SITXWHS001 Participate in Safe Work Practices

1
SITXWHS001 Participate in safe work practices

TRAINING MANUAL
William Angliss Institute of TAFE
555 La Trobe Street
Melbourne 3000 Victoria
Telephone: (03) 9606 2111
Facsimile: (03) 9670 1330
Acknowledgements
Writer: Nicholas Hyland
© William Angliss Institute 2017. All text and images unless otherwise stated.
All rights reserved. This Training Manual was produced by William Angliss Institute to be
used as resource material for its enrolled students only; and as such they have the authority
to print out this material. Any further copying or communicating of this material in any format
or via any means may only be done so with the prior documented permission of William
Angliss Institute. William Angliss Institute does not have the authority to give permission for
third party materials that may be included in this resource.
Disclaimer
Every effort has been made sure that this manual is free from error or omissions. However,
you should conduct your own enquiries and seek professional advice before relying on any
fact, statement or matter contained in this book. William Angliss Institute is not responsible
for any injury, loss or damage as a result of material included or omitted from this course.
Information in this module is current at the time of publication. The time of publication is
indicated in the date stamp at the bottom of each page.
Images have been sourced from Shutterstock and are used under Creative Commons
licence.
Photography suppliers and other third party copyright owners and as such are non-
transferable and non-exclusive.
Table of contents
William Angliss Institute ........................................................................................................ 1
Unit descriptor ....................................................................................................................... 3
Assessment matrix ................................................................................................................ 5
Glossary................................................................................................................................ 7
Element 1: Work safely ......................................................................................................... 9
Element 2: Follow procedures for emergency situations ..................................................... 41
Element 3: Participate in organisational work health and safety practices ........................... 57
Presentation of written work ................................................................................................ 71
Recommended reading ....................................................................................................... 73
Trainee evaluation sheet ..................................................................................................... 75
Trainee self-assessment checklist....................................................................................... 77
© William Angliss Institute 2016

Training Manual
This page is left intentionally blank for double-sided printing.

Training Manual
William Angliss Institute
William Angliss Institute

William Angliss Institute was named after the late Sir William Angliss, MLC, whose generous
donations and personal efforts were instrumental in the foundation of the Institute, which
opened as the William Angliss Food Trades School in 1940.
The Institute provided training in pastry cooking, retail butchery and smallgoods, bread-
making and baking, as well as cookery and waiting. In the late 1960s the school expanded
into training for the hospitality industry, and in the late 1980s into the broader tourism-related
courses.
Today, William Angliss Institute is a national and international provider of education and
training programs, consultancy services and human resource development solutions for the
tourism, hospitality and foods industries.
The Institute is the largest single-purpose government educational institute of its kind in
Australia, offering short courses, apprenticeship, certificate, diploma, advanced diploma,
degree and graduate courses. William Angliss Institute’s portfolio of skill and career
development programs spans a diverse range of hospitality, tourism and foods-related
disciplines. This includes generalist and specialist programs with options for delivery in the
workplace, on-campus and online.
Educational and industry expertise includes:
 Tourism  Coffee making and barista training
 Retail travel  Patisserie
 Hospitality management / operations  Bakery

 Hotel management  Butchery and meat retailing
 Ecotourism  Confectionery manufacturing
 Meeting and event management  Food science and technology
 Resort management  Business and retail management
 Professional cookery  Marketing and human resources
In addition to over 1000 international students enrolled at William Angliss Institute in

Melbourne and off-shore campuses, a comprehensive network of government, industry and
education partnerships provide students and Institute staff with a world of opportunities.
Recognition of Prior Learning (RPL)
If you’ve got previous qualifications or relevant work/life experience, you may be eligible for
exemptions in your course through our RPL process. For more information, check out our
RPL brochure available from the Information Centre.
For further information:
Phone: (03) 9606 2111

Fax: (03) 9670 0594
Web: www.angliss.edu.au

Training Manual 1
Introduction to trainee manual

2 Training Manual
Unit descriptor
Unit descriptor
This unit deals with the skills and knowledge required to participate in safe work practices in
a range of settings within the travel industries workplace context.
Element 1: Work safely

Performance Criteria
1.1 Follow organisational health and safety procedures.
1.2 Incorporate safe work practices into all workplace activities.
1.3 Follow safety directions of supervisors, managers and workplace safety warning
signs.
1.4 Use personal protective equipment and clothing or designated uniform.
1.5 Promptly report unsafe work practices, issues and breaches of health, safety and
security procedures.
1.6 Identify and remove hazards from immediate workplace area and report all workplace
hazards as they arise.
Element 2: Follow procedures for emergency situations

2.1 Recognise emergency and potential emergency situations.
2.2 Follow organisational security and emergency procedures.
2.3 Seek assistance from colleagues or authorities during emergency situations.
2.4 Complete emergency incident reports accurately, following organisational
procedures.
Element 3: Participate in organisational work health and safety

practices
3.1 Participate in work health and safety management practices developed by the
organisation to ensure a safe workplace.
3.2 Actively participate in the work health and safety consultation processes.
3.3 Report work health and safety issues and concerns as they arise.

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Unit descriptor

4 Training Manual
Assessment matrix
Assessment matrix
Showing mapping of Performance Criteria against Work Projects, Written
Questions and Oral Questions
The Assessment Matrix indicates three of the most common assessment activities your
Assessor may use to assess your understanding of the content of this manual and your
performance - Work Projects, Written Questions and Oral Questions. It also indicates
where you can find the subject content related to these assessment activities in the
Trainee Manual (i.e. under which element or performance criteria). As explained in the
Introduction, however, the assessors are free to choose which assessment activities are
most suitable to best capture evidence of competency as they deem appropriate for
individual students.
Work Written Oral

Projects Questions Questions
1.1 Follow organisational health and safety 1.1 1,2,3,4 1
procedures.
1.2 Incorporate safe work practices into all 1.2 5,6 2
workplace activities.
1.3 Follow safety directions of supervisors, 1.3 7,8 3
managers and workplace safety warning
signs.
1.4 Use personal protective equipment and 1.4 9,10 4
clothing or designated uniform.
1.5 Promptly report unsafe work practices, 1.5 11,12 5
issues and breaches of health, safety
and security procedures.
1.6 Identify and remove hazards from 1.6 13,14,15 6
immediate workplace area and report all
workplace hazards as they arise.
2.1 Recognise emergency and potential 2.1 16,17,18 7
emergency situations.
2.2 Follow organisational security and 2.1 19,20 8
emergency procedures.
2.3 Seek assistance from colleagues or 2.1 21,22 9
authorities during emergency situations.
2.4 Complete emergency incident reports 2.1 23,24 10
accurately, following organisational
procedures.

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Assessment matrix
Work Written Oral

Projects Questions Questions
Element 3: Participate in organisational work health and safety practices
3.1 Participate in work health and safety 3.1 25,26 11
management practices developed by the
organisation to ensure a safe workplace.
3.2 Actively participate in the work health 3.2,3.4 27,28 12
and safety consultation processes.
3.3 Report work health and safety issues 3.3,3.4 29,30 13
and concerns as they arise.

