Risk Management & WHS for Sport, Fitness & Recreation

Risk Management & WHS for Sport, Fitness & Recreation

1

BSBRSK401 Identify risk and apply risk management processes

HLTWHS001 Participate in workplace health and safety

Ask yourself these questions…

❖Are staff trained to handle accidents / emergencies?

❖Does the club have a regular maintenance schedule?

❖Does the staff acquaint all new members with the proper usage of the exercise equipment?

❖Does the membership agreement contain a release outlining the inherent dangers involved in ‘working out’?

❖Do the staff act immediately when a piece of equipment is broken or damaged?

❖Is there always at least one staff member on duty who is trained in First Aid and CPR (water related rescues if applicable)?

❖Are safety signs placed at various places throughout the facility?

❖Are there established Emergency Action Plans in the facility?

❖Is the facility kept clean and tidy (especially change rooms)?2

Relevant Legal and Risk Management Concerns

• Pre-activity health screening of clients

• Utilisation of screening results

• Development of physical activity (PA) recommendations & parameters for training

• Instruction and Supervision of PA

• Emergency preparations and timely fulfilment of the services required

Herbert & Herbert, 2005

3

Laws & Regulations

• Consumer protection and trade practices

• Commercial Laws

• Taxation Laws

• Insurance and superannuation

• Industrial relations

• Equal Employment Opportunity and Anti-Discrimination

• Contract Law

4

Types of Contracts

• Participants

• Funding

• Sponsorship

• Employment

• Service and/or supply of goods and services

• Preferred providers

• Licences

• Trademarks/branding

• Franchise

5

Incident

A single occurrence or event which may happen casually

Accident

An unintentional occurrence that usually results in harm, damage or

loss6

Negligence

• Negligence

• Failure to conform one’s conduct to a generally accepted standard of duty (Herbert & Herbert, 2002)

• What constitutes negligence?

• Duty of Care

• Breach of the Duty

• Proximate Cause

• Injury

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Duty of Care

• Who is responsible?• Employers

• Persons in control of a workplace

• Self-employed persons

• Employees

• Manufacturers, Importers and Suppliers

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Duty of Care

• Take all reasonably practicable steps to protect the health, safety and welfare at work of the employer’s employees and third parties

• Provide and maintain• A safe work environment

• Safe systems of work

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Duty of Care

• Use equipment in accordance with instruction, consistent with its safe and proper use

• Not to create or increase risk to another person

• Cooperate to extent necessary to enable one to fulfil duty

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Definitions of Risk

• The chance of something happening

that will have an impact upon

objectives. It is measured in terms of

likelihood and consequences.

• The potential to lose something of

value. The loss may be physical,

mental, social or financial.

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Risk

The likelihood that a hazard will actually cause harm

Hazard

Something that has the potential to cause harm

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Hazards

• a source of potential harm, or

• a situation with a potential to cause loss

• Likelihood

• used as a qualitative description of probability or frequency

• Frequency: the rate at which an event occurs

• Probability: the rate of a possible event expressed as a fraction of

the total number of events

• Near miss

• any event or incident which, in other circumstances, may have

resulted in an injury to a person, damage to property or some

other negative impact on the organisation or the community

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Risk: Areas of Impact

• Asset and resource base of the organisation and

including personnel

• Revenue and entitlements

• Costs of activities both direct and indirect

• People/community

• Performance

• Timing and schedule of activities

• The environment

• Intangibles such as reputation, goodwill, quality of life

• Organisational behaviour

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Hazard or Risk ?

15

Hazard or Risk ?

16

Hazard or Risk ?

17

Hazard or Risk ?

18

A combination of the probability of an event

and its consequences

A proactive systematic analysisof one’s business, finances, facilities and

their related programs and services

Risk Management

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Risk Management

• the culture, processes and structures that are directed

towards the effective management of potential opportunities

and adverse effects

Risk Assessment

the overall process of risk analysis and risk evaluation

Risk Management Process

systematic application of management policies, procedures

and practices to the tasks of establishing the context,

identifying, analysing, evaluating, treating, monitoring and

communicating risk. (Marchese & Hill, 2005, p. 286)

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Risk Management

• Involves the following:

• A deliberate focus

• Proactive thinking

• Balancing the cost and benefits

• Contingency planning

• What is the difference between proactive

and reactive risk management?

