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WHS System and Manual1 July 2013 to 30 June 2016

Work Health and Safety (WHS) System and Manual1 July 2013 to 30 July 2016

Last modified: 16 October 2014 1By: Cunningham, AnneVersion 2.0

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Contents

Work Health and Safety (WHS) System and Manual 1 July 2013 to 30 July 2016............................................................................................1Section 1 Work Health and Safety (WHS) System..............................3

Introduction.......................................................................................4Aim..................................................................................................4Scope................................................................................................4Framework.........................................................................................5Hazard and Risks Identification................................................................8Emergency Preparedness and Response..................................................11

Section 2 Measurement and Evaluation of System..........................12Measuring Risks.................................................................................13

Section 3 Review of System............................................................14Consultation, Monitoring and Review......................................................15

Section 4 WHS Manual.....................................................................16Whole of Office Identified Risks and Assessment of Risks..............................17Essential WHS Policies and Procedures for the Office..................................18

Appendices......................................................................................34Appendix 1: Identifying and Assessing Hazards and Risks..............35Appendix 1: WHS Incident Form and Risk Matrix.............................36Appendix 2: Emergency Wardens....................................................37Appendix 3: Workstation and Ergonomic Checklists........................38Appendix 4: WHS Checklist..............................................................39Appendix 5: Manual Handling Checklist...........................................43Appendix 6: First Aid Officers...........................................................45Appendix 7: Checklists when injury occurs at work.........................46Appendix 8: Visitor Induction Checklist............................................50Appendix 9: Contact Support Officer Role.......................................54Appendix 10: Leave Reduction Plans...............................................56Appendix 11: EAP Providers.............................................................57


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Section 1Work Health and Safety

(WHS) System


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WHS System 1 July 2013 to 30 June 2016

Introduction

The Office’s (TAO or the Office) Workplace Health and Safety Management System (WHSMS) has been developed to support the Office’s management of Workplace Health and Safety (WHS).

The WHSMS outlines the Office’s WHS priorities, procedures, key performance indicators and accountabilities. The priorities have been identified through a risk identification approach in the areas of injury prevention and legislative compliance with a commitment to continuous improvement.

The accountability of most priorities is allocated to the Executive Management Group (EMG) with underpinning tasks being a collaborative approach between EMG and Business Units (General Managers and relevant staff).

Aim

This system sets out TAO’s intentions for improving work health, safety, wellbeing and injury management for its entire workforce. This system focuses on the controls in place to manage risks identified by the EMG.

The Office includes ‘Injury and Harm to employees’ as one of its top strategic risks and so the goals of TAO’s WHSMS are to:

Reduce the occurrence of workplace injuries and illnesses Increase WHS knowledge, leadership and culture throughout the Office to

ensure that staff can undertake their jobs effectively and safely Provide high quality, consistent and practical WHS information and advice to

all Business Units Ensure compliance with WHS legislation.

Scope

The WHSMS and manual is to be followed by the whole of Office including all employees, contractors and visitors. All individuals have a responsibility with regard to the prevention of workplace injuries and illness.

Injury management is an important element of our system and is covered separately in our injury management policy and program. Contingency preparedness and Last modified: 16 October 2014 4By: Cunningham, AnneVersion 2.0

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response is covered separately in our Business Continuity plan. References to these documents are shown at page 12.


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Framework

Commitment

The Office is committed to support the achievement of the highest level of WHS performance through the systematic procedural elimination and reduction of risks.

The Auditor General, as Head of Agency, is committed to, and has the ultimate responsibility for, the effective implementation of the WHSMS.

Policy

The current TAO WHS Policy (COR 2.0) is located in (TRIM ID13/212). The policy, along with this system, are intended to clearly inform employees, contractors, visitors, suppliers and other interested parties that WHS is an integral part of all operations.

Injury management is an important element of this system and is covered separately in the Injury Management Program (COR 38.0) (TRIM ID10/209). Contingency preparedness and response is covered separately in the Business Continuity Plan (TRIM ID13/138).

Responsibilities

The Auditor General and the Chief Operating Officer (COO) have overall management responsibility and are considered to be Responsible Officers. They are responsible for the following:

Exercising due diligence to ensure the PCBU ( person conducting a business or undertaking) complies with their health and safety duties

Acquiring and keeping up to date knowledge on WHS matters and recording on the legal register

Understanding the nature and operations of the work and associated hazards and risks

Ensuring the Office has, and uses, appropriate resources and processes to eliminate or minimise risks in relation to WHS

Ensuring the Office meets its primary duty of care responsibilities as an Agency of the Tasmanian State Service

Ensuring the effective resourcing and implementation of the Office’s WHSMS Ensuring compliance with applicable policies, minimum standards and

procedures


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Providing leadership and ensure there is appropriate planning, development, implementation and monitoring of WHS System

Determining in conjunction with EMG the acceptable levels of risk.

The EMG approves policies, procedures and minimum compliance standards and makes recommendations to the EMG. The EMG also provides resource allocation, including setting budgets, responsibilities authority and accountability.

Legal Register

The office has a legal register in relation to WHS which outlines all legal and other requirements that are directly attributable to WHS. This register is used to communicate relevant information on legal and other requirements to its employees. This register is available to all staff members via TRIM OHSID13/12.

Training

TAO has partnered with DoJ to ensure all employees are adequately trained in WHS competency. This takes the form of e-modules and is coordinated by DoJ and TAO CSS. Training ensures that employees are aware of the characteristics and compositions of the workplace which impact on workplace health and safety management.

CSS will also coordinate whole of Office training and information sessions on WHS issues on an ongoing basis.

Consultation

The Office values the knowledge and experience of its workforce and workers are encouraged to participate in the development and implementation of our WHSMS. TAO will undertake adequate consultation with all workers to enhance the effectiveness of this system and on any changes that affect workplace WHS.

Communication

TAO is committed to improving the Office’s WHS performance, TAO realises that this requires the cooperation of all employees and the development of a supportive organisational culture. TAO recognizes that knowledge and experience throughout the workforce is a valuable resource and employees are encouraged to participate in


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the development and implementation of the Office’s WHS through consultation and involvement in the setting of objectives and targets.

Reporting

Six monthly reports are to be provided to EMG and the Officers on work health, safety, wellbeing and injury management performance in accordance with State Service Management Office (SSMO) Improving Workforce Health and Safety Guidelines, the Workplace Health and Safety Act 2012 and the Workplace Health and Safety Regulations 2012.

These reports include:

WHS performance reporting (including the results of WHS audits and reviews)

Reporting on incidents and system failures Reporting on hazard identifications Reporting on hazard/risk assessment Reporting on preventive and corrective action.

Templates for reports are available on TRIM (OHSID14/4) and will be saved in the same container.

Specific reporting on WHS reported incidents will come via the DoJ Incident Reporting system. These will be provided to CSS upon request to DoJ at anytime.

Document and data control

All documents related to WHS are easily located on TRIM, with all references available in this document and in the document register (Insert TRIM Ref). Documents are reviewed periodically and as legislation changes/updated. Review is by CSS and approved by EMG.

All the forms as prescribed in the Appendices are to be kept for periods specified in the Office’s disposal schedule.

All of the following forms must be saved and kept on employee personnel files:Last modified: 16 October 2014 8By: Cunningham, AnneVersion 2.0

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Duty statements

Delegations

Workers compensation forms

Rehabilitation plans and reports

Training checklists.