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Glossary
Glossary
Term Definition
Help employers comply with the obligations imposed on

Codes of practice
them
Legal responsibility to provide a reasonable standard of
‘Duty of care’
care
DWG Designated Work Group
EMP Emergency Management Plan
A hazard is any situation with the potential to cause

Hazard injury or illness, or, in the case of dangerous goods,
damage property
The process used to identify all possible situations

Hazard identification where people may be exposed to injury, illness or
disease.
Collective in organisation responsible for WSH
Health and safety committee
practices and systems
A list of control measures in descending order of
Hierarchy of Control
effectiveness
HSR Health and Safety Representative
Legislation Law
MSDS Material Safety Data Sheets
OHS Occupational Health and Safety
PPE Personal protective equipment (and clothing)
Regulations Set out mandatory requirements of Act
The process of identifying, evaluating and controlling

Risk management
risks
SOP Standard Operating Procedure
Workplace Safety & Health Act Main legislation affecting WSH in Singapore
WSH Workplace Safety and Health

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Glossary

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1.1 Follow organisational health and safety
procedures
Introduction
It is a general Workplace Safety and Health requirement that all staff who attend work, leave
work at the end of the day in the same condition that they arrived in.
This means they should not get injured at work, be subject to any
mental harm (such as bullying or harassment), or catch any disease.
This training manual will explore the laws, responsibilities, policies,
procedures and systems that influence an organisation in ensuring
the workplace is safe for all.
In addition, it will focus on all safety aspects that staff must follow in
ensuring a safe workplace for themselves, their colleagues and their customers.
Identification of WSH/ OHS

WSH is the abbreviation for Workplace Safety and Health.
Another common abbreviation which may also be used is OHS. This stands for Occupational
Health and Safety.
In effect these abbreviations mean the same thing and either will be used throughout this
training manual.
Importance of Workplace Safety and Health

Under WSH law, all organisations are responsible for providing and maintaining a safe
workplace. Whether micro, small, medium or large, they must ensure the health, safety and
welfare at work of all employees and the safety of people, other than their workers, who may
be present at the workplace. In the service industries, the workplace would include any
location where the business operates and ‘others’ would include customers.
In large organisations, the responsibility for implementing and monitoring WSH practices
might be undertaken by a specialist WSH practitioner. In the service industries, the majority
of businesses are small to medium and WSH implementation is undertaken by supervisors,
operational managers and owner–operators who fulfil a range of diverse business
management duties.
Whilst the importance of health and safety is important to all
employees, it is especially important to those staff members or
management with supervisory responsibilities for implementing
and monitoring the organisation’s Workplace Safety and
Health policies, procedures and programs in a work area.
The aim of this learner guide is to provide staff with the
knowledge required to understand and follow safe work
practices.

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It is important that these people have a thorough understanding of health and safety
requirements and provisions as they provide supervision and guidance to others and have
limited responsibility for the output of others.
Introduction of the Workplace Safety and Health Act

The Workplace Safety and Health Act is an essential part of the new framework to cultivate
good safety habits in all individuals so as to engender a strong safety culture in our
workplace.
It requires stakeholders to take reasonably practicable measures to ensure the safety and
health of workers and other people that are affected by the work being carried out.
In Section 1 the different responsibilities for each stakeholder will be identified.
Before we look at the different responsibilities it is important to understand the key features
of the WSH Act.
Key features of the Workplace Safety & Health Act
The Workplace Safety and Health Act has four key features:
1. It places the responsibility for workplace safety on all
stakeholders along lines of control at the workplace
2. It focuses on Workplace Safety & Health systems and
outcomes, rather than merely on compliance
3. It facilitates effective enforcement through the issuance of
remedial orders
4. It imposes higher penalties for non-compliance and risky
behaviour
Employee responsibilities
Naturally employees play a major role in ensuring the safety of all others around them.
Their responsibilities in WSH include, but are not limited to:
 Working in a way that ensures personal safety, and the safety of others including
colleagues and customers
 Using safety equipment in accordance with the
manufacturer’s instructions
 Using all safety equipment when and where
required and in a correct manner (such as
goggles, masks, gloves, guards)
 Following all Workplace Safety and Health
regulations in-line with establishment
requirements
 Reporting accidents, injuries or illness to the appropriate person
 Reporting any equipment in need of repair
 Adhering to all workers compensation laws and regulations
 Not interfering or getting in the way of a person who is trying to assist another in
need.

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Duty of care - employees

The WSH responsibilities extend a ‘duty of care’ to all employers, employees and all
customers of the establishment.
‘Duty of care’ means employers have a legal responsibility – in addition to the responsibility
and obligations imposed by legislation - to provide a reasonable standard of care in relation
to actions (such as work practices) that could foreseeably cause harm to people.
The employee must:
 Cooperate with the employer
 Act professionally and responsibly at all times
 Enforce health and safety issues to others in the workplace
 Inform the employer of any breaches of the regulations
 Ensure a hygienic and safe environment in accordance with
the individual’s responsibility and authority.
Detailing safety responsibilities in job

descriptions
A job description is a detailed breakdown of the responsibilities and tasks within a job.
Job descriptions are important tools in clearly identifying the responsibilities and duties for
each and every position.
One important area for inclusion in any job description is information relating to the
responsibilities and duties as pertains to each and every position.
Whilst persons employed in a safety and health capacity will have safety and health as a
major part of their job description, all staff will have a section relating to safety and health.
Contents of a Job Description
A job description may contain:
 Title of the job to ensure everyone knows the exact job/position to which the
description applies
 Location of the job
 Job responsibilities. This lists responsibilities which attach to the job within the
context of your workplace, but which may not go with a similar job at another venue.
Safety and health related examples may include:
o Safe work practices
o Hygiene requirements
o Safe handling
o Use of chemicals
o Use of protective equipment
o Compliance to help in emergencies
o Reporting faulty equipment
o Reporting suspicious activities

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 Day to day tasks/duties of the job. It is a description of all work this position needs
to do.
Safety and health related examples may include:
o Cutting food items
o Cash register operation
o Handling food
o Cleaning rooms
o Number of people supervised
o Working conditions.
o Workplace hazards.
o Special work procedures to be followed
o Equipment used.
o Output standards required.
o Type of work measurement methods used.
In other words the job description contains all the information a person needs to know about
the job itself
Health and safety policies and procedures

Employers will provide a wide range of policies and
procedures for employees to follow in order to optimise
workplace safety and security.
It is important for all health, safety and security procedures
to be correctly followed in accordance with the
establishment’s policies and all relevant legislative
requirements.
Policies on health, safety and security procedures can
vary from establishment to establishment, however, it is the responsibility of each
employee to seek out and become familiar with establishment procedures and ensure they
are enforced at all times.
Reasons organisations develop these policies and procedures

Workplaces prepare safety policies and procedures to:
 Comply with legislated requirements – in order to avoid penalties and maintain the image
of being a good corporate citizen
 Reduce the likelihood of accidents and injury – accidents and injury can result in:
 Decreased customer satisfaction
 Reduced levels of return or repeat business
 Increased incidence of legal action
 Damage to equipment
 Damage to the public image and reputation of the business

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 Enable consistent and standardised handling of common problems, situations and

circumstances – so customers experience consistency in the quality of goods and
services they receive and their overall experience more closely aligns with what is
advertised and
 Increase efficiency and effectiveness of operational activities – so the business and all
processes run more smoothly
 Reflect the unique nature of organisations – while numerous safety and security issues
are generic, many workplaces are unique so the detail of protocols will be developed to
address these particular requirements
 Facilitate staff training in required practices – so all staff receive the necessary training to
enable compliance with stated requirements as opposed to delivering training in an ad
hoc manner
 Demonstrate good corporate governance – so management can prove they have taken
all due care to ensure the safe and secure operation of business activities.
WSH policies and procedures

The possible WSH policies and procedures can include but is not restricted to:
 Emergency, fire and accident response
 Staff obligations and venue requirements should be spelled out in the Emergency
Management Plan (EMP) for the property: drills should be conducted to enable staff
to become familiar and practiced in their roles.
 It is their performance during these drills that should be
monitored so they can be trained or re-trained as required so
they perform efficiently when a real event occurs.
 All real events (such as fires, need to respond to an
emergency) should be analysed
 Staff de-briefed in order to learn lessons from what did, or did
not, occur during the actual emergency situation.
 The EMP for the venue should be re-written on the basis of
lessons learned, and recommunicated to staff.
Policies
A policy is a statement about an issue in the workplace and says what the business intends
to do about the issue.
A policy describes:
 The desired standard
 A specific objective to meet
 A timeframe
 Arrangements for reviewing the policy
 Management’s commitment to fulfilling the policy
 Steps to be taken to implement the policy
 What is expected of all employees in relation to the particular issue.

