HLTOHS601A Improve workplace OHS processes

Release: 1

HLTOHS601A Improve workplace OHS processes

Modification History

Not Applicable

Unit Descriptor

Descriptor	This unit specifies the workplace performance required by an individual who is responsible for the review and improvement of a systematic approach to managing OHS, where there is some autonomy regarding development of policies, procedures and processes, and in the allocation of roles and resources

Application of the Unit

Application	Application of this unit should be contextualised to reflect any specific workplace risks, hazards and associated safety practices

Licensing/Regulatory Information

Not Applicable

Pre-Requisites

Not Applicable

Employability Skills Information

Employability Skills	This unit contains Employability Skills

Elements and Performance Criteria Pre-Content

Elements define the essential outcomes of a unit of competency.	The Performance Criteria specify the level of performance required to demonstrate achievement of the Element. Terms in italics are elaborated in the Range Statement.

Elements and Performance Criteria

ELEMENT	PERFORMANCE CRITERIA
1. Collect and analyse information	1.1 Identify and access relevant OHS legislation, standards, codes of practice/compliance codes, guidance material and other sources of OHS information and evaluate their relevance to workplace performance 1.2 Analyse other OHS information from a wide range of internal and external sources in relation to organisation needs, including information relating to sustainability issues 1.3 Identify due diligence requirements of management personnel 1.4 Identify relationship of OHS to other functional areas and management processes, including management to achieve a range of sustainable outcomes 1.5 Identify implications for the workplace of any changes in OHS legislation, regulations, standards, codes of practice/compliance codes and guidance materials 1.6 Identify OHS implications of proposed changes to the workplace, work processes or work organisation 1.7 Identify valid and reliable indicators of OHS performance in consultation with stakeholders
2. Evaluate information to establish OHS framework	2.1 Evaluate organisation policies and procedures for compliance with legislative requirements and a systematic approach to managing OHS 2.2 Develop and/or implement processes to ensure that OHS responsibilities and duties are documented and accountability processes are in place 2.3 Review processes for specification, design, purchasing and commissioning of new buildings, plant, equipment and work processes within a safe design framework to ensure that OHS issues are addressed 2.4 Analyse information and compare against relevant benchmarks where available 2.5 Document outcomes of analysis and communicate them to key personnel and stakeholders 2.6 Identify resources for effective management of OHS and develop a budget 2.7 Recognise limits of own expertise and seek expert advice as required
3. Initiate improvements	3.1 Determine priorities in consultation with appropriate managers and according to consultative procedures 3.2 Identify potential barriers to improvement 3.3 Develop an OHS plan in consultation with stakeholders and key personnel 3.4 Identify resources required for implementation of plan
4. Maintain improvements	4.1 Establish processes to monitor achievement against the plan and update plans as required 4.2 Monitor effectiveness of the systematic approach to managing OHS on an ongoing basis 4.3 Consult stakeholders and key personnel according to legislative requirements and organisation procedures