All the following forms will be saved and kept in the specific containers in TRIM

All hazard forms on the ‘Hazard Management” file

All internal notification/external notification forms for accidents, dangerous incidents, injuries, illnesses and near misses (TRIM OHS14/1)

All of the information contained on the above forms is to be treated as ‘CONFIDENTIAL’.

Obsolete documents and data are removed from issues and archived by the CSS in accordance with the Office’s Disposal Schedule (TRIM IMID11/54)

Hazard and Risks Identification

The Office operates under the following framework which provides the foundation for this system.


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(Taken from SafeWork Australia ‘How to manage work health and safety risks’ Code of Practice, Dec 2011)


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Identifying Hazards

TAO is committed to the effective control of hazards/risks. The most efficient way of controlling risks is to eliminate a hazard, so far as is reasonably practicable.

A ‘near miss’ is an unplanned event that did not result in injury, illness or damage, but had the potential to do so. ‘Near Misses’ should be reported via the same procedure as a reporting a hazard or risk.


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Hazards/Risks/Incidents which are identified in the workplace are recorded via the WHS Incident form on Justice Intranet, this generates a notification to CSS .CSS also perform regular reviews of the Office place and record any hazards (forms in TRIM (OHS13/4)

Identification

When an employee fills in a WHS incident form, it is entered onto the Risk Register by CSS which is located on TRIM (ID13/685)

Documentation

This risk is given a rating by CSS in consultation with the employee according to the risk matrix. Once rated, appropriate attention is given to the issue by EMG and Responsible Officers

Assessment

The EMG and Responsible Officers regularly monitor risks and implement controls as necessary. Monitor

Identifying hazards—finding out what could cause harm

Assessing risks (if necessary)—understanding the nature of the

harm that could be caused by the hazard, how serious the harm

could be and the likelihood of it happening

Controlling risks—implementing the most effective control measure that is reasonably practicable in the

circumstances

Reviewing control measures—ensuring control measures are

working as planned.


Hazard Assessment

In evaluating hazards, the assessment of what is reasonably practicable includes:

Control of Hazards/Risks

Hazards and risks identified will be controlled through a hierarchy of control, based on reasonable practicability. Elimination will always be the first control method to be considered (Detailed diagram in Appendix 1)

The Office’s risk register is available on TRIM (SMID12/40). Risks alluding to WHS have been assessed by the Human Resources Committee and headline risks have been identified. This includes “Injury and harm to employees” as one of its top


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Nature of the identified hazard

Potential effects of exposure to the hazard

Regulations and Codes of Practice

A strategy for control of the hazard

The risk of injury/illness posed by the hazard

The severity of injury/illness posed by the

hazard

The cost of controlling/removing the

hazard

Elimination SubstitutionEngineering

controlsAdministrative

(procedural) controls

Personal Protective Equipment


strategic risks. Consequences and treatments are detailed in the Office’s risk register by SLG, managed through the EMG.


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Emergency Preparedness and Response

Emergency evacuation plans are available throughout the TAO Offices. There are four emergency wardens who have completed the TasFire Emergency course and are qualified to operate as wardens. Three in Hobart and one in Launceston.

A list of Wardens for both locations, Hobart and Launceston, is available inAppendix 2.

Both Offices have an emergency drill at least annually with the results being reported back to the Building Safety Management Groups, of which, all the TAO fire wardens are members. The Launceston Fire Warden reports back to the Building Group in the Launceston building.

The Office has an in-depth Business Continuity Plan (BCP) which is available centrally on TRIM ID13/138. This is tested annually.


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System Measurement and Evaluation

Section 2Measurement and

Evaluation of System


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Measuring Risks

Performance Objectives, Measures and Targets

Objective Measures Benchmark 2013/14

Target 2014/2015

Report Annually (By 31 July)2

By

Measures including those identified in the Australian Work Health and Safety Strategy 2014-2016Improve reported lost time due to workplace incidents

Incidence Rate (IR) of claims resulting in lost time (hourly)

Incidence rate 2013/14

Target rate 0%

IR = 30 June 2016

Improve the reported incidence rate of physical injuries1

Incidence Rate (IR) physical injuries


Target rate 0%

IR = 30 June 2016

Improve the reported incidence rate non-physical injuries1

Incidence Rate (IR) of non-physical injuries


Target rate 0%

IR = 30 June 2016

Address reported hazards/risks/incident

Implementation of required controls

% 100% within 6 months of recording on register

= 30 June 2014

WHSMSWHS mandated training – attendance rate, training includes:-WHS induction training

-Annual WHS refresher training

Training provided and employee attendance

# trainings provided

% attendance

Annually

100% attendance

Annually

% attendance

30 June 2014

Workers Compensation/Injury ManagementImprove the Lost Time of Claims

Lost time for all claims

Lost Time for 2013/14= days

0% 30 June 2016

Minimise cost of all claims by TAO workers

Cost for all claims the financial year ($)

Cost for claims 2013/14= $

$0 $ June 30 2016


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Note 1: Physical Injury: Musculoskeletal injury and disease (body stressing)Non-Physical Injury: Psychological injury (mental disease)

Note 2: The reporting period is based upon the financial year. Presentation of data and statistics within reports should be identified by year of occurrence i.e. the year in which; training is provided, WHS inspections and audits occur, corrective actions are identified and closed out, committee meetings are held and incidents and claims occurred.


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Review of System

Section 3 Review of System


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Review of System

Consultation, Monitoring and Review

TAO’s WHSMS will be periodically reviewed and updated (6 monthly) against key performance indicators to determine the progress against each priority; with a formal review and assessment of TAO’s priorities conducted annually by EMG and Responsible Officers.

Status reports to be provided to all EMG meetings including Responsible Officers in attendance, at minimum six monthly.

WHS will be a standing item at all Business Unit meetings. Periodic reporting to the Audit Committee will be provided by CSS as required. Copies of the agenda and/or minutes will be forwarded to CSS for recording purposes.

Standing agenda items at staff information sessions to include: Report on workplace hazards and incidents Updates on WHS improvements and corrective actions Feedback from staff and identification of WHS issues and concerns.

Document Development History

Version

Date Author Reason Sections

1.1 31 January 2013

J. Reardon Compliance with State Service Management Office (SSMO) Improving Workforce Health and Safety Guidelines WHS system template

All

1.2 October 2013

A.Cunningham Updating in line with legislation and new approach

All

2.0 February 2014

A Cunningham Updating in line with legislation and new approach

All

Approval

Signature: Date: 17th March 2014

Auditor-General Tasmanian Audit Office (and Responsible Officer)


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Review of System

Signature: Date: 17th March 2014

COO (and Responsible Officer)


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WHS Manual

Section 4WHS Manual

(Policies and Procedures)


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WHS Manual

Whole of Office Identified Risks and Assessment of Risks

The Office addresses the following risks by implementing standard procedures to help mitigate the likelihood of the risks occurring and, if they should occur, aid in the control and management of consequences

Likelihood Consequence Risk Rating Risk Description

Policy/Procedure/

Manual1 Likely Moderate High Staff feeling harassed or

bullied in the workplaceDiversity Policy

2 Likely Moderate High The impact of excessive workloads results in staff that are stressed and/or become ill. Lost productivity

Performance Management ManualEAP

3 Likely Moderate High Lack of guidance, training and communication

Performance Management Manual

4 Likely Moderate High Lack of a relevant diversity policy which results in discrimination in the workplace

Diversity Policy

5 Possible Major High The impact of family violence on employees in the workplace

Diversity Policy EAP

6 Possible Moderate High The impact of mental illness on employees in the workplace

Diversity PolicyEAP

7 Possible Moderate Moderate Employees being involved in motor vehicle accidents

Motor Vehicle Policy

8 Possible Moderate Moderate Ergonomic injuries including eye strain, lifting, sedentary behaviour, occupational overuse syndrome