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If the workplace is going to be successful in following that policy, all employees affected by
the issue must know about and understand the policy.
Common policies include:
 Non-smoking policy
 Policy on use of drugs and alcohol
 Housekeeping policy (cleanliness, tidiness etc in the workplace)
Procedures
A procedure sets out step-by-step instructions on how to deal with an activity in the
workplace.
Activities which may have specific procedures developed include:
 Working in confined spaces
 Resolving workplace OHS issues
 Evacuations
 The overall work flow, from materials coming into the
workplace, to the final product going out
 Workplace inspections
 Administrative activity like purchasing equipment and
materials that are safe and comply with all applicable
requirements.
Where there are workplace hazards, and risks to health and safety, the procedure sets out
what to do at every stage of the activity.
Some examples where written procedures may be required are:
 Specific workplace hazards, including:
o Identification and assessment of the risks
o Risk control
o Reporting hazards
 Issue resolution for OHS issues
 Consultation on proposed change in the workplace that may have an impact on
safety
 Workplace OHS inspections
 Investigating incidents and issues, including
corrective actions
 Reactive and response activities such as:
o First aid and medical emergencies
o Reporting illness and injury
o Reporting incidents and dangerous occurrences
 Administrative activities such as record keeping and purchasing

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 Legal responsibilities in relation to:

o Contractors
o Visitors, guests, customers, in-house residents and member so the public who
are on the premises
o Injury records
o Health monitoring of employees
o Complying with new regulations which apply to the workplace.
Examples of health, safety and security procedures

At your venue, ensure you comply with all the health, safety and security procedures you are
informed about, which can be expected to include:
Responses to emergencies, fire and accident
Standard requirements are to:
 Attend and participate in training sessions
 Participate in emergency drills and practices
 Identify the responsibilities you have as described in the Emergency Management
Plan for your premises
 Know the relevant emergency services numbers to call
 Know the various evacuation routes and
procedures for the venue
 Know where the evacuation assembly
points are
 Learn and be able to apply basic
emergency responses – which might
include:
o Basic first aid
o Operation of fire hoses and extinguishers
o Shutting off gas and power
o Contacting external authorities and internal help

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Underpinning keys to following safety policies and procedures

The following need to exist to enable effective adherence to requirements:
 Written policies, procedures, plans and other protocols
 Training to explain requirements
 Practice to enable implementation of practices
 Constant vigilance – staff must maintain ‘situational awareness’ by:
o Observing what is taking place
o Listening to what is happening or being said
o Monitoring the environment
o Predicting possible problems, threats and difficulties
 Taking action when the need to do so arises – it is never acceptable to identify a
problem, issue, threat, danger, unacceptable situation and ignore it.

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1.2 Incorporate safe work practices into all

workplace activities
Introduction
In the same way there is a need to monitor compliance with organisational policies and
policies in relation to safety, so too is there a need to ensure that you understand and
incorporate all safety work practices in your daily duties and tasks.
Safe work practices will vary between jobs. The safety practices for a chef will be different to
a cellar person.
Objectives of safe work practices

Safe work practices must be developed to:
 Comply with relevant legislation – requiring:
o Employees to maintain a safe and secure workplace
o Organisations to provide a safe and secure environment for
customers.
 Protect people – employees and customers
 Reflect a proper analysis of the individual procedure – in
accordance with standard risk management protocols
Examples of safe work practices

Safe work practices may refer to:
 Regular workplace activities/tasks which staff are expected to undertake
 Workplaces activities, duties and tasks employees are required to undertake
Protocols of safe work practices

Protocols regarding safe work practices should address:
 Involvement of operational staff in developing them – with advice, as appropriate, from
external experts and authorities
 Who the requirements apply to
 When they are to be adhered to
 Standard procedures described in detail and proper sequence for
completing the task safely to the standard required
 Identification of safety equipment/PPE required
 Training to support implementation
 Statement indicating activities are prohibited until person has
undertaken relevant training
 Monitoring activities to check, ensure or verify compliance
 Penalties for non-compliance.

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Examples of safe work practices

Use of personal protective clothing and equipment
Employees must ensure they use all necessary PPE in its correct manner.
Remember that on the Hierarchy of Control, it is generally not acceptable for employees to
use personal protective clothing and equipment as the only method of risk control.
Safe posture
Staff must ensure safe posture as they perform their workplace duties.
Safe posture relates to sitting, standing, and bending when performing manual handling
tasks.
Issues include:
 Placing frequently used items close by to avoid over-reaching
 Minimising bending and twisting
 Correct work level benches – waist-level is
recommended
 Use of adjustable furniture
 Provision of sufficient room to manoeuvre – as
opposed to cramped conditions
 Not having a cluttered workplace with the
potential for trips/falls
 Checking mechanical handling equipment is available for staff and not kept locked up
in some hard to get to and out-of-the way place that discourages its use.
Safe manual handling
Manual handling is a wide-ranging term covering activities such as
lifting, pushing, pulling, holding, throwing and carrying.
It includes repetitive tasks such as packing, typing, assembling,
clearing and sorting, using hand tools, and operating machinery
and equipment.
Factors include:
 Location of loads and distances involved
 Weights and forces
 Characteristics of loads
Use of workplace equipment
These practices will relate specifically to individual job functions and may address issues
such as using knives and handling hot surfaces.
Many skin penetrating injuries are caused by knives (to the user or to a co-worker) but other
causes include forks, gardening implements, syringes, power tools and items of equipment
with sharp edges.

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Chemicals – storage
The correct storage of chemicals is of the utmost importance.
Storage areas must be prepared with the appropriate drainage, safety equipment, fire
sprinklers and the correct fire fighting equipment.
Always follow these guidelines when storing hazardous chemicals:
 Keep in a storeroom away from other products – the room should be marked
‘dangerous goods’, have necessary HAZCHEM signage, and restricted access
 The storeroom for chemicals must be well-lit and ventilated
 The room should only be used for storing chemicals
 Heavy containers must be stored on lower shelves to avoid the need for lifting, and to
minimise the chance of spills
 Keep containers well-sealed and labelled, and have first aid directions posted in the
area
 Keep away from a naked flame or excessive heat
 Product usage charts should be close to the chemicals for easy and clear reference
purposes
 Instructions must be posted and observed – including Material Safety Data Sheets
(see below)
 Necessary safety equipment should be present – gloves and
gauntlets, goggles, face masks, breathing apparatus, hoses,
washing stations, etc.
 Never store chemicals or cleaning agents in food containers
 Do not allow customer contact with chemicals, or entry into
storage area
 Never mix chemicals – some may explode
 Ensure measuring devices for chemicals are not used for any other purpose.
MSDS
It is a legal requirement that suppliers provide a Material Safety Data Sheet (MSDS) for all
chemicals and cleaning agents supplied.
These Material Safety Data Sheets must be kept near the chemicals, and cover issues such
as:
 Product classification
 Storage requirements
 Transportation regulations
 Safe handling procedures
 First aid.

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Clearing hazards from the work area

To maintain a safe place it is important for staff to be retain ‘situational awareness’ and make
sure they clear their work area of hazards as they arise.
These hazards can include:
 Empty or used packaging
 General rubbish
 Broken glass
 Boxes and cartons – which can present a tripping hazard
 Faulty electrical equipment
 Broken or damaged items
 Spilled liquids or fat

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1.3 Follow safety directions of supervisors,

managers and workplace safety warning signs
Introduction
All employees are under an obligation to follow lawful directions given by employers.
These include following safety directions given by supervisors or managers, and include the
requirement to heed workplace safety warning signs as well as manufacturer’s instructions
that relate to the safe and proper use of equipment, chemicals etc.
Provision of safety directions

Most workplaces will provide you with workplace safety information and directions using one,
or a combination of, the following:
 Formal training courses – conducted wither in-house or at an external location
 The use of suppliers (equipment suppliers, chemical suppliers) who will come on-site
to deliver training relevant to their particular products etc
 Informal workplace training – where you are shown
what to do and how to do it on-the job by an
experienced worker
 Supplying manuals, information sheets, copies of
MSDS etc to provide the supporting information
necessary for safe work practices
 Verbal advice, warnings, directions and information –
provided on a one-off basis as the need arises.
What can you do if you are unsure about what to do?