Required Skills and Knowledge

REQUIRED SKILLS AND KNOWLEDGE
This describes the essential skills and knowledge and their level required for this unit.
Essential knowledge: The candidate must be able to demonstrate essential knowledge required to effectively do the task outlined in elements and performance criteria of this unit, manage the task and manage contingencies in the context of the identified work role This includes knowledge of: Due diligence and general duty requirements of OHS legislation Examples of OHS management benchmarks Hazards of the particular work environment and how they cause harm Hazard identification procedures relevant to the hazards in their workplace: awards and enterprise agreements that impact on the particular workplace organisation procedures related to OHS including hazard, incident and injury reporting, hazard identification, risk assessment and control, consultation and participation, incident investigation, record keeping the characteristics and composition of the workforce and how they may impact on the management of OHS Legal requirements for OHS record keeping and reporting Legislative requirements for consultation OHS management processes including elements of OHS management systems Principles of risk assessment Principles of safe design processes Relationship between OHS and managing sustainability issues in the workplace, including environmental, economic, workforce and social sustainability Regulatory requirements relevant to the particular industry/type of work site Requirements for hazard identification Roles and responsibilities of OHS representatives and OHS committees Sources of OHS information both internal and external to the workplace The difference between hazard and risk The hierarchy of control and its application The roles and responsibilities of employees, supervisors and managers in the workplace Use and limitations of a range of OHS performance measures Workplace specific information on OHS
Essential skills: It is critical that the candidate demonstrate the ability to Review and improve OHS processes for an organisation or part of an organisation In addition, the candidate must be able to effectively do the task outlined in elements and performance criteria of this unit, manage the task and manage contingencies in the context of the identified work role This includes the ability to: Analyse and interpret OHS legislation, regulations, standards, codes of practice/ compliance codes and guidance material for relevance to the organisation context Apply a quality improvement process Assimilate information from a range of sources to evaluate effectiveness of processes Communicate with supervisors, other managers, staff, OHS inspectors and expert advisers in a range of contexts, and using a range of media and formats Conduct effective meetings Relate to people from a range of social, cultural and ethic backgrounds and physical and mental abilities Establish and promote opportunities to address waste minimisation, environmental responsibility and sustainable practice issues Use language and writing skills to develop easily understood policies and procedures Use technical skills to access OHS information

Evidence Guide

EVIDENCE GUIDE
The evidence guide provides advice on assessment and must be read in conjunction with the Performance Criteria, Required Skills and Knowledge, the Range Statement and the Assessment Guidelines for this Training Package.
Critical aspects of assessment:	The individual being assessed must provide evidence of specified essential knowledge as well as skills Evidence gathered by an assessor to determine competence will include: verbal and/or written responses to scenarios, case studies and role plays written reports reports from persons who have been involved in review and improvement processes portfolio of workplace documents Evidence of performance over time must be obtained to inform a judgement of competence
Products that could be used as evidence include:	Verbal and written responses to case studies, scenarios Responses to scenarios, simulations, role plays Completed reports, plans, policies and procedures developed Written directions, emails, memos and other information Reports from team leaders, senior managers, other managers, specialist advisors
Processes that could be used as evidence include:	How OHS information was sourced and analysed How consultation to determine priorities were conducted How achievement against the OHS plan was monitored
Access and equity considerations:	All workers in the health industry should be aware of access and equity issues in relation to their own area of work All workers should develop their ability to work in a culturally diverse environment In recognition of particular health issues facing Aboriginal and Torres Strait Islander communities, workers should be aware of cultural, historical and current issues impacting on health of Aboriginal and Torres Strait Islander people Assessors and trainers must take into account relevant access and equity issues, in particular relating to factors impacting on health of Aboriginal and/or Torres Strait Islander clients and communities
Related units:	Assessment of this unit should address and build on the content of related unit: HLTOHS300B Contribute to OHS processes