Prevention of Workplace Injuries

9 Likely Minor Moderate Employees being affected by pandemic

Emergency Preparedness

10 Possible Moderate Moderate Employees suffer from fatigue due to issues such as travel, family commitments, workloads

Employee Health and Wellbeing Program

11 Rare Catastrophic Low Dangerous exposure to chemicals


12 Unlikely Minor Low Employee being injured or injuring others as a result of alcohol and drug abuse

Alcohol and Other Drugs Policy

13 Rare Catastrophic Low Employees being affected by natural disasters and or acts of terrorism

Emergency Preparedness


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WHS Manual

Likelihood Consequence Risk Rating Risk Description

Policy/Procedure/

Manual14 Rare Major Low Employees suffer from

electrical shock in the workplace



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WHS Manual

Essential WHS Policies and Procedures for the Office


The prevention of workplace injuries is managed for, as far as reasonably practicable, through robust office procedures. Procedures for a safe workplace environment are outlined below and in the appendices. These procedures are in line with State Service Act 2000, Workplace Health and Safety Act 2012 (section 274), and Workplace safety standards AS/NZS 4801:2001. These procedures act as controls to manage workplace injury risks.

Workplace and Environment

The Office has a commitment to maintaining a safe and comfortable work environment for its employees. The Office recognises that regular workplace inspections are effective mechanisms for identifying workplace hazards. This allows for controls to be implemented, monitored and assessed.

Hazards that may be identified through workplace inspections include the observation of any items or situations that may cause personal harm to employees. For example; the risk of electrical shock through inappropriate storage or use of electrical equipment.

The Workplace Inspection Checklist has been developed to assist in the inspection process and may be adapted to suit individual areas. This checklist is available in Appendix 3. CSS endeavour to complete workplace assessments quarterly. CSS immediately analyse the assessments and develop action plans according to agreed priorities. CSS also set realistic dates for completion and review.

These reports are provided to the EMG for review. The current CSS workplace review is available in TRIM ID13/686.

Work and Workstations

Job design is an important control in reducing the risk of occupational injuries in the workplace. The aim of job design is to take into account all the factors which affect the work, and to design and arrange the work content and tasks so that the whole job is without likely risk to the health and safety of the employee.


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WHS Manual

At the TAO job design encourages a number of varied activities and postures rather than sitting continuously at the workstation. For example, printers are located away from employee desks so that the employee has to get up to retrieve work.

The office recognises the importance of movement and encourages all employees to move about during the day.

TAO employees can check the setup of their workstations compared to the current Australian standards by using the employee checklist in Appendix 3.

TAO offers adaptable desks on request so that tasks may be varied between sitting and standing positions where possible to reduce the effects of tiredness from maintaining one position for too long. Standing desks are available from CSS for usage while working or reading documents. For Launceston, advanced notice is required.

The Office also has a Health and Well-Being program which plays an important part in encouraging employees to be less sedentary, promoting a healthy lifestyle and promoting work/life balance.

To assist in the reduction of injury or harm due to prolonged periods of sedentary behaviour employees can request an ergonomic assessment at any time. New employees can request ergonomic assessments during the induction process. Ergonomic assessments ensure that the employee’s workstation is ergonomically configured to minimise the risk of injury and maximise productivity. Assessments help prevent any injury, pain or discomfort while working and provides useful information that employees can apply to situations outside of the Office.

Ergonomic assessments coverLast modified: 16 October 2014 25By: Cunningham, AnneVersion 2.0

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WHS Manual

Posture Physical and muscular work demands Equipment and workplace design Environmental factors Keyboard use Pause-stretch exercises.

Employees, who for whatever reason have permission to work from home, must have their home workstations assessed from an ergonomic perspective in accordance with DoJ guidelines regarding flexible work practices.

Employees working on client premises are expected to adhere to the clients WHS procedures. Checklists can be used to gauge the suitability of the clients’ workplace in line with Australian standards. Responsibility for this lies with the engagement leader on the job. Where issues are identified, these are to be raised with the engagement leader who in turn will talk to the client. Where issues cannot be relevant business unit heads should be notified along with CSS.

Should an employee wish to have a formal ergonomic examination of their workstation, they can request a formal consultation through their managers and then contacting CSS once approval has been given. An Ergonomic Checklist is available in Appendix 3.

Basic Ergonomic Set up is outlined in the diagram below

Responsibilities


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WHS Manual

Managers/CSS must ensure as part of an employee’s induction they discuss: Means of adapting the work-station and off-site setups to the individual’s

requirements The importance of discussing and reporting any discomfort or fatigue

associated with the work station, and the mechanisms for reporting any such discomfort. TRIM (ID10/281)

Ensure the employee is aware of correct ergonomic set-up and can access information on the ways to minimise any injury relating to the workplace.

Employees responsibility includes; Using checklists available in Appendix 2 when assessing their work stations Reporting any issues identified by providing a completed checklist to CSS for

consideration and action if necessary In some instances employees must be prepared to modify their work

practices and environment in accordance with recommendations for corrective actions.

Pandemics/Natural Disasters

The Office’s BCP, referred to on page 11 of this document, deals with any critical incident in the workplace and the outlines the appropriate responses.

The Office offers workplace immunisation against flu as part of the health and wellbeing program.

If there is a natural disaster, emergency evacuations will occur and the emergency wardens will direct Office employees to designated safe assembly points as far away as possible depending on the nature of the disaster.

Security

Both Hobart and Launceston Offices can only be accessed by personal security swipe cards. These are issued to employees upon commencement of employment. Each pass number is recorded by the Receptionist. Passes which are broken or lost are reported to the Receptionist and cancelled as a matter of urgency.


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WHS Manual

Manual Handling

When dealing with manual handling a number of factors should be considered which may eliminate or minimise the associated risks. Alternative solutions to manual handling can often be found and these should be considered before the handling takes place. Refer to the risk matrix on page 10 of this document. The following procedures should be followed by employees at the TAO when approaching manual handling, assuming no alternative solutions are available

The following diagram demonstrates the correct way to lift a heavy object

(Manual Handling Training - OHC Consultancy)

Further information, procedures and a checklist are available in the Appendix 5


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Clear the lifting area of all hazards and obstructions Face the direction you intend to goPreparation

Check the characteristics of the load Make any necessary alterations Check the load

Check labels for any weight indications Test the load by moving it slightly to get a feel for its weight

Size up the load

http://www.ohc.org.uk/mht.html

WHS Manual


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First Aid

The Office is committed to the provision of an effective system of First Aid management to protect the health and safety of all employees. Effective provision of First Aid will help control the injury risk to employees. Should an employee incur an injury, recognised and trained first aid officers are able to administer essential and non-essential First Aid to employees.