If you are ever unsure about the safe way to undertake any workplace tasks, the keys are to:
 Stop – never just keep going if you are unsure about what to do: you risk injury to
yourself and others as well as damage to equipment etc
 Ask for advice, guidance and direction – this can be from your supervisor, a more
experienced staff member or the designated Health and Safety Representative in the
workplace.
 You can always access the safety authority websites to determine if there is advice
and information available from that source.

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1.4 Use personal protective equipment and clothing

or designated uniform
Introduction
All staff are under a legal obligation to use designated and provided protective equipment
and clothing supplied by their employer at all times, as directed.
Staff do not have the option of individually determining whether or not they will use the items
provided when instructed to do so.
Failure on the part of staff to use/wear these items can reduce their ability for recompense
should an accident occur.
Importance of PPE
Personal protective equipment is generally the least effective way to control risk and should
only be used if the risk cannot be reduced enough using other means.
It should then be used in conjunction with other measures.
Personal protective equipment might also be used as a temporary measure until other
controls can be implemented.
All personal protective equipment used must:
 Meet the relevant standard
 Be appropriate to its application
 Be issued to an individual and not shared
 Be properly maintained and cleaned
Employees who have to use personal protective equipment
must be trained so that they know why and how to use the
equipment effectively.
Remember that the most effective method of controlling risks is usually a combination of the
above options.
Types of PPE
PPE may include:
 Protective glasses, goggles, eye wear or visors/face shields
 Clothing – such as long-sleeved shirts and long trousers, aprons and overalls, hi-
visibility clothing
 Helmets, hats or caps
 Guards (padded protection) for body parts – elbow guards, knee
pads, groin protectors
 Harnesses
 Gloves, gauntlets and other palm and/or finger protection
 Footwear – such as special purpose shoes or steel-capped boots
 Hearing protection – such as ear plugs or ear muffs

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 Respiratory protection – such as filters, breathing apparatus

 Sunscreen and insect repellent.
PPE policies and procedures

To help ensure that staff are wearing or using PPE in their correct manner, it is wise to
develop specific PPE policies and procedures.
Use of PPE policies and procedures should address:
 Mandatory nature of use of PPE – use of PPE is never ‘recommended’. It is always
compulsory
 Identification of those who are required to use PPE – by
job position and classification
 Indication of when and where PPE must be used – with
reference to specific situations
 Instructions to be implemented when using the PPE – to
facilitate its use and the protection it provides
 Penalties to be taken – in instances where non-compliance
has been observed
 Location of items – within the workplace
 Inspection, maintenance and service of items – to keep them fully-serviceable.

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1.5 Promptly report unsafe work practices, issues

and breaches of health, safety and security
procedures
Introduction
All workers are expected to raise OHS issues and concerns.
There is never an expectation that these things are ignored. Turning a blind eye is never an
option.
It is standard operating procedures (SOP) in venues for all unsafe work practices, incidents,
accidents or issues to be reported.
There is an immediacy associated with the need and all occurances must be reported to
management or supervisor immediately.
Basic training and induction should inform staff of what is required in your workplace in this
regard.
Types of health and safety issues to report

The following is a representative list of issues that will require reporting. The list is not
intended to be comprehensive:
 Unsafe activities
 Emergency situations
 Likelihood of accidents occuring
 Loss of keys
 Strange or suspicious on or around the premises
 Broken or malfunctioning equipment
 Instances that result in loss of property, goods or
materials – including unexplained loss, and instances
where there is either internal theft where staff are
suspected of stealing or external theft where
customers or members of the public are suspected
 Damaged property of fittings
 Lack of suitable signage when and where required – including the removal of signage
that was previously in place
 Lack of suitable training to allow staff to perform their tasks safely and securely.

24 Training Manual
Need to report health and safety issues

Reports need to be made in order to:
 Provide the basis for analysing and responding to issues
 Maintain the safety and security standards required by
the organisation/industry
 Comply with Duty of Care obligations
 Discharge internal reporting requirements
 Demonstrate to management attention is being paid to
health and safety issues
 Give customers confidence in the safety and security
protocols of the organisation.
All records must be kept such that they are:
 Accurate
 Current
 Legible
 Easily accessible.
Methods to report health and safety issues

Any work-related OHS or security incident, including actual loss, injury or the potential for
there to have been loss or injury, must be reported according to venue procedures.
Standard options to report health and safety issues include:
 Talking direct to management about the issue –
which might include taking to them to the
location involved, showing them the process
that is giving rise to the concern, or
demonstrating the problem that you believe is
unsafe
 Mentioning the issue or concern to your Health
and Safety Rep or bringing the matter up at a
Health and Safety Committee meeting.
 Completing of a designated report – this may require completion of a:
o Dedicated ‘Breach notification’ report/form
o ‘End of day/week report’
o ‘Maintenance Request’
 Completing the workplace Injury Register – where injury occurred

Training Manual 25
 Submitting an electronic report – such as:

o An email
o Online submission of a report or form
 Passing on all the relevant information you have
regarding the issue, incident or accident
 Preserving the site where an accident has
occurred – so that an investigation may take
place, if necessary.
 Attending a mandatory de-briefing session –
where ‘breaches’ and ‘threats and issues arising’
will always be a standing topic for consideration.
Staff not to work if they believe things are unsafe

It must be standard practice for staff to refuse to do any work they believe is dangerous.
It must also be standard practice for them to discontinue undertaking any activity that
becomes dangerous during the job.
They should then communicate this situation to their supervisor or management.
This requirement should be communicated to staff as part of their Induction and Orientation.
Identify and report suspicious behaviour

Standard procedures will exist to guide actions to investigate suspicious persons and
abnormal situations.
All employees should be tuned-in to the presence of anyone who displays suspicious
behaviour, and be on the lookout for any occurrences that could be deemed as suspicious.
It is essential the security of hospitality property, staff and customers should be considered a
high priority at all times.
Many issues can be avoided simply by making potential
offenders aware their presence has been observed and
noted.
The essence of this requirement is ‘prevention is better than
cure’.
It can be difficult to identify suspicious persons or abnormal
situations but keys to doing so are:
 Common sense
 Ongoing monitoring of the environment and vicinity – ‘situational awareness’
 Experience – with the location and situation.

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Suspicious behaviour or abnormal situations

Suspicious behaviour
Tell-tale indicators are:
 People aimlessly floating around, or loitering in an area where they are not
meant to be and seemingly without any good reason
 People who look anxious or nervous, especially when noticed, spoken to
or when they have their presence acknowledged
 People found in areas where they have no right to be
 People who look out of place.
Abnormal situations
Abnormal situations may include:
 Doors, windows, vehicles, rooms and luggage which are unlocked or open when they
should be locked or closed
 Missing items – including stock, materials, property, resources, equipment
 Items which are in the wrong place or have been re-located without a reason for
them being there
 Damage to property or equipment
 Settings on equipment which have been altered or tampered with
 Unexplained occurrences
 Any circumstances reported to staff by customers which they deem to be strange/out
of the ordinary
 Circumstances which are significantly different to expectations:
o Based on advertised conditions
o Based on previous experience with the same location, situation or activity.
Generic actions
In any of these cases responses should embrace the following concepts and actions:
 Use common sense
 Act – never ignore a situation but always avoid over-reacting
 Never take action which will pose a threat or danger to themselves, other staff or
customers – never try to be a hero
 Think before acting:
o Take a moment to plan what is to be done
o Act – as opposed to re-acting
o Develop a ‘plan’ which is safe and logical – ensure the action to take is
appropriate to the nature (likelihood and consequence) of the issue
o Do nothing which will make the situation worse – a standard requirement is to ‘do
no more damage than has already occurred’

Training Manual 27
 Take notes or photographs – if safe and practical to

do so, to capture evidence
 Notify and involve relevant others – appropriate
persons to include may be:
o Security staff
o Local authorities
o Any other staff member.

