• the likelihood of the risk happening (almost certain,
likely, moderate, unlikely, rare)
• the consequences of the risk (extreme, very high,
medium, low negligible)
• quantitative
• combined method (combined qualitative and
quantitative)
59
Risk Level Matrix
LikelihoodRare Unlikely Possible Likely Almost
Certain
Catastrophic
Major
Moderate
Minor
Insignificant
Consequence
From Risk Management Workbook © 2003, ACT Government & Evalua Pty Ltd60
Risk Treatment
• selection and implementation of appropriate options for dealing with risk
• Five treatment options
• Avoid the risk
• decision not to become involved in a risk situation
• Reduce the risk
• application of appropriate techniques and management principles to reduce likelihood of an occurrence and/or its consequences
• Transfer the risk
• shifting the responsibility or burden for loss to another party through legislation, contract, insurance or other means
• Finance the risk
• fund risk treatment and the financial consequences of risk
• Retain the risk
• intentionally or unintentionally retaining the responsibility for loss, or financial burden of loss 61
Emergency Action Plans
❖Detailed action on what to do during an emergency
❖What kind of different scenarios could occur
❖Fire
❖Bomb scare
❖Heart attack – life threatening injury
❖Civil disorder
❖Chemical leak (e.g., chlorine)
62
Risk Management Strategies
➢Promote a healthy workplace culture
➢Operational systems including:➢Health and safety practices and procedures
➢Appropriate signage
➢Emergency management, including first aid
➢Preventative maintenance
➢Contingency plans
➢Hazardous material delivery, storage and handling (OHS,
Standards Australia)
63
Risk Reduction Tactics❖ Hiring qualified and registered personnel
❖ Frequent in-service training programs
❖ Communicating the risk management plan
❖ Knowledge of, and adherence to, applicable legislation and industry standards
❖ Documentation and retention of important materials, information, and forms
❖ Adherence to all important and relevant documents
❖ Monitoring advertising and public relations
❖ Knowledge of the risks associated with participants, activities, and environments
❖ Regular facility, equipment and procedures audits
❖ Adoption and implementation of an Emergency Action Plan
❖ Adoption and implementation of a Crisis Management Plan
❖ Proper use of warnings and signage
❖ Conduct regular audits
64
Putting It All Together:The Process
• Identify factors that contribute to risk
• Review information about the risk
• Estimate likelihood and severity of the risk
• Consider the actions necessary to eliminate or control the risk
• Keep records to ensure that the risk within the activity is eliminated or controlled
65
Risk Audit
➢process by which an attempt is made to identify,
verify, record, measure, analyse and report the range
of risks that may be present in a given situation
➢Key aspect is to identify risks
66
Benefits of Audits
➢Identification of unsafe features/conditions
➢Review of systems, equipment, practices, procedures
➢Evaluation of the effectiveness of systems
➢Improved communications
67
Principle Components of Audits
• Planning
• On-Site Audit
• Post Audit
68Reference: http://www.leoisaac.com/ris/ris027.htm
Principle Components of AuditsPlanning
• Setting the scope of the risk audit i.e. what is the situation to
be audited?
• Determining the method for gathering information (interview
staff, make observations using a checklist, etc)
• Developing checklists and procedures for the auditing process
to ensure the process is thorough
• Developing interview questions, as interviewing people is a key
aspect of risk auditing
• Arranging site visit(s) and interviews
69Reference: http://www.leoisaac.com/ris/ris027.htm
Principle Components of AuditsOn-Site
• Briefing organisation personnel to be involved in the audit
process
• Conducting site visit and utilising checklists and
procedures to observe risk controls in place, or not in
place
• Conducting interviews with organisation personnel and
probing for knowledge of risk management procedures
• Checking existence of policy and procedures which may
have an effect on risk management
• Reviewing accident and injury logs
• Summarising main findings
• Providing organisation personnel with an exit interview
70Reference: http://www.leoisaac.com/ris/ris027.htm
Principle Components of AuditsAfter the Audit
• Analysing information gathered as a result of the
use of checking procedures
• Analysing information gathered as a result of
interviews
• Preparing a register of risks and evaluating
probability and severity of each identified risk
• Preparing a report (draft) on risks identified and
suggesting strategies for dealing with risks
• Providing a report and feedback to organisation
• Arranging for a meeting to continue next step in
the process
71Reference: http://www.leoisaac.com/ris/ris027.htm
Minimising Liability
• Ensure correct instruction is given pertaining to technique, tempo, etc and be aware of competence of participants
• Ensure paperwork is completed and in order e.g. participation forms, waivers, medical clearance (where necessary)
• Ensure clients are visible at all times
• Have awareness of environmental factors e.g. weather-rain, heat, humidity and medical conditions which may be exacerbated by the activity
• Ensure participants have access to rest room and drinking water facilities
72
A Risk Management Plan
➢reduces the potential for litigation
➢satisfies the customers and
the employees ultimate expectation.