21

Five Basic Steps in Risk Management

• Identify the Risks

•Assess the Risks

•Eliminate or Reduce the Risk

• Implement the Plan

•Evaluate and Modify the Plan

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Risk Management

Identification of risk within an activity

Risk Analysis

Handling of the risk (Risk Management)

Monitoring of the risk

Analysis of the activity where the problem is

identified

The assessment of the magnitude of the risk

Evaluate risk treatment options and eliminate or

control the risk

Implementation of an ongoing plan of management

which reviews risk

Marchese & Hill, 2005, p. 28623

Risk Management Flow Chart

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Risk Analysis

• a systematic use of available information to

determine how often specified events may occur

and the magnitude of their consequences. Risk

analysis of activities applies to:

• support equipment

• personnel (client, staff, onlooker) safety

• environmental impact

• processes

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Risk Identification

• The process of determining what can happen,

why and how

• Processes for risk identification include but are

not limited to

• drawing on expertise from within the organisation,

e.g., brain storming, questionnaires, audits, physical

inspections, records of accidents and "near misses"

• drawing on expertise from outside the organisation,

e.g., professional consultants, industry specialists,

publications, case studies, media, systems analysis

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Sources of Risk

• Commercial and legal relationships between the

organisation and other organisations, e.g., suppliers,

subcontractors, lessees

• Economic circumstances of the organisation, country,

internationally as well as factors contributing to those

circumstances, e.g., exchange rates

• Human behaviour of both those involved and those not

involved in the organisation

• Natural events

• Political circumstances including legislative changes and

factors which may influence other sources of risk

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Sources of Risk

• Technology and technical issues both internal and

external to the organisation

• Management activities and controls

• Individual activities

• Alternatively, sources of risk may be

• internal and subject to the organisation's control

(e.g., group management, equipment failure)

• external and not under the control of the

organisation (e.g., natural events, bankruptcy of

subcontractor)

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Variety of Risks

• Diseases affecting humans, animals and plants

• Economic perils

• Environmental

• Financial

• Human perils

• Natural perils

• Work health and safety

• Product liability

• Professional liability

• Property damage

• Public liability

• Security

• Technology

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Categorising Risks

❖Financial Risks

Insurance

• Income protection

• Professional indemnity ($2 -$5 m)

• Public liability ($10-$20 m)

• Worker’s compensation

• Business risk insurance

Checks and Balances

• Bookkeeping and Accounting

• GST / Tax Management Accounts

• Computer software assistance

❖Personnel-Related Risks❖ Instruction – Related Risks

❖Supervision – Related Risks30

Personnel

✓Qualifications & Certifications▪ Reference Checks and Auditions

▪ Quality of training

▪ PTs file class action lawsuit against training organisation (USA, March 2007):

▪ Trend in USA: PTs must have Uni degree and/or 1-2 certifications; DE programs unacceptable; must pass in-house exam; State licensing of PTs.

▪ Customer Service / Marketing Initiative: Showcase the experience and education of your PTs

▪ Peak Body Registration

▪ Ability to work with various clientele

✓Contractor or Employee▪ Contractor: may have less affiliation / loyalty to Centre

▪ Employee: possibly more loyal and ‘ownership’

✓Regular In-Service Training31

Instruction

➢Qualifications & Registration

➢Various Clientele

▪ Children

▪ Older Adults

▪ De-conditioned

▪ Cardiac Rehabilitation

▪ Orthopaedic Rehabilitation

▪ Other Unique Cases

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Supervision

➢SBWA: adaptation of MBWA

➢Supervision by Wandering Around

➢Management by Wandering Around

➢Reading a magazine is NOT supervising

➢How much can the instructor ‘see’?

33

Categorising Risks

❖External Risks (threats): difficult to prevent❖Recessions, depression, inflation

❖Limited supply, decreased demand

❖Federal or state requirements

❖Unfavourable legislation

❖Facility – Related Risks

❖Equipment-Related Risks

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The Facility and the Equipment

❖Inadequate maintenance

❖Improper design

❖Defective Products

❖Inadequate signage

All personnel should look

carefully at the facilities.35

Facility Design and Equipment Maintenance

❖Facility Design

▪ Access

▪ Ventilation

▪ Flooring

▪ Surveillance

▪ Amenities

❖Equipment Maintenance

▪ Hygiene

▪ Design

▪ Cables

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Equipment / Safety / Maintenance Checks