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1.6 Identify and remove hazards from immediate

workplace area and report all workplace
hazards as they arise
Introduction
The goal of any Workplace Safety and Health strategy is to eliminate or reduce, as far as
practicable, all workplace risks.
As mentioned, this can be achieved by setting standards in accordance with current
Workplace Safety and Health legislation, implementing measures to meet those standards,
monitoring that the measures are maintained, and having a program of regular health and
safety review and improvement.
Employers are under an obligation to provide a safe working environment for staff,
customers and visitors to their organisation.
For staff, this includes the employer providing safe working
procedures. However, there may be situations in which a risk
or hazard cannot be totally eliminated (or fully controlled in
other ways).
Integral to the Safety and Health Management System is risk
assessment. All workplaces must conduct risk assessments to
identify the source of risks and shall take all reasonably
practicable steps to eliminate any foreseeable risk to any
person who may be affected by the undertaking in the
workplace. Where it is not reasonably practicable to eliminate the risk, other reasonably
practicable measures must be taken to minimise the risk.
Risk assessment, together with communication of risks, review and monitoring of the risk
assessment, is part of the risk management process.
Risk management is the process of identifying, evaluating and controlling risks at
workplaces. It has been mandated under the Workplace Safety and Health framework to
foster a proactive accident prevention culture.
Definition of hazard identification

Hazard identification is the process used to identify all possible situations where people may
be exposed to injury, illness or disease.
Hazard assessment is a crucial component of workplace safety and contains four vital
elements comprising:
 Hazard identification
 Communicating these risks to all persons involved.
 Hazard/risk evaluation / assessment
 Risk control

Training Manual 29
Identify hazards
1. Find the hazards – Hazard Identification
Hazard identification is the process used to identify all the possible situations in the
workplace where people may be exposed to injury, illness or disease.
Hazards can be identified in a number of ways:
 Consulting with Health and Safety Representatives
 Consulting with employees
 Undertaking workplace inspections
 Examining workplace records of incidents and dangerous occurrences
 Keeping up-to-date with safety-related matters and issues.
The most effective methods of identifying hazards use a combination of these ways.
What is a hazard?
A hazard is any situation with the potential to cause injury or illness, or, in the case of
dangerous goods, damage property.
Some examples of hazards include
 Airborne contaminants – fumes, dust, fibres
 Noise
 Dangerous chemicals or harmful substances
 Manual handling – lifting, carrying, pushing,
pulling, etc.
 Oil and chemical spills
 Naked flames and fires
 Operating machinery – including unguarded
equipment
 The combination of electricity and water – such as working with electrically operated
tools and equipment around water
 Sharp cutting tools and instruments
 Broken or damaged equipment
 Emotional stress in the workplace.
Specific Regulations, supported by codes, set out the legal obligations for managing some
hazards (such as manual handling, noise and plant machinery).
Visible and hidden hazards
Some hazards are obvious and visible – some are not.
Examples of visible hazards include water or drinks spilt on the store floor or behind the
service counter, frayed electrical cords, and defective or missing guards on equipment and
machinery.
Examples of hidden hazards (often unable to be identified until after an injury or illness has
occurred) include broken electrical wiring, radiation from computer screens and exposure to
chemicals.

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Hazards as identified by WSH Act

The following are classified as hazardous substances under the Workplace Safety and
Health Act:
1. Carcinogens 10. Pyrophoric substances

2. Corrosive substances 11. Self-heating substances
3. Explosives 12. Self-reactive substances
4. Flammable substances 13. Sensitisers
5. Gases under pressure 14. Substances hazardous to aquatic
environment.
6. Irritants
15. Substances which in contact with
7. Mutagens
water, or emit flammable gases
8. Organic peroxides
16. Teratogens
9. Oxidising substances
17. Toxic substances
Maintain procedures for identifying hazards

It is important to maintain procedures for identifying hazards including, but not limited to:
 Workplace inspections, including plant and equipment
 Use of checklists (see below)
 Audits
 Maintaining and analysing WSH records, including
environmental monitoring and health surveillance
reports
 Maintenance of plant and equipment
 Reviews of materials and equipment purchases,
including manufacturers and suppliers information
 Employee reporting of WSH issues
Checklists
Where areas for routine inspections have been established, simple questions or checklists
which can be systematically completed during inspections should be prepared. These will
help save time and ensure a thorough inspection is carried out.
Checklists should form the hard copy basis of a comprehensive monitoring and review of
workplace practices on a regular basis. The checklists help to provide ‘evidence’ when it is
needed – such as during investigation, or when changes to procedures, etc. are being
considered.
Checklists will vary according to the workplace environment. The types of hazards present
will determine the areas covered in the checklist.

Training Manual 31
Some areas to cover are:

 Manual handling hazards
 Housekeeping (tidiness of the store) – floors, work benches, ladders and walkways
 Machinery and equipment – machines and moving parts, waste disposal, noise levels
 Sheets, personal protective clothing and equipment
 Electrical safety
 Fire safety – fire-fighting equipment, access and exits,
alarm systems, instructions for employees
 First aid provisions
Because each workplace is different, it is important to develop
checklists which match the actual design and processes of the
workplace. Tailoring inspection checklists to suit the workplace
will ensure that all existing and potential health and safety
problems can be identified.
Risk Assessment
Once hazards have been identified, it is important to assess the level of risk associated with
each hazard.
Not all hazards will need the same level of urgency or attention given to them. Some
hazards may be more commonplace or more dangerous than others, and naturally these will
need to be addressed first.
Risk assessment is the process used to determine the likelihood that people may be
exposed to injury, illness or disease in the store arising from any situation identified during
the hazard identification process.
A risk is a likelihood that exposure to a hazard will result in injury or disease. Once these
have been identified, a risk assessment of each hazard identifies the chance of injury or
illness.
It is necessary to consider issues such as:
 Who is exposed to the hazard?
 How often are people near the hazard?
 Has this hazard already caused any problems?
 How easily could someone be hurt?
 How common is it for this hazard to cause problems in other
workplaces?
 Which factors relating to that hazard need to be taken into
account, according to health and safety law?
 Which factors or specific aspects of the work are increasing the
likelihood of injury or illness?

32 Training Manual
It is important to record the identified hazards and classify them according to type of
potential injury or illness, for example:
 Hazards that could kill or cause serious injury, permanent disability or ill health
 Hazards that might cause injury or illness resulting in an
employee being off work for several days
 Hazards that might cause injury or illness resulting in an
employee requiring first aid.
Risk assessment also involves deciding whether it is likely that
someone could be hurt by being exposed to those hazards, and
establishing whether it is:
 Very likely
 Likely
 Unlikely
 Very unlikely
to cause harm in the workplace. Once these assessments have been made, plans to control
the risks can be developed.
There will usually be some hazards that pose a greater risk than others, so work out which
hazards are the most serious, and deal with these first.
Establishing procedures for assessing risks

It is an important for an organisation to establish procedures for assessing risks that may
including:
 Determining the likelihood and severity of adverse consequences from hazards
 WSH audits
 Workplace inspections
 Maintenance of plant and equipment
 Purchasing of materials and equipment
 Planning or implementing alterations to site,
operations or work systems
 Analysis of relevant records and reports, for
example, injuries and incidents, hazardous
substances inventories/registers, audit and
environmental monitoring reports and safety
committee records
Controlling risk
Risk control is the process used to identify all practicable measures for eliminating or
reducing the likelihood of injury, illness or disease in the workplace, to implement the
measures and to continually review the measures in order to ensure their effectiveness.
You must work to eliminate the risk altogether but if this can’t be achieved, you must then
work towards reducing the risk.