Range Statement

RANGE STATEMENT
The Range Statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Add any essential operating conditions that may be present with training and assessment depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts.
OHS legislation includes:	Commonwealth, state and territory OHS acts and regulations
Standards include:	Documents produced by national bodies, OHS regulators or industry bodies, that prescribe preventative action to avert occupational deaths, injuries and diseases. Standards are of an advisory nature only, except where a law adopts the standard and thus makes it mandatory. They may be called up as evidence in court or other enforcement action.
Codes of practice/compliance codes are:	Documents generally prepared to provide advice to employers and workers, of an acceptable way of achieving standards. Codes of practice/compliance codes may: be incorporated into regulations not relate to a standard be called up as evidence in court or other enforcement action.
Guidance material is:	An advisory technical document, providing detailed information for use by unions, employers, management, health and safety committee members and representatives, safety officers and others requiring guidance. It advises on 'what to do' and 'how to do it'. Guidance material has no legal standing.
OHS information includes:	Persons, organisations and references where knowledge about OHS may be obtained. These may be: Internal, including: hazard, incident and investigation reports workplace inspections incident investigations minutes of meetings Job Safety Analyses (JSAs) and risk assessments organisation data such as insurance records, enforcement notices and actions, workers compensation data, OHS performance data reports and audits material safety data sheets (MSDSs) and registers employees handbooks employees including questionnaire results OHS advisors manufacturers' manuals and specifications
External, including: regulatory bodies Office of the Australian Safety and Compensation Council (ASCC) databases such as national and state injury data OHS specialists and consultants newspapers and journals, trade/industry publications internet sites industry networks and associations including unions and employer groups OHS professional bodies specialist advisors research information
Due diligence requirements include:	All precautions reasonable in the circumstances to protect the health and safety of employees and others who may be affected by actions or omissions of the individual or corporation.
Other functional areas and management processes refers to:	Functions other than OHS specific functions that impact on the management of OHS and may include: strategic planning purchasing, procurement and contracting logistics including supply chain and distribution HR, IR and personnel management, including payroll engineering and maintenance information, data and records management finance and auditing environmental management quality management.
Indicators of OHS performance include:	Lead indicators that assess how successfully a workplace is developing or improving OHS by measuring the activities that drive or 'lead' the safety performance. They may be either: a quantitative indicator that can be counted or measured and described numerically (for example, number of safety audits conducted) or a qualitative indicator that describes or assesses a quality or behaviour (such as rating of management commitment to achieving 'best practice' in OHS). Lag indicators that assess how successfully a workplace is developing or improving OHS by measuring outcomes such as numbers or frequency of injuries or claims costs: They measure loss and, as changes to these measures usually take considerable time (or 'lag') behind the implementation of any improvement strategy, they are termed lag indicators.
Stakeholders are	Those people or organisations who may be affected by, or perceive themselves to be affected by, an activity or decision including: managers supervisors health and safety and other employee representatives OHS committees employees and contractors the community
Organisation policies and procedures include:	Policies and procedures underpinning the management of OHS including: hazard, incident and injury reporting hazard identification, risk assessment and control consultation and participation incident investigation quality system documentation.
Legislative requirements include:	Commonwealth and relevant state/territory OHS specific acts and regulations, as well as legislation covering: dangerous goods workers compensation environment protection privacy legislation contract law criminal law common law industrial relations law equal employment opportunity and anti- discrimination law.
Systematic approach to managing OHS includes:	all the comprehensive processes that are combined in a methodical and ordered manner to minimise the risk of injury or ill health in the workplace processes of planning, allocation of resources, communication, consultation, hazard management, record keeping, reporting, training and assessment, and review and evaluation for ongoing improvement.
Accountability includes:	The processes of verification of proper conduct or by which a person with (OHS) responsibilities demonstrates fulfilment of those responsibilities to those to whom they are answerable.
Safe design is:	A process that applies information and data about human capabilities and behaviour to the design of objects, facilities, procedures and environments that people use. Safe design generally provides for the minimisation of risk through engineering, rather than reliance on human behaviour.
Benchmarks may include:	Legislation regulations codes of practice/compliance codes national standards Australian standards industry standards standards established by other organisations standards developed internally by the organisation.
Resources include:	personnel finance hardware and equipment.
Expert advice may be sought from:	Persons either internal or external to the organisation including safety professionals ergonomists occupational hygienists audiologists safety engineers toxicologists occupational health professionals. Other persons providing specific technical knowledge or expertise in areas related to OHS including: risk managers health professionals injury management advisors legal practitioners with experience in OHS engineers (such as design, acoustic, mechanical, civil) security and emergency response personnel workplace trainers and assessors maintenance and tradepersons.
Barriers may include:	language literacy and numeracy special needs of employees shift work and rostering arrangements contractual arrangements timing of information provision workplace organisation structures (e.g. geographic, hierarchical) workplace culture related to OHS.
OHS plan is	The strategy for implementing the OHS policy and includes: strategic documents developed to improve OHS within an organisation that identifies objectives together with strategies and accountabilities for achieving the objectives and: OHS performance indicators (i.e. objectives and targets that are achievable and practical) reflecting systematic approaches to managing OHS is usually developed annually but may be developed for a shorter or longer period is reviewed regularly provides the basis for OHS Action Plans which are developed to implement the strategic OHS plan
Key personnel include:	managers from other areas people involved in OHS decision making people who are impacted by decisions

Unit Sector(s)

Not Applicable