• Make sure staff are aware of cleaning and maintenance

schedule

• All staff should be involved in assessing equipment

maintenance procedures

• Maintenance plans should be developed in consultation with

staff members who use the equipment

• Specific checklists of equipment and facilities should be

developed to assist scheduled inspections

• Records of inspections and maintenance should be kept and

used for future reference

• Make sure staff are aware of how to conduct safety/

maintenance checks on equipment

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Information CautionDanger

Internationally Recognised Shapes of Signs

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Signage

Signage

SIGNAGE

41

Legal Case❖How to save $1m

❖Paraplegic awarded $1m in damages over diving accident because the signs did not say that diving was dangerous!

No Diving

Shallow Water

Injury or Death

Could Occur42

Common Areas to Consider for Most Fitness Activities

• Health threats (MRSA)

• Screening

• Checking clients before participation

• Release or waiver

• Informed consent

• How and where the activities are completed

• Inspection of area prior to activities

• Drills or exercises

• Equipment used

• Supervision

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Hygiene Threats• “Boxercise gloves,” contain species of bacteria, often

linked to infections.

• Sweaty residue on gym equipment, particularly the machines often used by several people in quick succession, can harbor streptococcal infections and even candida, a germ linked to problems in the intestines and bowel.

• Catching the Herpes virus also a risk if the sweat of an infected person gets onto gym mats or other surfaces. It isn’t sweating itself that’s the problem, but the bacteria.

• MRSA (methicillin-resistant Staphylococcus aureus)• One in three people carry staph on their skin.

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Hygiene Promotion

• General practices

• Practice good hygiene (e.g., keeping your hands clean by washing with soap and water or using an alcohol-based hand sanitizer and showering immediately after participating in exercise);

• Avoid sharing personal items (e.g. towels, razors) that come into contact with your bare skin;

• Use a barrier (e.g. clothing or a towel) between your skin and shared equipment such as weight-training benches.

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Hygiene Promotion

• Precautions for avoiding MRSA :

1. Spray the handles of cardio equipment both before and after use with a cleaning spray and paper towels.

2. Use a towel between you and the bench when lifting weights and between you and hand weights when weight training,

3. Carry an alcohol-based hand sanitizer and use it between machines when circuit training.

4. Bring your own yoga mat.

5. Wash your own gym clothes at home in hot water and a hot dryer after every work-out.

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Case Studies

❖Group Cycling Class

❖Avoid overcrowding

A Philadelphia area fitness centre retrofitted a room with bikes ½ metre apart; member lost balance, fell into the next bike and started the ‘domino’ effect

Outcome -> broken ankle and lawsuit

Lesson: lower ‘real estate’ formula and focus on safety / comfort

❖Lighting in room

▪ Cycle instructor shared with me the story that major chain fitness centre had low light to increase the ‘mood’ for the class; she could not see their faces to assist in monitoring the intensity and reaction

▪ Her client service / safety: At given points in class, she raises the lights to see faces of members to see ‘how they are going’.

▪ How much do you compromise safety for ‘ambience’?

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Case Studies

❖Music / Noise Levels

• According to the ACSM Health/Fitness Facility Standards and

Guidelines, noise levels should never go above 90 decibels ~

ongoing exposure to levels in excess of 90 decibels can cause

hearing damage. Group exercise rooms / classes may go between

80-90 db ~ some clubs get as high as 120 dB which is close to the

levels of noise of a jackhammer.

• Other implications: Instructors are suffering voice damage from

shouting over the music!

• What kind of music are you playing?

• There may not be any direct ‘risk’ per say - except that if

members don’t like the music or the level of music - you risk

losing that client.

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Case Studies❖Gym Keys as ‘Collateral’

• ACT 2002: Member sought compensation for $649 after gym ‘lost’

key (used to exchange for locker key). Gym refused to pay for

replacement. She wanted to cancel membership but she would

have to pay $70 cancellation fee. After cancelling, gym continued

to deduct an extra monthly fee. Gym sent her voucher for mistake

but still had not compensated for lost keys.

• Implications: Sets unpleasant example of fitness industry as $649 =

one new membership. Bad PR for industry as a whole for it was in

local newspaper.