Training Manual 33
Implement procedures to control risks

An established method of controlling identified workplace risks has emerged.
Effective risk control rests on applying the options provided under what is known as the
‘Hierarchy of Controls’.
This section looks at the need for workplace inspections to identify risks and presents the
options provided for under the Hierarchy of Control.
Types of procedures for controlling risks include:
 Assessing the WSH consequences of materials, plant or equipment prior to purchase
 Obtaining expert advice
 Appropriate application of measures according to the hierarchy of control (see below)
 Designing safe operations and systems of work
 Inclusion of new WSH information into procedures
 Checking enterprise compliance with regulatory requirements
Hierarchy of control
When hazards have been identified, and the risks to health and safety assessed, the risks
need to be controlled.
Risk control is a legal requirement as part of the employer’s duty to provide and maintain so
far as is practicable – for employees and the public – a working environment which is safe
and without risks to health.
Risk control means taking action to eliminate or reduce the likelihood that exposure to a
hazard will result in injury or disease.
The Hierarchy of Control is a list of control measures in
descending order of effectiveness that may be applied
to specific risks only after an assessment has been
made of all possible risk controls.
This highlights the need for time, planning and
consultation throughout the entire process.
Note: while it is preferred that hazards and risks are
subject to planned and comprehensive procedure, if
there is an immediate risk to health and safety, you must make sure the process/activity in
question is ceased until measures are taken to remove the immediate risk.
In most cases, effective control of a risk requires a combination of controls to be applied. In
addition, it is vital to make sure that the introduction of a control measure doesn’t create
another, new risk.
Some control options are better than others. Again, ‘safe place’ options are better than ‘safe
person’ options: it’s better to create a ‘safe place’ than rely on people wearing protective
clothing or ‘behaving safely’.
The ‘hierarchy’ of control reflects this idea.

34 Training Manual
As an overview, the hierarchy of control comprises

the following controls:
1. Elimination
2. Substitution
3. Isolation
4. Engineering controls
5. Administrative controls
6. Personal protective clothing and equipment.
These controls may be classified under three levels
as set out below.
Elimination
At the top of the hierarchy of control is elimination.
It is the best option but not always available or practicable.
Elimination means changing the procedure so that it does not have to take place at all.
Examples are:
 Removing unsafe items
 Removing drunk patrons
Elimination of hazardous substances should always be the priority simply because this is the
most effective way of making the workplace safe.
Substitution
This means replacing a hazardous process or substance with a less hazardous one:
 Using a neutral detergent instead of a dangerous chemical
 Using a chemical in pellet form instead of a powder to reduce the risk of inhalation
 Applying a substance with a brush might be safer than spraying the substance
 Lifting smaller or lighter packages
 Vacuuming instead of sweeping
Isolation
This involves separating the risky process from people – either by distance or by using
barriers to prevent exposure:
 Placing a noisy piece of equipment in a soundproof box or behind a baffling wall
 Physically stopping people (customers) from coming into contact with the hazard –
such as hot surfaces
 Moving the hazard to some distant/remote location.
Engineering controls
This includes plant or processes which:
 Minimise the generation of risk
 Suppress or contain the risk
 Limit the risk should an event occur.

Training Manual 35
Examples include:
 Ventilation booths for spray painting
 Machine guards to prevent clothing, jewellery and body parts being caught in
machines/equipment
 Machine operation controls such as Emergency Stop
buttons, automatic cut-offs, the ability to remotely
operate an item
 Ventilation – exhaust fans to remove dust, smoke
 Wetting down techniques to reduce dust
 Changing the levels/height of work levels to minimise
bending/twisting, etc. during manual handling.
Administrative controls
These are safe work practices which help to reduce employee exposure to risk. For
example:
 Restricting access to certain areas at certain times
 Good housekeeping, including regular cleaning of work areas and regular and
appropriate maintenance of workplace items and equipment
 Changing purchasing procedures so substances are supplied in ready-to-use
containers and decanting is not required
 Providing trolleys to move items
 Providing accurate work instructions and methods of
work (work practices, standard operating procedures)
 Changing work practices to include job rotation
 Shorter working periods for jobs performed under
difficult conditions – such as in extreme cold, heat,
noise or vibration
 Providing training – such as in lifting and manual
handling techniques
The effective use of administrative controls relies on full cooperation of employees, so it is
essential that extensive consultation occurs during their development and implementation.
Adequate supervision and training are also very important.
Personal protective equipment
The importance of using PPE was detailed in Section 1.4 of this manual.

36 Training Manual
Example of handling a hazard

If we consider the hazard of slips behind the service counter, we cannot eliminate the floor,
neither is it possible to always ensure the floor is not slippery.
However, we can substitute work practices – for example, only clean when there is minimal
foot traffic through that area.
We can control the risk by proper engineering – for example, by
using non-slip matting.
We can make an administrative arrangement – for example,
direct staff not to enter the area during cleaning, and training
then to raise awareness of the problem.
We can also use personal protective equipment such as
provision of rubber-soled shoes.
This illustrates that there is often more than one option for
dealing with an identified workplace hazard.

Training Manual 37
Work Projects
It is a requirement of this Unit you complete Work Projects as advised by your Trainer. You
must submit documentation, suitable evidence or other relevant proof of completion of the
project to your Trainer by the agreed date.
1.1. You are required to:
 Provide a copy of your health and safety responsibilities
 Provide a copy of the health, safety and security procedures that apply in your
workplace.
 Demonstrate how you can follow OHS procedures
1.2 You are required to:
 Provide a copy of documents that guide safe work practices in your workplace.
 Demonstrate and explain how you can incorporate safe work practices in everyday
activities

 Explain how safety information is communicated in your workplace
 Provide a list of the safety or security warning and advisory signs that exist within
your workplace
1.4. You are required to:
 Provide a list of the personal protective equipment and clothing you are required to
use in your workplace
 Demonstrate correct usage of PPE and clothing
 Explain how your uniform can ensure safe work practices

 Describe the procedure that exists in your workplace for reporting unsafe work
practices, issues and breaches of health, safety and security procedures
 Identify the people within your workplace to whom suspicious behaviour or unusual
occurrence must be reported

38 Training Manual
Work Projects
1.6 For two hazards that exist in your workplace you are required to demonstrate and
explain how you can:
 Identify these risks
 Assess these risks
 Control these risks through the use of:
o Elimination
o Substitution
o Isolation
o Engineering controls
o Administrative controls
o Personal protective clothing and equipment.

Training Manual 39

40 Training Manual
Element 2: Follow procedures for
emergency situations

2.1 Recognise emergency and potential emergency
situations
Introduction
Quick responses to emergency situations are essential in every instance.
Employers and customers will expect staff to know what to do when an emergency arises
and to take appropriate and effective action to protect them, their assets and the property in
general.
This section identifies a range of emergency situations and discusses the basics of
assessing such occasions.
Importance of a Emergency Management Plan (EMP)

Businesses should have an EMP for their organisation.
The EMP will comprise a series of emergency procedures designed to address risks which
have been identified for the workplace.
All emergency procedures should:
 Be the result of structured analysis of business
operations and subsequent formal risk management
procedures of identified threats
 Be documented – to facilitate dissemination of
requirements to staff or customers
 Be practiced – training and drill must be provided to
support to enable implementation
 Be resourced – the necessary resources must be
furnished
 Be reviewed and revised as necessary – on a regular basis to ensure they remain
applicable and relevant.
Emergency procedures need to be developed to:
 Demonstrate due diligence and duty of care
 Give customers confidence in the business
 Enable effective responses to emergencies
 Meet insurer requirements
 Fulfil contractual obligations with partners
 Comply with legislated obligations.