This policy has been developed with reference to section 274 of the Work Health and Safety Act 2012 and in relation to State Service Act 2000


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The Office has one first aid kits in the Hobart Office (located in the printer room) and one in the Launceston Office (located in the kitchen). All kits are easily accessible and clearly marked

1

First Aid kits are checked regularly by First Aid Officers and yearly by St. John's Ambulance Service. Items are ordered through St John Ambulance Service when required

2

All employees are aware of the locations of first aid kit through signage around the Offices. A list of certified First Aid Officers is displayed in the staff tea rooms and in various areas around the offices. Employees should inform wardens of any medical conditions that may require emergency treatment

3

All First Aid Officers are certified through accredited training and must have provided their first aid certification to CSS. It is the responsibility of the First Aid Officer to keep their accreditation up to date. The Office covers the costs associated with maintaining accreditation

4

Certified First Aid Officers should be the first to treat injured or ill staff promptly and appropriately, if safe to do so. First aid officers will only render first aid within their skill level and, where necessary employees will be referred for further medical treatment

5

If there is not a first aid officer available, the injured person is to be referred for medical assistance. In the case of serious injuries this will occur via the 000 emergency number. With injuries of a lesser nature, the injured person is to be assisted to seek medical advice via his/her general practitioner

6

All first aid administered is recorded in the first aid record book located with the first aid kits. First Aid Officers must also fill out an incident form and provide it to CSS who assess the incident in accordance with the Hazard/Risk Policy.

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WHS Manual

A list of current First Officers is available in Appendix 6.

Workers Compensation/Return to Work/Injury Management

The Office has developed an Injury Management Program (IMP) in order to optimize recovery from workplace injury (being an injury likely to result in the employee being totally or partially incapacitated for more than five working days), and to provide a process that documents the Office’s commitment to that goal. This plan has been reviewed and audited by WorkCover Tasmania and has received a Certificate of Approval valid until December 2014. It is available on TRIM (TI13/23).

The Office’s primary objective is always be to return an employee to meaningful employment in a timely, safe and sustainable manner following a workplace injury. Ideally, this will be achieved within the Office. However, if this is not achievable we will support rehabilitation in another appropriate environment.

This program has been developed with reference to the Workers Rehabilitation and Compensation Act 1988 and Workers Rehabilitation and Compensation Regulations 2011.

Checklists for Employees, the Office, Primary Treating Medical Practitioner, Injury Management Coordinator, Workplace Rehabilitation Provider, Return to Work Coordinator and Managers are available in Appendix 7 and should be used to effectively manage the process.

The IMP must be consulted by any employee who suffers an injury at work. This program is widely available to employees via TRIM ID10/209. This program aims to streamline the practice for managing claims and to implement comprehensive procedures to aid the successful and seamless return to work of Office employees.

The Injury Management Program provides information on the below:


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Information on Workers

Compenstation claims

Information on service providers and

employee's rights

Information on legislation and

employer's obligations

WHS Manual


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Alcohol and Drugs

The Office aims to protect the health and safety of staff members at the workplace by avoiding harm to persons and damage to property caused as a result of alcohol or drug consumption. It also aims to preserve the public reputation of the Office. This policy has been developed with reference to Section 9 of the Work Health and Safety Act 2012 and in relation to State Service Act 2000.

A detailed and in-depth policy is available on TRIM (OHSID14/5)

Operating a Motor Vehicle

The Office recognises that major injuries to, or death of, an employee as a result of a motor accident is a real risk that the Office faces. As such, the Office has a comprehensive motor vehicle policy for employees driving Office vehicles. This can be found on TRIM (OHSID14/6).


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Visitors to the Office

The Office has developed a Visitor induction procedure to ensure all visitors are aware of security, WHS processes and building services in the Office. Under WHS legislation visitors must receive the necessary information and instruction relevant to the work to be undertaken in the Office. This procedure mitigates risks associated with visitors coming to or operating in the Office.

A copy of the Visitor Induction Form is available in Appendix 8. This form outlines the WHS procedures of the Office and illustrates the Visitor’s responsibilities to comply with these procedures. By signing this form, visitors are indicating that they are aware of Office procedures and they are responsible for complying with the outlined directions. This form enables the Office to ensure that all visitors are adequately equipped with the knowledge to comply by WHS standards.

This form also covers off those visitors who may be delivering dangerous goods and hazardous substance and the information needed by the Office before these goods can be accepted by reception or by employees in the Launceston Office.


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On arrival all contractors and visitors are given a Contractor and Visitor WHS Induction form to review and fill out Visitors are asked to fill-in the Visitor Pass in the Sign-In Register BookThe Visitor Pass is removed from the Sign-In Register Book and placed inside a clear pocket for the visitor to display while visiting Visitors to the Launceston Office are inducted via the Induction form

When a visitor arrives

When the visitor leaves, ensure the visitor has returned all access cards, keys and any other assets (e.g. laptop, client files) Visitors are to sign out in the Sign-In Register Book

When a visitor leaves

All completed forms are to be returned or emailed (in the case of Launceston) to the Hobart receptionist, scanned and saved in TRIM container OHS13/2 - Returned Contractor and Visitor Forms.

Completed forms

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Work Environment – Diversity

The Office recognises the importance of an effective diversity policy (COR 13.0) as a control to minimise risk associated with employee workplace grievances. This policy is available on TRIM (ID10/279) The management of workplace diversity at the Office (TAO) emphasises the appreciation of differences and the creation of an environment where everyone feels valued and accepted. The TAO is committed to maintaining an inclusive environment free from all forms of discrimination, harassment and bullying. This involves creating and maintaining an inclusive workplace that values and utilises the contribution of people of different backgrounds, experiences, characteristics and perspectives.

The TAO is committed to providing a workplace that:

This policy will be implemented by undertaking a range of reasonable steps to encourage diversity and prevent and eliminate discrimination, harassment and bullying.

The Office has nominated Contact Officers as an important first point of contact for people who believe they have a grievance in the workplace. Grievances may relate to discrimination, harassment, bullying or other workplace issues. Contact Support Officers


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Is a fair, flexible, healthy and safe environment free

from discrimination,

harassment and bullying

Recognises, values and utilises the

diversity of employees

Promotes equity

Assists employees to balance their work, family and

other caring responsibilities

effectively

WHS Manual

A list of Contact Officer duties are available in the Appendix 9 and are displayed in both the Hobart and Launceston Office.

The Office is committed to the ongoing training of employees, and in particular managers, in the area of employee welfare. This includes how to deal with issues with mental health and family violence.

The Office provides information and education to all employees surrounding issues that may affect the health and wellbeing of the workforce. Information is often displayed on the staff intranet, as well as in prominent locations throughout the offices.

The Office also has an effective Employee Assistance Program, as per page 31 of this document.

Fatigue/Stress/Excessive Workloads

The Office recognises the negative impact that excessive workloads and working excessive hours can have on employees. Effects can include; stress, fatigue and emotional issues. The Office is committed to the effective welfare management of employees. Any incidents relating to fatigue/stress/excessive workloads should be recorded on the Risk register via an incident form as per page 9 of this document.

One control the Office is putting in place to mitigate this risk is to minimise leave balances for all staff in the Office to ensure that staff welfare is managed through taking reasonable leave breaks. In addition, management is required to ensure at all times that there are adequate levels of staff and expertise to complete all necessary duties so not to negatively on employee’s workloads in the office.

This does not include Long service leave where after the limit of 100 days, leave stops accruing.


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Are a first point of contact for people who

believe they have a grievance

Are trained to provide staff with confidential

information and support

Provide support to employees in making

informed decisions about how to address grievance

Never ignore grievances/complaints. Matters are dealt with

immediately or referred appropriately

Confidentiality must be maintained throughout

the process

WHS Manual

Procedures for managing leave are available in Appendix 10.

Health and Wellbeing

The office also has a Health and Wellbeing Program which promotes a healthy work/life balance and demonstrates healthy choices.

The Office is committed to and supports family friendly working arrangements; these can be discussed with managers on a case to case base.

All information relating to the Office’s current program is available on TRIM OAG07/22.