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Case Studies❖Participant’s knowledge

❖ Fall from Treadmill Results in Injury and

Litigation” (Corrigan v. Musclemakers Inc

686N.Y.S.2d 143, 1999)

• 49 yo sedentary ‘newcomer’ client never

used a treadmill. PT put client on TM at

3.5 mph for 20 min and left her

unattended. She was thrown from

treadmill, suffered broken ankle

• Client claimed to have no instruction

from personal trainer on how to adjust

speed, stop the belt or operate the panel

❖ It could have been avoided by …

❖Specific in-house training on equipment

❖Come and try sessions for members that

are focused on education more than the

‘training’ effect

❖Supervise clients during ‘break-in’ period

– especially for the ‘novices’ to the gym 50

Case StudiesGroup Exercise Instructor / Participant Ratio

❖How many times have you seen 1 instructor and 60-70 members in group exercise class?

❖ If high level activity, have ‘spotters’ throughout the room.

Breastfeeding of babies in Fitness Centre complex

❖ Two members wished to breastfeed in small kitchen area at

Centre but was not allowed as per membership conditions

❖ Members opposed and expressed objections to the media

❖ Negative publicity occurred (front page headlines, etc.)51

Case Studies• Cooling Off Periods

• The person signs the contract and then doesn’t come in by day 6 (if it is a 7-day cooling off period)

• Do you ring and find out why they haven’t show up and remind them tomorrow is the last day of their cooling off period OR take advantage of the fact that they didn’t come in and forgot about the cooling off period?

• Scheduling of New Client• Ask your new members if they would prefer a male or female

trainer during their orientation or first workout?

• Change rooms• How often are they cleaned especially the showers?

• Are they private or ‘gang’ showers? [relates to facility design)

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Risk Evaluation

• the process used to determine risk management priorities by comparing the level of risk against predetermined standards, target risk levels or other criteria

• Risk Evaluation Criteria • may include predetermined standards, target risk levels or

other criteria

• factors relevant to the establishment of criteria are determined through

• legislation

• regulations

• Australian Standards

• organisational policies, aims and objectives

• operating procedures and guidelines

53

Risk Register

• a register of all identified risks and documentation of the

strategies/plans in place to deal with any event/incident which

might occur

• includes

• source

• nature

• existing controls

• likelihood and consequences

• initial rating

• vulnerability to external/internal factors

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The outcome of an event expressed

qualitatively or quantitatively, being a

loss, injury, disadvantage or gain.

There may be a range of possible outcomes associated with an event.

Consequences

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ConsequencesLevel Descriptor Example of Description

1 Insignificant No injuries, low financial loss

2 Minor First aid treatment, on-site release immediately contained, medium financial loss

3 Moderate Medical treatment required, on-site release contained with outside assistance, high financial loss

4 Major Extensive injuries, loss of production capability, off-site release with no detrimental effects, major financial loss

5 Catastrophic Death, toxic release off-site with detrimental effect, huge financial loss

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Likelihood

Level Descriptor Description

A Almost certain Is expected to occur in most circumstances

B Likely Will probably occur in most circumstances

C Possible Might occur at some time

D Unlikely Could occur at some time

E Rare May occur only in exceptional circumstances

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Sources of Information on Likelihood and Consequences

• Past records

• Relevant experience

• Industry practice and experience

• Relevant published literature

• Test marketing and market research

• Experiments and prototypes

• Economic engineering or other models

• Specialist or expert judgements

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Techniques for analysing the likelihood and consequences of risks

• qualitative, based on

• how severe the potential risk may be (severe, high,

major, significant, moderate, low, trivial)

• the likelihood of the risk happening (almost certain,

likely, moderate, unlikely, rare)

• the consequences of the risk (extreme, very high,

medium, low negligible)

• quantitative

• combined method (combined qualitative and

quantitative)

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Risk Level Matrix

LikelihoodRare Unlikely Possible Likely Almost

Certain

Catastrophic

Major

Moderate

Minor

Insignificant

Consequence

From Risk Management Workbook © 2003, ACT Government & Evalua Pty Ltd60

Risk Treatment

• selection and implementation of appropriate options for dealing with risk

• Five treatment options

• Avoid the risk

• decision not to become involved in a risk situation

• Reduce the risk

• application of appropriate techniques and management principles to reduce likelihood of an occurrence and/or its consequences

• Transfer the risk

• shifting the responsibility or burden for loss to another party through legislation, contract, insurance or other means