Training Manual 41
Contents of an EMP
A EMP will contain details of:
 Emergency situations which have been identified for the business – see below
 Detailed, approved and effective procedures to follow and action to take to address
the identified situation – in sequential order
 Roles and responsibilities – of designated personnel as
required by the nature of the emergency and response
 Communication requirements – to notify ‘relevant others’
and:
o Advise of the situation
o Obtain assistance
 Relevant safety and security tips, advice or mandatory
preventative actions – as appropriate to the nature of
individual identified threats or emergencies
 People or organisations to contact – giving relevant:
o Names
o Addresses
o Phone numbers
 Contingency plans
Examples of emergency situations

There can never be a comprehensive list of all emergency situations but the following is an
extensive representative list:
 Bomb threats, terrorist threats and terrorist activity
 Deranged people
 Criminal acts, including assault, robbery, theft
 Natural calamity
 Personal injury and illness
 Fire
 Fire or flood in the office
 Gas leak
 Loss of power
 Armed hold-up
 Loss of data/bookings
 Medical emergency
 Accidents

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Assessing the situation

Assessing an emergency situation must involve:
 Giving the situation immediate attention
 Determining potential impact of the event
 Determining extent of the emergency situation
 Sourcing relevant and up-to-date information about the emergency – on a first hand
basis and from secondary sources. Valid information is the key to making intelligent
decisions about action to take.
Assessing a situation is undertaken in order to determine the course of action to take.
The assessment should take into account:
 The circumstances applying at the time – for example:
o Type and nature of emergency
o Immediacy of risk or threat
o Number of people at risk – and their
condition and capacity to respond
o Physical location of risk – and direction it
is moving, and speed it is moving
o Presence of compounding factors – such
as anything which could multiply the
danger and make the existing situation
potentially worse
o Action already being undertaken (if any) to respond and address the emergency
– together with how successful this response appears to be
 Resources available to assist – such as:
o Physical resources immediately available to respond
o Local authorities with professional expertise
o Type and number of first responders
 Experience with the area or emergency type:
o Training undertaken to provide experience with responding to the emergency
being encountered
o Previous experience with similar emergencies under similar conditions
 Knowledge of the Emergency Management Plan available to deal with the
emergency type which has materialised – such as:
o Knowledge of evacuation routes
o Knowledge about emergency response equipment
o Ability to implement standard procedures
o Capacity of customers to comply
o Extent to which the plan correlates to the facts of the
emergency as they are presenting themselves.

Training Manual 43
Pre-requisites for handing emergency situations

Standard operating procedures for responding to emergency situations will require following
established emergency response procedures.
This section presents basic pre-requisites in relation to emergency procedures and presents
examples of what they may contain.
The following are critical pre-requisites to bear in mind regarding implementation of
established emergency procedures:
 Always keep these procedures/EMPs close at hand – so they can be referenced when a
need arises
 Ensure familiarity with the procedures – training and drill should have been provided prior
to ever having to implement the plans in a real-life emergency
 Location and the environment will always contribute to determining action to take –
action cannot be taken independent of these factors
 Regardless of how detailed and comprehensive the plans are they will only ever be able
to provide guidelines for action – the individual nature of each emergency and the
idiosyncratic factors which apply will ALWAYS mean there is a need to determine
individual responses
 Different organisations will have different plans – and these protocols will vary between
individual situations
 As already mentioned:
o Saving a life should always take precedence over protecting material items
o No-one should ever be placed in danger
o Get help moving towards the location as soon as possible– for example, if a decision
has to be made between contacting the fire brigade or fighting the fire, contact the
fire brigade.

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2.2 Follow organisational security and emergency

procedures
Introduction
The prescribed emergency procedures for each venue will be
contained in Emergency Management Plan for the venue.
This Plan will detail your individual responsibility and responses
in the event of designated emergency situations.
Taking prompt action

Recognition and action
All emergency and potential emergency situations should be promptly identified and the
required action should be taken within the scope of the individual’s responsibility.
All areas should have an emergency action plan to follow in the event of an emergency, and
all staff members must be trained in its implementation.
It is critical that all employees be aware of their exact duties in the event of an emergency,
have rehearsed their part in the overall plan, and can perform their duties as required.
Taking effective action in an emergency situation does not come naturally. You will need to
be trained. It’s too late for training after the event.
Calling for assistance
This will be discussed in more detail in the next section.
Alarm systems and procedures

Alarms can be used for security and for safety reasons – these notes confine themselves
just to the ‘safety’ aspect.
Alarms can be used to:
 Indicate an unsafe situation – such as excess build-up of pressure or gas
 Alert staff to a trapped person – such as a worker who may be locked in a cool room
or freezer
 Alert staff and customers to a situation that
requires an evacuation
Most alarms are audible alarms, with some also
featuring a visual indicator – such as a flashing light.
All staff should know:
 How to activate alarms
 How to de-activate alarms
 What each alarm represents – stores may have more than one alarm system. Each
system should have different warning signals (tones, sounds, etc.) for each system to
enable identification of the type of alarm that is sounding
 When alarms should be manually activated

Training Manual 45
 Actions that must follow the activating of an alarm

 Actions to take when they become aware that an alarm has been activated
Communicating with customers
This involves advising them:
 Regarding nature of emergency and type of threat
and danger posed
 Of intended action to be taken in response to the
threat in order to protect their safety
 To comply with instructions given
 They should place their safety above the safety and
security of their property, belongings
Seeking feedback from customers
To:
 Ensure they understand proposed course of action and can comply with same
 Determine if different directions need to be provided
 Determine whether or not certain staff need extra assistance
Taking immediate protective measures
This is the first step ensuring:
 No-one is placed in danger
 Safety of persons always takes priority over security, safety of property and assets
Handling different emergency situations

The following describe protocols recommended for dealing with specific emergency
situations.
Bomb threat
When receiving a bomb threat over the telephone, the call must be handled in a calm and
concise manner, ensuring that a lot of open questions are asked, for instance:
 ‘Who are you?’
 ‘What does the bomb look like?’
 ‘When is the bomb due to explode?’
 ‘Why did you plant the bomb?’
 ‘How can we defuse it?’
Most people making bomb threats don’t stay on
the telephone for too long, so it is important to try
to extract as much information as possible.
After hanging up, the employee taking the call
should immediately speak with the appropriate
person about the threat. This should be done in a quiet place away from others and the
details related in a calm and clear manner – to avoid panic among customers and other staff
members.

46 Training Manual
Evacuation procedures should be implemented immediately and the appropriate authorities

notified (police and fire brigade).
Never assume the caller was a hoax.
Evacuation
The aim of any evacuation is to quietly and calmly get people out of a dangerous situation
and into a safer environment.
Panic or rushing is to be avoided at all costs as people can be injured while escaping from
an emergency situation.
When handling an evacuation, staff members should not be seen running around and
yelling. Instead, communication should take place at close range and in a tone that instils
calm and a feeling of control, not in a way that indicates panic.
Teamwork is vital in any evacuation procedure. One person might be asked to check the
toilets, while another checks the venue area, and a third might lead the customers to a
designated safe area.
Depending on the emergency and its location within the venue, there may be several ways
to exit the building – via the fire exit, the front door, the side door or the back door. In some
extreme instances, an exit may have to be made out of ground floor windows.
Head-counts should be done at each evacuation point
to ensure that no-one has been left behind.
Initiating evacuations can include:
 Identifying routes to take
 Giving directions
 Supervising actions in this regard
Fire, chemical spills or gas leaks
The following actions may apply in an emergency – but you should check, and follow your
store Emergency Management Plan where it is different from the following:
 Call emergency services to report the incident (give the operator the street address
and the nearest corner street if possible) – make sure the right information is
supplied.
 Inform the operator of the cause of the emergency, type of chemical involved if any
(code if possible), if anyone is hurt or trapped, and if there are any further hazards
that may cause explosions – such as gas cylinders, explosive chemicals, live
electrical wires.
 Evacuate the store or the entire area if circumstances dictate.
 Use fire extinguishers and fire blankets if and when safe to do so by staff members
trained to use fire equipment: it is vital that the
right type of fire extinguisher is used. When
fighting a fire, a wrong extinguisher may feed the
fire and escalate the situation.
 Open all windows to release the gas and fumes if
applicable and appropriate.
 Turn off the mains (for gas leaks) by the
appropriate person.