Employee Assistance Program (EAP)

The Office is committed to providing its employees with comprehensive support mechanisms. The EAP provides a free-of-charge counselling and consultancy service to all employees by independent professionals who are familiar with the Office and its work practices. The EAP is designed to assist employees with work related or personal issues by providing prompt access to confidential, impartial and professional counselling to aid in resolving issues that are impacting upon their health and/or their work.

The provision of such services also aids the reduction of risk of employee conflict/distress/grievance etc. by providing advice to the Office on workplace behavioural problems.

The service can assist in a wide range of areas such as


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Access to the service

The service may be accessed in four ways:

Employees may contact the Office's EAP Coordinator for a referral

Employees may self-refer directly to the EAP Service Provider

The manager may request a referral for a staff member from the EAP Coordinator or DoJ where manager/supervisor - employee counselling has failed to address the situation effectively

Employees may be referred by their treating medical practitioner or union representative.

Confidentiality

Confidentiality will be strictly maintained by the EAP Service Provider and the EAP Coordinator. Personal information will be made available to the Office only with the agreement of the person seeking assistance unless the referral was made for workers compensation purposes in which case the service provider will adhere to professional guidelines.

Approved providers for Office Employees are available in Appendix 11.


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Emotional stressFinancial difficulties

(including debt, gambling)

Short term absences from the workplace due to smoking, alcohol or other toxic substances

Inappropriate behaviour including violence Family violence

Life threatening illness (eg. cancer, HIV infections, AIDS,

Hepatitis etc)

Marital/relationship difficulties Conflict in the workplace Persistent and regular

absenteeism

WHS Manual

Performance Management

The Office is committed to a robust performance management strategy (COR14.0). The policy can be found on TRIM (PID11/218).This strategy provides a framework and system for effective performance management, integrating organisational, business, and individual planning and performance. It also enables staff to understand the goals of the organisation and to see how individual and team outputs contribute to the achievement of organisational objectives. It articulates the standards of work required, and the values and behaviours staff are expected to uphold in performing their roles and working with others.

This strategy is about staff performance and development through open communication between the manager/supervisor and staff member. It is designed to build relationships, strengthen rapport, and enhance trust through recognising achievements, addressing issues, managing performance and progressing development.

Effective and timely performance management enables the Office to deal with performance issues that may be impacting an employee and business performance such as

This strategy will, in turn, help mitigate issues that may arise from an ineffective performance management review structure. It provides an opportunity for employees to engage with managers and allows them to have input and engagement with their work.

The performance management manual can be found on TRIM (PID11/218).Last modified: 16 October 2014 39By: Cunningham, AnneVersion 2.0

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Workplace issues resulting in employee absence

External factors impacting on employee's work such as personal

issues

Lack of satisfaction in work and in team

Sense of disillusion and disenchantment with the Office

Definitions

AccidentUndesired event giving rise to death, ill health, injury, damage or other loss.

AuditSystematic examination to determine whether activities and related results conform to planned arrangements and whether these arrangements are implemented effectively and are suitable for achieving the organisation’s policy and objectives.

Essential First AidRelates to a major injury which requires immediate action.

Job DesignJob design refers to the way that a job is organized. It takes into account all factors which affect the work, and organised the content and tasks so that the whole job is less likely to be a risk to the employee.

HazardA source or a situation with a potential for harm in terms of human injury or ill-health, damage to property, damage to the environment, or a combination of these.

Hazard IdentificationThe process of recognizing that a hazard exists and defining its characteristics.

Hazard/risk assessmentThe overall process of estimating the magnitude of risk and deciding what actions will be taken.

IncidentAny unplanned event resulting in, or having a potential for injury, ill health, damage or other loss.

Near MissAny incidents that occurred in the workplace which did not result in any injury or harm, but had the potential to do so

Non-Essential First AidRelates to a minor injury which does not require external treatment.

Person Conducting a Business or Undertaking (PCBU)In this instance, this refers to the Premier of Tasmania.


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Definitions

Risk (In relation to any potential injury or harm) The likelihood and consequence of that injury or harm occurring. Wherever the term ‘risk’ occurs this should be taken to mean ‘work health and safety risk’.Safety A state in which the risk of harm (to persons) or damage is limited to an acceptable level.

SafetyFreedom from unacceptable risk of harm

Tasmanian Audit Office WorkerIn accordance with s28 of the Act and includes employees, contractors and volunteers undertaking work at a TAO workplace.

Tolerable RiskRisk that has been reduced to a level that can be endured by the organization, having regard to its legal obligations and its own WHS policy. VisitorAnybody who is not an employee of the TAO.

Work Health and Safety Management System (WHSMS)That part of the overall management system which includes organisational structure, planning activities, responsibilities, practices, procedures, processes and resources for developing, implementing, achieving, reviewing and maintaining the WHS policy, and so managing the risks associated with the business of the organization.


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Appendices


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Appendix 1: Identifying and Assessing Hazards and Risks

Identifying hazards in the workplace involves finding things and situations that could potentially cause harm to people. The table below lists some common types of workplace hazardsHazard Potential HarmManual tasks Overexertion or repetitive movement

can case muscular strainGravity Falling objects, falls, slips and trips of

people can cause fractures, bruises, lacerations, dislocations concussion or permanent injuries

Noise Exposure to loud noise can cause permanent hearing damage

Psychosocial hazards Effects of work-related stress, bullying, violence and work related fatigue

A risk assessment involves considering what could happen if someone is exposes to a hazard and the likelihood of it happening

Conducting a Risk Assessment and Hierarchy of ControlThe Risk Assessment is the process where you:

Identify hazards Evaluate the likelihood of injury or harm occurring and its severity Determine appropriate ways to eliminate or control the hazard Monitor and evaluate to confirm the risk is controlled using hierarchy of

control (below)


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Level 1Eliminate the hazards

Level 2Substitute the hazard with something

saferIsolate the hazard from people

Reduce the risk through engineering controls

Level 3Reduce exposure using administrative

actionsUse PPE

Highest

Lowest

Most

Least

Level of health and safety protectionReliability of control measures

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Appendix 1: WHS Incident Form and Risk Matrix

Refer to Justice Intranethttp://intra.justice.tas.gov.au/hr/whs/docs/test/form_test_page/_nocache

The Office’s risk register is available on TRIM (SMID12/40). Risks alluding to WHS have been assessed by the Human Resources Committee and headline risks have been identified. This includes “Injury and harm to employees” as one of its top strategic risks, built on the detailed sub-risks (inherent) listed below. Consequences and treatments are detailed in the Office’s risk register by SLG, managed through the EMG.

TABLE 1 - MEASURE OF LIKELIHOOD

Level Descriptor Example Detail Descriptor Frequency

1 Rare The event may occur only in exceptional circumstances

Less than once in 10 years

2 Unlikely The event could occur at some time At least once in 10 years

3 Possible The event should occur at some time At least once in 5 years

4 Likely The event will probably occur in most circumstances

At least once in 1 year

5 Almost Certain The event is expected to occur in most circumstances

More than once per year

TABLE 3 - RISK LEVEL MATRIX

Likelihood

1 - (Rare) 2 - (Unlikely) 3 - (Possible) 4 - (Likely) 5 - (Almost Certain)

Consequence

1 - (Insignificant) 1 2 3 4 5

2 - (Minor) 2 4 6 8 10

3 - (Moderate) 3 6 9 12 15

4 - (Major) 4 8 12 16 20


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http://intra.justice.tas.gov.au/hr/whs/docs/test/form_test_page/_nocache

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5 - (Catastrophic) 5 10 15 20 25


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Appendix 2: Emergency Wardens

These wardens in Hobart are:

Anne Cunningham Jeff Tongs Mathew Nicholas

The wardens in Launceston are:

Rob Luciani Russell Webb

These wardens attend regular fire safety updates in the Executive Building and Henty House.