• Finance the risk

• fund risk treatment and the financial consequences of risk

• Retain the risk

• intentionally or unintentionally retaining the responsibility for loss, or financial burden of loss 61

Emergency Action Plans

❖Detailed action on what to do during an emergency

❖What kind of different scenarios could occur

❖Fire

❖Bomb scare

❖Heart attack – life threatening injury

❖Civil disorder

❖Chemical leak (e.g., chlorine)

62

Risk Management Strategies

➢Promote a healthy workplace culture

➢Operational systems including:➢Health and safety practices and procedures

➢Appropriate signage

➢Emergency management, including first aid

➢Preventative maintenance

➢Contingency plans

➢Hazardous material delivery, storage and handling (OHS,

Standards Australia)

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Risk Reduction Tactics❖ Hiring qualified and registered personnel

❖ Frequent in-service training programs

❖ Communicating the risk management plan

❖ Knowledge of, and adherence to, applicable legislation and industry standards

❖ Documentation and retention of important materials, information, and forms

❖ Adherence to all important and relevant documents

❖ Monitoring advertising and public relations

❖ Knowledge of the risks associated with participants, activities, and environments

❖ Regular facility, equipment and procedures audits

❖ Adoption and implementation of an Emergency Action Plan

❖ Adoption and implementation of a Crisis Management Plan

❖ Proper use of warnings and signage

❖ Conduct regular audits

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Putting It All Together:The Process

• Identify factors that contribute to risk

• Review information about the risk

• Estimate likelihood and severity of the risk

• Consider the actions necessary to eliminate or control the risk

• Keep records to ensure that the risk within the activity is eliminated or controlled

65

Risk Audit

➢process by which an attempt is made to identify,

verify, record, measure, analyse and report the range

of risks that may be present in a given situation

➢Key aspect is to identify risks

66

Benefits of Audits

➢Identification of unsafe features/conditions

➢Review of systems, equipment, practices, procedures

➢Evaluation of the effectiveness of systems

➢Improved communications

67

Principle Components of Audits

• Planning

• On-Site Audit

• Post Audit

68Reference: http://www.leoisaac.com/ris/ris027.htm

Principle Components of AuditsPlanning

• Setting the scope of the risk audit i.e. what is the situation to

be audited?

• Determining the method for gathering information (interview

staff, make observations using a checklist, etc)

• Developing checklists and procedures for the auditing process

to ensure the process is thorough

• Developing interview questions, as interviewing people is a key

aspect of risk auditing

• Arranging site visit(s) and interviews


Principle Components of AuditsOn-Site

• Briefing organisation personnel to be involved in the audit

process

• Conducting site visit and utilising checklists and

procedures to observe risk controls in place, or not in

place

• Conducting interviews with organisation personnel and

probing for knowledge of risk management procedures

• Checking existence of policy and procedures which may

have an effect on risk management

• Reviewing accident and injury logs

• Summarising main findings

• Providing organisation personnel with an exit interview


Principle Components of AuditsAfter the Audit

• Analysing information gathered as a result of the

use of checking procedures

• Analysing information gathered as a result of

interviews

• Preparing a register of risks and evaluating

probability and severity of each identified risk

• Preparing a report (draft) on risks identified and

suggesting strategies for dealing with risks

• Providing a report and feedback to organisation

• Arranging for a meeting to continue next step in

the process


Minimising Liability

• Ensure correct instruction is given pertaining to technique, tempo, etc and be aware of competence of participants

• Ensure paperwork is completed and in order e.g. participation forms, waivers, medical clearance (where necessary)

• Ensure clients are visible at all times

• Have awareness of environmental factors e.g. weather-rain, heat, humidity and medical conditions which may be exacerbated by the activity

• Ensure participants have access to rest room and drinking water facilities

72

Writing Your Risk Management

Plan

Prevention can

SAVE you MILLIONS

73

A Risk Management Plan

➢reduces the potential for litigation

➢satisfies the customers and

the employees ultimate expectation.

74

The Risk Management Plan

➢Who is responsible for risk management?

➢Who will write the plan?

➢Who will identify, analyse and evaluate the risks?

➢Who will monitor and review the plan?