74
The Risk Management Plan
➢Who is responsible for risk management?
➢Who will write the plan?
➢Who will identify, analyse and evaluate the risks?
➢Who will monitor and review the plan?
75
Benefits of Having a Risk Management Plan
➢Better protection of assets
➢Fewer and less serious injuries to members
➢Reduced likelihood of undesirable and costly surprises
➢Better strategic outcomes
➢Possible reductions in insurance premiums
76
Documentation• Includes assumptions, methods, data sources and results
• Reasons for documentation
• To demonstrate the process is conducted properly
• To provide evidence of a systematic approach to risk
identification and analysis
• To provide a record of risks and to develop the organisation's
knowledge database
• To provide decision-makers with a risk management plan for
approval
• To provide an accountability mechanism and tool
• To facilitate continuing monitoring and review
• To provide an audit trail
• To share and communicate information
77
Some Contents of aRisk Management Plan
➢Policies and procedures➢General
➢Specific (WHS)
➢Risks ➢ Financial Risks
➢ Facilities and equipment Risks
➢Personnel-Related Risks
o Instruction
o Supervision
o Staff education
➢External Risks
➢Inspections / audits
➢Emergency action plans
➢Forms
78
Forms to Include• Accident Report Form
• Chemical Safety Checklist
• Emergency Evacuation Procedure
• Employee Training Record Form
• Incident Report Form
• Hazardous Substance Register
• Incident Report Form
• Job Safety Analysis Form
• Manual Handling Checklist
• OHS Responsibilities • Contractors • Employee• Management
• Record of Attendance & Content - Training
• Return to Work Plan
• Policy • Drugs & Alcohol • EEO and Harassment • Non Smoking • Return to Work • Safety • Skin Protection
• In-Service Meeting Minutes Template
• Subcontractor Checklist
• In-Service Training Schedule
79
Contingency Plan
• Ensure all participants are catered for (sufficient space and equipment)
• Make sure participants are aware of the plan, should something go wrong e.g. adverse weather conditions or injury
• Make sure all participants are catered for (quantity- if there are too many for one instructor “legally” have a back up on call)
• Make sure risk assessment has been done on activities, have lower intensity/ higher intensity options for those participants of higher competence
• Have necessary emergency numbers close at hand
80
In Summary …Minimising the Reduce of Risk in
Common Activities
• Warn participants of risks
• Give correct instruction
• Check equipment
• Observation
• Environmental hazards
• Competence
81
Compliance Issues
➢Code of Practice➢Fitness Industry Code (State Based)
➢Office of Fair Trading
➢Insurance
➢Standards Australia
➢Security and Privacy
➢Legislation
83
Legislation
• Work Health and Safety Act 2011
• Codes of Practice (some states are legislative)
• Scaffolding and Lifts Act
• Machinery Act
• Dangerous Goods Act
84
WHS Legislation depends on State and Territory Legislation
and Requirements
• common law duties to meet the general duty of care
requirements
• requirements for the maintenance and confidentiality
of records of occupational injury and disease
• provision of information, induction and training
• regulations and approved codes of practice relating
to hazards present in work area
• health and safety representatives and health and
safety committees
• prompt resolution of health and safety issues85
Workers Compensation
• Insurance based on contract of
employment/service
• Display rehabilitation policy/notice
• Nominate and display rehab coordinator (pivotal
role between employee, provider, insurer and
supervisor)
• Display worker’s comp claim summary (claim
procedures)
86
Work Health & Safety Act 2011
• legal rights and responsibilities for an employee
• Rights• To have a safe working environment provided by
their employer according to WHS legislation
• Responsibility• To maintain the safe working Environment by
following rules, safe systems of work and procedures according to OH&S legislation.
87
Ways to Manage WHS
• Policies
• Procedures
• plant and equipment maintenance
• hazard identification
• risk assessment and control
• work health and safety instruction
• training and provision of work health and safety information
88
WHS Committees
• forum where health and safety problems in the work place can be identified and resolved
• where safe systems and procedures can be developed and monitored
89
Organisational WHSPolicies and Procedures
• WHS audits and inspection reports
• Equipment usage logs
• Health surveillance and workplace environmental monitoring
records
• Records of instruction and training
• Manufacturers and suppliers information, including Material
Safety Data Sheets and dangerous goods storage lists
• Hazardous substances registers
• Maintenance reports and testing reports
• Workers compensation and rehabilitation records
• First aid/medical post records
90
Organisational WHS Policies and Procedures
• Hazard identification
• Risk assessment, selection and implementation of
risk control measures
• Incident (accident) investigation
• WHS audits and safety inspections
• Consultative arrangements for employees in work
area
• Hazard reporting procedures
• Safe operating procedures/instructions
• Use & care of personal protective equipment
91
Organisational WHS Policies and Procedures
• Emergency & evacuation procedures
• Purchasing policy & procedures
• Plant & equipment maintenance & use
• Hazardous substances use and storage
• Dangerous goods transport & storage
• WHS arrangements for on site contractors, visitors
and members of public
• First aid provision/medical practitioner contact &
attention
• Site access
92
Workplace Procedures
• Arrangements for how workplace activities are to be done
• May be formally documented or communicated verbally
• General to the management of the organisation such as:
• job procedures and work instructions • maintenance of plant and equipment • purchasing of supplies and equipment
• counselling/disciplinary processes
93
Workplace Procedures• Specific to workplace health and safety, such as
• providing work health and safety information • consultation and participation
• emergency response• housekeeping• specific hazards: identifying hazards, e.g.,
inspections• incident investigation
• assessing and controlling risks• personal protective equipment• Work health and safety training and assessment• Work health and safety record keeping• reporting work health and safety issues
• Work health and safety issue resolution
94
Workplace Housekeeping
• can eliminate some workplace hazards and help get a job done safely and properly
• Poor housekeeping can frequently contribute to accidents by hiding hazards that cause injuries. If the sight of paper, debris, clutter and spills is accepted as normal, then other more serious health and safety hazards may be taken for granted.