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Appendix 3: Workstation and Ergonomic Checklists

Employee Checklists

Workstation Employee checklistItem Tick and Comment

Chair Fully adjustable Provides lower back support

Monitor Adjustable in height Adjustable in distance

Desk Desk allows adequate space for working Allows for adequate space for leg clearance

and freedom of movement Size of work surface adequate for the user’s

tasks All cables accessible and stowed out of the way

Lighting Workstation lit at 240luxAir Temperature

Between 20 and 26 degrees at desk height

Noise Noise level acceptable (especially for items such as printers)

Noise level in line with standard (Laeq,8h of 85dB(A)

Layout Most used items within easy reach Appropriate storage available

Ergonomic Employee ChecklistCheck Tick and CommentAre the feet unobstructed and supported on the floor or on a rest?Are the thighs supported by the chair seat (no pressure caused by the front edge of the seat under the thighs)?Are the shoulders relaxed?Are the elbows and upper arms close to the body?Is the upper body upright with the lower back supported by the backrest?Are the forearms about horizontal and the wrists straight when the fingers are on the keyboard?Is the head upright or inclined slightly (minimum strain on the neck)?Is the screen located approximately an arm’s length away from the viewer’s eyes?Is a monitor stand or arm provided?Has glare and reflection been eliminated?Is there a mouse pad available and is it at the same height as the keyboard?


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Appendix 4: WHS Checklist

Workplace Inspection Checklist (CSS)

Location: ......................................................Area: ........................................................Date: ......................... Persons completing inspection: ................................................

Indicate in the following manner: Acceptable Not Acceptablen/a Not Applicable

/ Recommended Control

By Whom

Completion Date

Review Date

1 Housekeeping1.1 Work areas free from rubbish &

obstructions1.2 Free from slip/trip hazards1.3 Doors fully functional1.4 Floor coverings okay1.5 Stock/material stored safely1.6 Vision at corners1.7 Safety signs adequate and used

appropriately1.8 Noise level does not interfere

with communication/emergency signals?

1.9 Photocopiers not located close to personal workstations?

2 Electrical2.1 No broken plugs, sockets,

switches2.2 No frayed or defective leads (tag

& test dates)2.3 Power tools in good condition2.4 No work near exposed live

electrical equipment2.5 No strained leads2.6 No cable-trip hazards2.7 Switches/circuits/circuit

breakers identified2.8 Switchboards secured and

identified2.9 Heaters safely located/in

working order2.10 No temporary or makeshift

leads/power boards?2.11 No excessive use of

adaptors/piggy back appliances?3 Lighting


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By Whom

Completion Date

Review Date

3.1 Adequate in general area3.2 No flickering or inoperable lights3.3 Windows clean3.4 Emergency lighting system

checked4 Lifting Equipment4.2 Manual lifting equipment in

good condition4.3 Hazard reporting/maintenance

system used4.4 Satisfactory operating practices

noted4.5 Wheels satisfactory5 Stairs, Steps and Landings5.1 No worn or broken steps5.2 Handrails in good repair5.3 Clear of obstructions5.4 Adequate lighting5.5 Emergency lighting5.6 Non-slip treatments/treads in

good condition5.7 Kick plates where required5.8 Clear of debris and spills5.9 Used correctly5.10 Floors have even surfaces [no

cracks etc?5.11 Floors and aisles are cleared of

rubbish, materials and equipment (used and unused)?

6 Manual Handling6.1 Mechanical aids adequate for

current needs6.2 Safe work practices being

followed6.3 Manual handling risk

assessments performed6.4 Manual handling controls

implemented6.5 There is no unnecessary or

excessive bending or stooping?6.6 Work surfaces [desks, benches]

are set up at the appropriate height?

6.7 Work is oriented for easy access to phones, computers?

6.8 Routine tasks do not require


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By Whom

Completion Date

Review Date

individuals to lift excessive weight?

6.9 Mechanical equipment is available for lifting heavy loads?

6.10 Adjustable seating is available when needed appropriate?

6.11 Footrests are available for those who need them?

7 Kitchen Areas7.1 Equipment in good working

order7.2 Floors not slippery8 Storage Areas8.1 Stacks stable8.2 Heights correct8.3 Sufficient space for moving stock8.4 Shelves free of rubbish8.5 Floors around stacks and racks

clear8.6 Heavier items stored at

convenient level8.7 No danger of falling objects8.8 No sharp edges8.9 Safe means of accessing high

shelves8.10 Racks clear of lights/sprinklers9 First Aid9.1 Record of treatment and of

supplies dispensed up to date9.2 Incident reports filled out

correctly9.3 Cabinets and contents are clean

and orderly and properly stacked?

9.4 Emergency numbers are clearly displayed?

10 Emergency Procedures10.1 Procedures easily accessible10.2 Evacuation plan displayed10.3 Evacuation drill within last 12

months10.4 Emergency exits clearly

marked/functional10.5 Emergency exits unobstructed11 Fire Control11.1 Extinguishers in place


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By Whom

Completion Date

Review Date

11.2 Fire fighting equipment serviced/tagged

11.3 Appropriate signing of extinguishers

11.4 Extinguishers appropriate to hazard

11.5 Smoking/naked flame restrictions observed

11.6 Minimum quantities of flammables at workstation

11.7 Emergency personnel identified and trained

11.8 Emergency telephone numbers displayed

11.9 Overhead sprinkler/detectors clear of obstructions, stores, etc?

12 Security12.1 Security procedures effective13 Means of Egress13.1 Exit doors marked and clearly

visible?13.2 Exit doors can be opened from

inside [no pad-locks]?13.3 Exit corridors clear of

obstructions?14 Signs/Information14.1 Are emergency and evacuation

procedures prominently displayed?

14.2 Are staff aware of nominated first aiders?15 Safety Equipment15.1 Are all fire extinguishers and

safety blankets within the certification or use by date?

16 Comments/Additions


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Appendix 5: Manual Handling Checklist

Manual Handling ChecklistStep Description CheckMust the material be handled?

Unnecessary manual handling may be eliminated through planning and organisation. Alternatively, consideration of material flow may reduce and minimise manual handling.

Must the material be lifted?

There may be alternatives to lifting material, such as sliding, rolling, pushing and pouring. Wherever practical these methods should be considered as an alternative to lifting to best minimise the risks associated with manual handling.

Are there lifting aids available?

There are many mechanical and non-mechanical lifting aids available such as trolleys. The use of these aids can reduce the risk of injury and they should be utilised wherever possible.There are times when manual handling will be necessary and before the handling occurs, those involved should consider the nature and journey of the load to be moved.

Size and characteristics of the load

Can the load be ordered in small units or even broken into smaller units before it is moved? Will handling the load be difficult because:

The load is too soft to control and unstable/unbalanced?

The contents of the load are likely to move

The load is an awkward size and shape The load restricts visibility The load has protruding nails or

staples The contents of the load are subject

to spillage.

Extreme care should be taken when handling loads that have dangerous characteristics

When all other forms of control have been eliminated and it is necessary to handle the material manually, you should consider whether you can safely lift the load and whether assistance is available.

Can the load be lifted safely

Before an individual or team lifts a load they should decide whether the load is within their


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capacity. In doing so they should consider any condition that may affect their lifting capacity such as injuries, sunburn or medical conditions.

Is assistance available? Gaining assistance with lifts reduces the risk of injury. When using a team lift all participants must be fully aware of any necessary information about the load such as its destination and any dangerous characteristics it has which might affect the lift.