75

Benefits of Having a Risk Management Plan

➢Better protection of assets

➢Fewer and less serious injuries to members

➢Reduced likelihood of undesirable and costly surprises

➢Better strategic outcomes

➢Possible reductions in insurance premiums

76

Documentation• Includes assumptions, methods, data sources and results

• Reasons for documentation

• To demonstrate the process is conducted properly

• To provide evidence of a systematic approach to risk

identification and analysis

• To provide a record of risks and to develop the organisation's

knowledge database

• To provide decision-makers with a risk management plan for

approval

• To provide an accountability mechanism and tool

• To facilitate continuing monitoring and review

• To provide an audit trail

• To share and communicate information

77

Some Contents of aRisk Management Plan

➢Policies and procedures➢General

➢Specific (WHS)

➢Risks ➢ Financial Risks

➢ Facilities and equipment Risks

➢Personnel-Related Risks

o Instruction

o Supervision

o Staff education

➢External Risks

➢Inspections / audits

➢Emergency action plans

➢Forms

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Forms to Include• Accident Report Form

• Chemical Safety Checklist

• Emergency Evacuation Procedure

• Employee Training Record Form

• Incident Report Form

• Hazardous Substance Register

• Incident Report Form

• Job Safety Analysis Form

• Manual Handling Checklist

• OHS Responsibilities • Contractors • Employee• Management

• Record of Attendance & Content - Training

• Return to Work Plan

• Policy • Drugs & Alcohol • EEO and Harassment • Non Smoking • Return to Work • Safety • Skin Protection

• In-Service Meeting Minutes Template

• Subcontractor Checklist

• In-Service Training Schedule

79

Contingency Plan

• Ensure all participants are catered for (sufficient space and equipment)

• Make sure participants are aware of the plan, should something go wrong e.g. adverse weather conditions or injury

• Make sure all participants are catered for (quantity- if there are too many for one instructor “legally” have a back up on call)

• Make sure risk assessment has been done on activities, have lower intensity/ higher intensity options for those participants of higher competence

• Have necessary emergency numbers close at hand

80

In Summary …Minimising the Reduce of Risk in

Common Activities

• Warn participants of risks

• Give correct instruction

• Check equipment

• Observation

• Environmental hazards

• Competence

81

Work Health and Safety

82

Compliance Issues

➢Code of Practice➢Fitness Industry Code (State Based)

➢Office of Fair Trading

➢Insurance

➢Standards Australia

➢Security and Privacy

➢Legislation

83

Legislation

• Work Health and Safety Act 2011

• Codes of Practice (some states are legislative)

• Scaffolding and Lifts Act

• Machinery Act

• Dangerous Goods Act

84

WHS Legislation depends on State and Territory Legislation

and Requirements

• common law duties to meet the general duty of care

requirements

• requirements for the maintenance and confidentiality

of records of occupational injury and disease

• provision of information, induction and training

• regulations and approved codes of practice relating

to hazards present in work area

• health and safety representatives and health and

safety committees

• prompt resolution of health and safety issues85

Workers Compensation

• Insurance based on contract of

employment/service

• Display rehabilitation policy/notice

• Nominate and display rehab coordinator (pivotal

role between employee, provider, insurer and

supervisor)

• Display worker’s comp claim summary (claim

procedures)

86

Work Health & Safety Act 2011

• legal rights and responsibilities for an employee

• Rights• To have a safe working environment provided by

their employer according to WHS legislation

• Responsibility• To maintain the safe working Environment by

following rules, safe systems of work and procedures according to OH&S legislation.

87

Ways to Manage WHS

• Policies

• Procedures

• plant and equipment maintenance

• hazard identification

• risk assessment and control

• work health and safety instruction

• training and provision of work health and safety information

88

WHS Committees

• forum where health and safety problems in the work place can be identified and resolved

• where safe systems and procedures can be developed and monitored

89

Organisational WHSPolicies and Procedures

• WHS audits and inspection reports

• Equipment usage logs

• Health surveillance and workplace environmental monitoring

records

• Records of instruction and training

• Manufacturers and suppliers information, including Material

Safety Data Sheets and dangerous goods storage lists

• Hazardous substances registers

• Maintenance reports and testing reports

• Workers compensation and rehabilitation records

• First aid/medical post records

90

Organisational WHS Policies and Procedures

• Hazard identification

• Risk assessment, selection and implementation of

risk control measures

• Incident (accident) investigation

• WHS audits and safety inspections

• Consultative arrangements for employees in work

area

• Hazard reporting procedures

• Safe operating procedures/instructions

• Use & care of personal protective equipment

91

Organisational WHS Policies and Procedures

• Emergency & evacuation procedures

• Purchasing policy & procedures

• Plant & equipment maintenance & use

• Hazardous substances use and storage

• Dangerous goods transport & storage

• WHS arrangements for on site contractors, visitors

and members of public

• First aid provision/medical practitioner contact &

attention

• Site access

92

Workplace Procedures

• Arrangements for how workplace activities are to be done

• May be formally documented or communicated verbally

• General to the management of the organisation such as:

• job procedures and work instructions • maintenance of plant and equipment • purchasing of supplies and equipment

• counselling/disciplinary processes

93

Workplace Procedures• Specific to workplace health and safety, such as

• providing work health and safety information • consultation and participation

• emergency response• housekeeping• specific hazards: identifying hazards, e.g.,

inspections• incident investigation

• assessing and controlling risks• personal protective equipment• Work health and safety training and assessment• Work health and safety record keeping• reporting work health and safety issues

• Work health and safety issue resolution

94

Workplace Housekeeping

• can eliminate some workplace hazards and help get a job done safely and properly

• Poor housekeeping can frequently contribute to accidents by hiding hazards that cause injuries. If the sight of paper, debris, clutter and spills is accepted as normal, then other more serious health and safety hazards may be taken for granted.

95

Reference: Canadian Centre for Occupational Health and Safety. ONLINE:

https://www.ccohs.ca/oshanswers/hsprograms/house.html

Workplace Housekeeping

• keeping work areas neat and orderly

• maintaining halls and floors free of slip and trip hazards

• removing of waste materials (e.g., paper, cardboard) and other fire hazards from work areas

• requires paying attention to important details • layout of the whole workplace

• aisle marking

• the adequacy of storage facilities

• maintenance.

• basic part of accident and fire prevention.

96



Good Housekeeping Program

• identifies and assigns responsibilities for the following:

• clean up during the shift

• day-to-day cleanup

• waste disposal

• removal of unused materials

• inspection to ensure cleanup is complete

97



Elements of Effective Workplace Housekeeping

• Dust and Dirt Removal

• Employee facilities

• Surfaces

• Maintain light fixtures

• Aisles and stairways

98



• Spill control

• Tools and equipment

• Maintenance

• Waste disposal

• Storage

Reducing the Risk of Manual Handling Injuries

• providing safe work procedures, instruction, training and supervision for manual handling work activities.

• employing professional moving people or use lifting equipment such as lifts or trolleys to move heavy gym equipment for cleaning or re-location.

• ensuring employees do not work long shifts - due to the physical nature of instructing in a gym physical fatigue is common

• re-organise work tasks to reduce the manual handling involved

• ensure the workplace layout allows employees enough space to move and work safely.

99

Fatigue

• feeling of weariness from bodily or mental exertion; and feeling tired, drained and exhausted

• influences an individual’s physical, mental and emotional state, which may result in less alertness, accompanied by poor judgment, slower reactions to events and decreased motor skill

100

Reference: WorkCover NSW Driver Fatigue Management – A Guide to Managing

Driver Fatigue in the Long Haul Trucking Industry (February, 2006)

Fatigue

101

Australia Safety and Compensation Council. (2006). Work-related Fatigue: Summary of Recent Indicative

Research. ONLINE:

http://www.safeworkaustralia.gov.au/sites/SWA/about/Publications/Documents/420/WorkRelated_Fatigue_Indicativ

e_Research_2006.pdf

An analysis of the dimensions of fatigue in relation to their causal factors, along

with a similar analysis of these related states

Fatigue

102


Research. ONLINE:


e_Research_2006.pdf

An analysis of the dimensions of fatigue in relation to their causal factors,

along with a similar analysis of these related states

Fatigue

103


Research. P. 7 ONLINE:


e_Research_2006.pdf

Work-related Stress

• High work pace (time pressure)

• Lack of control (over work pace, but also over the management of physical risks)

• Low participation

• Little support from colleagues and supervisor

• Poor prospects for future career development

• Job insecurity

• Long working hours

• Shift work

• Low income

• Sexual and/or psychological harassment

104

Managing Work Related Stress

105

Reference: Queensland Hotel Association. Hazardous Fatigue and Work-Related Stress

http://www.qha.org.au/files/Q%20-%20Hazardous%20Fatigue%20n%20Work%20Related%20Stress.pdf