95
Reference: Canadian Centre for Occupational Health and Safety. ONLINE:
https://www.ccohs.ca/oshanswers/hsprograms/house.html
Workplace Housekeeping
• keeping work areas neat and orderly
• maintaining halls and floors free of slip and trip hazards
• removing of waste materials (e.g., paper, cardboard) and other fire hazards from work areas
• requires paying attention to important details • layout of the whole workplace
• aisle marking
• the adequacy of storage facilities
• maintenance.
• basic part of accident and fire prevention.
96
Reference: Canadian Centre for Occupational Health and Safety. ONLINE:
https://www.ccohs.ca/oshanswers/hsprograms/house.html
Good Housekeeping Program
• identifies and assigns responsibilities for the following:
• clean up during the shift
• day-to-day cleanup
• waste disposal
• removal of unused materials
• inspection to ensure cleanup is complete
97
Reference: Canadian Centre for Occupational Health and Safety. ONLINE:
https://www.ccohs.ca/oshanswers/hsprograms/house.html
Elements of Effective Workplace Housekeeping
• Dust and Dirt Removal
• Employee facilities
• Surfaces
• Maintain light fixtures
• Aisles and stairways
98
Reference: Canadian Centre for Occupational Health and Safety. ONLINE:
https://www.ccohs.ca/oshanswers/hsprograms/house.html
• Spill control
• Tools and equipment
• Maintenance
• Waste disposal
• Storage
Reducing the Risk of Manual Handling Injuries
• providing safe work procedures, instruction, training and supervision for manual handling work activities.
• employing professional moving people or use lifting equipment such as lifts or trolleys to move heavy gym equipment for cleaning or re-location.
• ensuring employees do not work long shifts - due to the physical nature of instructing in a gym physical fatigue is common
• re-organise work tasks to reduce the manual handling involved
• ensure the workplace layout allows employees enough space to move and work safely.
99
Fatigue
• feeling of weariness from bodily or mental exertion; and feeling tired, drained and exhausted
• influences an individual’s physical, mental and emotional state, which may result in less alertness, accompanied by poor judgment, slower reactions to events and decreased motor skill
100
Reference: WorkCover NSW Driver Fatigue Management – A Guide to Managing
Driver Fatigue in the Long Haul Trucking Industry (February, 2006)
Fatigue
101
Australia Safety and Compensation Council. (2006). Work-related Fatigue: Summary of Recent Indicative
Research. ONLINE:
http://www.safeworkaustralia.gov.au/sites/SWA/about/Publications/Documents/420/WorkRelated_Fatigue_Indicativ
e_Research_2006.pdf
An analysis of the dimensions of fatigue in relation to their causal factors, along
with a similar analysis of these related states
Fatigue
102
Australia Safety and Compensation Council. (2006). Work-related Fatigue: Summary of Recent Indicative
Research. ONLINE:
http://www.safeworkaustralia.gov.au/sites/SWA/about/Publications/Documents/420/WorkRelated_Fatigue_Indicativ
e_Research_2006.pdf
An analysis of the dimensions of fatigue in relation to their causal factors,
along with a similar analysis of these related states
Fatigue
103
Australia Safety and Compensation Council. (2006). Work-related Fatigue: Summary of Recent Indicative
Research. P. 7 ONLINE:
http://www.safeworkaustralia.gov.au/sites/SWA/about/Publications/Documents/420/WorkRelated_Fatigue_Indicativ
e_Research_2006.pdf
Work-related Stress
• High work pace (time pressure)
• Lack of control (over work pace, but also over the management of physical risks)
• Low participation
• Little support from colleagues and supervisor
• Poor prospects for future career development
• Job insecurity
• Long working hours
• Shift work
• Low income
• Sexual and/or psychological harassment
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