This is displayed in Hobart Photocopier room on the wall and in the Launceston Office.


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Appendix 6: First Aid Officers

The first aid officers in Hobart are;

Danny Moore

Beverley Pasanen

Rhiannon Steele

The first aid officer in Launceston is;

Debbie Scott

First aid Officers are responsible for the maintenance of all first aid kits in the office. Kits are checked quarterly by first aid officers using the forms TRIM OHSID14/2 (Hobart) and TRIM OHSID14/3 (Launceston).

Supplies needed are the responsibility of the first aid officers and they must arrange with St Johns Ambulance to replenish the kits.

Completed checklists are returned to CSS and stored on TRIM OAG10/48.


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Appendix 7: Checklists when injury occurs at work

These checklists should be used in conjunction with the Injury Management Program (TRIM ID10/209).

EmployeesAll Office Employees should adhere to the following when injured at work

Procedure Check

Report injury as soon as practicable using electronic reporting on Incident Report Forms which can be accessed via the intranet

Notify the Office of their choice of PTMP as soon as practicable and provide appropriate and timely medical certificates for worker’s compensation.

Complete and submit to the Office, a worker’s compensation claim form within 6 months of the date of the occurrence of the injury.

Attend medical appointments with the PTMP and other medical practitioners as required.

Wherever possible, attend medical appointments outside working hours.

Forward all accounts for treatment, approved under the Return to Work / Injury Management Plan, to the Office within 7 days.

Participate in the selection of suitable alternative duties provided.

Participate and comply with Return to Work Plan (RTWP) and/or Injury Management Plan (IMP).

Provide feedback to the IMC, WRP and/or RTWC on progress during rehabilitation.

Immediately report issues or concerns regarding the injury management process to either Justice HR, the IMC and/or RTWC.

Work within specified medical restrictions and work safely during the rehabilitation process.

The OfficeThe Office along with DoJ will provide the following for injured employees

Procedure CheckReceive all notices of injury reported and provide an IMP for all employees.

Provide the requisite prescribed notice to the employee on receipt of notice of injury.

Provide worker’s compensation claim form and information to employee on request.

Ensure all documentation and certification is correct and received / submitted to the


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RTWC in a timely manner.

If the employee is incapacitated, pay the worker weekly payments in accordance with the Worker’s Rehabilitation and Compensation Act 2012 (the Act).

Together with DoJ, within 84 days of receipt of the claim, decide whether to accept the claim or to dispute it.

Pay medical and other expenses submitted in relation to the worker’s injury, unless disputed in accordance with the Act.

Appoint an IMC and RTWC where required under the Act.

Provide suitable alternative duties.

Maintain the employee’s job open from the first day of incapacity until the resolution of the claim.

Inform worker where, in accordance with the Act, their job cannot be kept open.

Ensure the injured employee is not discriminated against on the basis of the declared injury.

Primary Treating Medical Practitioner

Procedure CheckEnsure accredited to complete worker’s compensation medical certificate.

Complete worker’s compensation certificate correctly and completely.

Diagnose the nature of the injury.

Provide primary medical care in relation to the injury.

Coordinate medical treatment in relation to the injury including referrals to specialists and the delivery of any specialist medical care.

Monitor, review and advise on the worker’s condition and treatment.

Advise on the suitability of, and specify restrictions on, the work that the worker may be expected to perform.

Take part in the development of RTWP and/or IMP.

Participate in the injury management process and provide reports as requested.

Ensure accredited to complete worker’s compensation medical certificate.

Injury Management CoordinatorAn IMC is responsible for coordinating and overseeing the injury management, in respect of the worker assigned to the IMC. An IMC, so far as reasonably practicable, is to ensure that:Last modified: 16 October 2014 57By: Cunningham, AnneVersion 2.0

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Procedure CheckContact is made with the worker, the employer and the worker’s PTMP.

IMP and/or RTWPs in relation to the worker are developed, reviewed, modified and implemented, as agreed with the worker or determined by the Tribunal.

The work capacity of the worker is regularly reviewed, and options for the worker’s retraining or redeployment are investigated and arranged.

Arrangements are made for the rehabilitation of the worker so that the worker returns to work as soon as is possible, and as appropriate.

Coordinate medical treatment in relation to the injury including referrals to specialists and the delivery of any specialist medical care.

Attempts are made to resolve disputes in relation to injury management in respect of the worker, including, if the IMC thinks fit, by arranging or providing informal mediation

Information on injury management is provided to the worker and the worker’s employer.

Workplace Rehabilitation Provider

Procedure CheckUnder delegation from the IMC, prepare a RTWP (after five working days of incapacity) or Injury Management Plan (after 28 days of incapacity) in conjunction with the worker, the employer, the worker’s PTMP and the IMC.

Visit the worker’s workplace to select suitable duties for the plan, in conjunction with the worker and the employer.

Visit the worker’s PTMP with the worker, or contact the PTMP with the worker’s consent, to discuss the worker’s capacity for work and the restrictions applicable to that capacity, as well as to establish communication lines and possible suitable duties.

Liaise regularly with the injured worker and if necessary, with their family.

Liaise regularly with the IMC, RTWC and worker’s supervisor or workplace nominated contact.

Meet regularly with the worker’s PTMP to discuss duties, capacity and progress. This should happen at a minimum as each certificate expires and the worker revisits the doctor.

Report at regular intervals to the IMC on progress with the RTWP / IMP.

Maintain regular communication with all relevant parties.


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Monitor the RTWP and/or Injury Management Plan, and recommend amendments to the plans where necessary.

Assess progress and where necessary, make recommendations to the IMC concerning ongoing services which would assist to maintain progress.

Return to Work Coordinator

Procedure CheckAssist with return to work planning and the implementation of the worker’s approved RTWP and/or approved Injury Management Plan.

Liaise with the IMC on all aspects of the worker’s injury management.

Monitor the worker’s progress towards returning to work.

Assist the worker to perform the worker’s designated work duties in a safe and appropriate manner.

Provide the worker with reassurance and encouragement in respect of the treatment of the worker’s injury, and the worker’s return to work.

Encourage and foster a good relationship and effective communication between the employee and The Audit Office.

Assist in the identification of suitable alternative duties including consideration of alternative job placement or redeployment.

Communicate with key parties by meeting regularly to provide updates, and to discuss progress of the injured employee.

Provide information and explain the injury management process to the injured employee

Managers when faced with a workplace injury to an employee:

Procedure CheckActively encourage early reporting of personal or work related problems affecting work performance of employees.

Advise employees to seek early referral for initial professional assessment. Contact with employees away from work is benefited by contact which is informative and supportive. However, the nature of the contact and who actually contacts the employee must be discussed with the RTWC or, in his or her absence, the Practice Manager.

Ensure that total work demands in the rehabilitation work area are within the capabilities of the employees in the section.

Implement work related aspects of the rehabilitation program.

Develop a modified range of work duties for employees requiring rehabilitation, in consultation with the employee, the Practice Manager, IMC, RTWC and any other relevant parties.


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Ensure that appropriate ergonomic factors are considered when purchasing new equipment or designing new work sites or work tasks.

Keep employees informed of their general entitlements

Appendix 8: Visitor Induction Checklist

Please read and complete before signing the declaration below and the Visitor Sign-In Register (Hobart only).

DetailsContractor or visitor name:

Position:

Employer:

Suitably qualified and insured:

Location (circle): Hobart / Launceston

Office contact name:

Contact position:

Reason for being on premises:

Security

Access Arrangements and Building Security Please ensure any visitor/identification passes provided to you are clearly displayed at all times (where safe to do so). All access arrangements must be arranged with Business Support Services. Unless otherwise arranged, all Contractors must report to the Reception and Administrative Support Officer before commencing work. It is the responsibility of the Contractor to keep track of any access cards issued to them and to immediately notify the Reception and Administrative Support Officer if cards are lost or stolen.


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When using any of the Office’s offices or facilities, the Contractor must not compromise the Office’s security for the floor or for the building and must comply with security directions as notified.

All keys and cards issued to Contractors must be returned at the conclusion of the work being undertaken.

Working After HoursThe Office’s hours of operation are between 8:45am and 5:06pm. Any contract works undertaken outside of these hours must be arranged with Business Support Services and security cards/keys issued accordingly.

Work Health and Safety

Your responsibilities React safely in an emergency (obey all instructions of wardens, stay away

from danger areas, move quickly and do not panic) Know how to raise the alarm in an emergency (alert the fire warden, activate

the nearest red break glass alarm, ring 000) Help prevent emergencies.

Reporting Accidents and HazardsThere is a requirement that any accidents, dangerous incidents, injuries and illnesses at this Office are appropriately recorded, and the necessary parties are informed. Any instances should be reported to the Reception and Administrative Support Officer as soon as is practicable. You will be asked to complete an Accident and Incident Report and a Risk Assessment.

For serious incidents where medical attention is required please phone 000 in the first instance and notify your Office contact person when practicable.

The first aid kit is located in the utility room. Please see a first aid officer if you require treatment.

Evacuations ProceduresEmergency Exits – Refer to floor plans posted beside the lifts, central stairwell and Davey Street emergency exit.

AlarmsOn hearing the alert tone (beep, beep, beep)

• Collect personal belongings, only if you are at your work area


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• Secure vital documents/cash/computer as directed• Stand by for further instruction• Await directions from Wardens.

On hearing the evacuation tone (whoop, whoop, whoop)• Follow all instructions• Proceed to your nearest safe exit or exit as designated by a Warden• In the event of a fire or emergency lifts are not to be used• Proceed directly to the Assembly area on Parliament Lawns • Report to your Warden at Assemble Area for roll call• Await further instruction.

When evacuating, DO NOT Use the lifts unless instructed by wardens or emergency personnel Leave the evacuation assembly area until instructed Re-enter the building until it is advised by wardens or emergency personnel

that it is safe to do so.

If an alarm is activated after hours, evacuate the building via designated Emergency Exits. Do not re-enter the building unless it has been declared safe by emergency personnel.

Non-smoking environmentThe Office and its premises is a smoke free environment.

Code of ConductOffensive behaviour will not be tolerated. This includes:

All behaviour and language that reinforces inappropriate, demeaning or discriminatory attitudes or assumptions about persons based on age, race, sex, disability, sexual orientation, transgender status or marital status; and

Behaviour such as whistling, unsolicited remarks of a sexual nature and swearing.

Contractors are required to ensure persons affected by alcohol or other drugs are not permitted to carry out work within or for the Office.

Noise levels (machinery, electrical equipment)Any contract work resulting in noise must be kept as low as possible. Playing loud radios and loud music is not permitted. Work with sustained high noise levels should be conducted outside of core business hours.

AsbestosLast modified: 16 October 2014 62By: Cunningham, AnneVersion 2.0

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Any work involving asbestos is required to be performed in accordance with the WHS Regulation 2011 and Code of Practice – How to Manage and Control Asbestos in the Workplace.

Dangerous goods and hazardous substancesContractors who bring hazardous substances or dangerous goods onto Office premises are required to have the following:

• A full description including product name, use, quantity etc.• A copy of the Safety Data Sheet• A copy of the risk assessment relating to use(s) of the hazardous

substance• Work procedures required for safe storage, use and disposal• Training details of those required to use the substance• Chemical inventory of hazardous substances.

Building Services

Location of toiletsHobart - Turn right when coming out of the lifts, men’s toilets are located on the first right, women’s on the second right.

Launceston – Your Office contact will advise.

Use of LiftsFor any transport of large goods or materials, arrangements must be made with Business Support Services for a lift to be fitted with a padded lining. Transporting large goods and materials should be limited to non-busy periods between the start of business hours, lunch break and finish of business hours.

By signing you acknowledge that you understand and accept the information above and your individual responsibilities.

Name: _____________________________________________________

Signature: __________________________________________________

Date: ______________________________________________________


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For contractors employed to conduct audit or Business Support Services based work please ensure you complete an Employee Induction Checklist on arrival.


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Appendix 9: Contact Support Officer Role

The role of the Contact Officer is an important one which should not be confused with the role of a professional counsellor or mediator.

Contact Officers duties may involve:Listening to the individual and acting as a support person.Explaining and providing information about what constitutes discrimination, harassment and bullying.Providing information about the options available to deal with the individuals concerns and the likely results of these.Informing the individual of rights under Tasmanian and Federal equal opportunity law.Discussing possible strategies the individual can use to deal directly with the other person.Referring the individual to counselling and other support services if necessary.Referring individuals who decide to make a formal complaint to the appropriate person for investigation.Providing general information and copies of organisational equal opportunity policies and complaint procedures to any member of staff.Promoting the role of the Contact Officer throughout the organisationFacilitation of informal resolutions if possible.

Contact Officers practice these important skills:RespectSensitivityImpartialityActive listening and good communicationEmpathyCommitment to fairness and a safe workplaceEfficiencyCommitment to the principles of Anti-DiscriminationConfidentialityNo victimisation

Contact Officers are required to have knowledge ofInternal EEO/grievance policies and procedure of an organisation.Strategies for dealing with and assisting in the resolution of grievance .These policies and procedures will outline exactly how complaints of discrimination, harassment and bullying are dealt with in the particular workplace.


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The office has one appointed Contact Officer, this position is filled by Matthew Nicholls.


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Appendix 10: Leave Reduction Plans

Employees should follow the below procedure should they build up excess leave


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Within 2 weeks of reaching in excesse of 20 days leave a formal leave plan must be provided to CSS.1.

If no formal leave plan is instigated within this period, staff will meet with immediate managers and staff will be told to take leave during the forced leave period of December/January.

2.

The leave plan is binding on the employee and manager, if a leave plan is instigated but the employee fails to follow the plan, balance beyond the excessive point will be forfeited on the next anniversary date.

3.

An Employee Leave Reduction Plan (Trim ID: OHSID11/47) is to be completed by the employee while meeting with their immediate manger.

4.

The employee is required to complete the employee details and leave balances section (balances can be obtained from ESS) prior to the meeting.

5.

The remaining sections are to be completed by the employee and manager together while meeting to work out the best method to reduce the high leave balance going forward.

6.

Completed Employee Leave Reduction Plan Forms are to be given to CSS.7.

Appendices

Appendix 11: EAP Providers

Employee Assistance Provider

Contact Details Availability of Service

Jan Lee Contact Phone number:03 6223 5700

All TAO Employees on a state wide basis All immediate family members of employees can access the service

with the approval of either Manager or DoJ EAP Co-ordinator

Newport & Wildman 24 Hour contact phone number – 1800 650 204

DoJ EAP – available to all employees on a state wide basis All immediate family members of employees can access the service

with the approval of either Manager or DoJ EAP Co-ordinator

EAP Coordinator – DoJ – Bruce Coles- 03 6165 4909

Last modified: 16 October 2014 68By: Cunningham, AnneVersion 2.0 Version 1