Training Manual 47
 Restrain customers who want to enter a dangerous area: at all times, life must be a
priority over material items and possessions.
Medical emergency
There are a number of reasons a medical emergency occurs within a venue:
 Injury as a result of an accident, fall, or trip
 Injury as a result of an emergency incident – an assault, or overdose situation
 Due to a medical condition – heart attack, asthma attack, heat exposure, etc.
For serious accidents and incidents an ambulance must be called.
After calling emergency services and asking for ‘ambulance’, you will be asked by the
emergency operator:
 Your location – including a cross street (if possible)
 A series of questions about the patient’s condition, and what first aid may have been
rendered.
An ambulance is normally dispatched after a location and a brief description of the patient,
their condition and details have been given.
However, the emergency operator may require you to
stay on the line so you can answer a series of
questions. This is so they can fully ascertain the level
of the emergency and the patient’s condition.
Ambulance emergency call-takers are also trained to
give medical advice over the telephone to assist with
the patient’s needs until the ambulance arrives.
Never assume that you know what is wrong with a
patient.
Don’t move the patient unnecessarily or take a particular course of action you just hope
might be right, unless advised otherwise by trained medical staff.
Suspicious package
Certainly, today, many stores are more aware of the possibility of terrorist activity than ever
before.
This means that staff should be aware of any packages that are left lying around, unattended
or are in a place that they should not be, and hence will raise suspicion.
Again, err on the side of caution, and don’t be afraid of getting a supervisor/manager
involved in the situation.
Where a suspicious package is identified, the appropriate response is:
 Do not touch it
 Phone the police and report the finding – stay on the
line until told to hang up: answer the questions that
are asked to the best of your ability
 Leave the package in the place/situation where it
was discovered
 Evacuate people from the immediate area – you
may elect to evacuate people from a wider area
depending on the nature of what you have found

48 Training Manual
 Turn off anything that is likely to trigger an explosion, such as mobile phones.
Note that there is no such thing as a definition of a suspicious package. Many items that do
not look suspicious have, in fact, concealed a device that has exploded.
Certainly, there are indications that a package may conceal a device – and experts know
what to look for. The problem, however, is that if we examine a package and believe it has
no tell-tale signs that it is, say, a bomb, we may then move it and by so doing, detonate it.
It is for this reason that these notes have deliberately omitted information about what signs
to look for – treat every suspicious package with the utmost care and respect: follow the
advice given above.
When the police have been notified, they will attend and assist with evacuation, as well as
determining which other services should be called in: options may include the hazardous
materials squad, bomb disposal, the army or special operations.
While we don’t want to overreact to suspicious package situations, it is important to make
the decision relatively quickly about whether or not ‘a situation’ exists. Commonly, individuals
are reluctant to contact authorities in case there is not a problem, and they think they will
then be made to look foolish – you must overcome this thought. It really is a case of being
better safe than sorry.
Naturally, organisational policies regarding this potential situation should be read. Where you
are uncertain about any aspects of the relevant policies or procedures in this area, make
sure you clarify them with the appropriate person.
Deranged/irrational customers
When faced with a deranged or irrational customer the options available include:
 Dealing with the situation yourself in the first instance – such as asking the person to
modify their behaviour or to leave the premises
 Contacting your supervisor – and letting them determine the appropriate course of
action
 Contacting in-house security staff and asking them to deal with the situation
 Contacting police and asking for their attendance
– note that individual properties may have
reservations about doing this so make sure you
check to see if management approves of this
course of action. Standard practice should
involve:
 Removing people from the area – to protect their
safety;
 Restricting access to the area by others;
 Protecting property damage – after the safety of people has been optimised.

Training Manual 49
Robberies or armed hold-ups

The industry standard practice when faced with the terrifying ordeal of a robbery or an armed
hold-up is:
 Immediately obey the directions given by the offender
 Instruct other tour group members to do likewise
 Do not try to stall robbers – respond quickly to what they want
 Give them money/what they want – do not try to be a hero; do not try to hide what they
are after; do not attempt to deny them what they want
 Speak only when spoken to
 Do not look/stare at the offender/s.
Try to remember anything which may be of future use to
authorities – such as:
 Appearances of offenders
 Names they used when talking to each other
 Accents, tattoos, distinguishing features
 How they were dressed
 Vehicle they used to make their getaway.
After the robbery:
 Call the police immediately
 Do not touch anything
 Take a moment to write down anything believed to be worthwhile regarding the
offence/the offenders – ask others to do the same.
Do not discuss things with other people or allow others to discuss the event among
themselves as this will interfere with and cloud recollection.
 Gather together as many witnesses as possible – secure the area
 Never discuss with anyone how much money was stolen or what offences were
committed – a designated person from head office should be the only person to speak
with the media.

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Personal injury and illness

There are a number of reasons why a medical emergency might occur:
 Injury as a result of an accident, fall, or trip
 Injury as a result of an emergency incident
 Due to a medical condition – heart attack, asthma attack, heat exposure.
For serious accidents and incidents an ambulance must be called: indeed, standard
operating procedure for any medical emergency may be to contact the ambulance service.
After calling the emergency number for the area and asking for ‘ambulance’, the emergency
operator will ask:
 Location – which may include location/business name, street address and nearest cross
street or identifying indicator to assist with precise location of the scene
 To answer a series of questions about the patient’s condition, and what first aid may
have been rendered.
An ambulance is normally dispatched after a location and a brief description of the patient,
their condition and details have been given.
However, the emergency operator may require the person making the call stay on the line so
they can answer more questions. This is so they can fully ascertain the level of the
emergency and the patient’s condition and relay this information to the medical professionals
who attend.
Emergency ambulance call takers are also trained to give medical advice over the telephone
to assist with the patient’s needs until the ambulance arrives.
Important points to note are:
 Never assume it is known what is wrong with a patient – many symptoms can be
indicative of a variety of conditions.
 Do not move the patient unnecessarily – unless they are in immediate additional danger
from another source
 Do not take a particular course of action simply in the hope it might be right – wait for
professional advice from trained medical staff.

Training Manual 51
2.3 Seek assistance from colleagues or authorities

during emergency situations
Introduction
When dealing with any type of emergency, it is vital that assistance is promptly sought from
colleagues or the authorities. It should be standard procedure for the emergency services to
be called immediately, before any other internal first-response activities are put into
operation.
The key is to get help rolling to you as soon as possible. If it transpires that you don’t need
their assistance when they arrive – nothing has been lost. But if you delay calling the fire
brigade for two minutes while you try and fight the fire yourself (and fail to extinguish it), then
you can be in real trouble and in an irretrievable situation.
Remember, it is vital, having decided that a genuine emergency situation exists, that
authorities are notified as fast as possible. This may mean using a mobile, a two-way radio,
or other means.
It is standard operating procedure for many outlets to have relevant emergency numbers
prominently displayed.
Some organisations also program these numbers into their speed-dialling facility.
Who to seek assistance from

In an emergency assistance must be obtained using whatever facilities or system and
technology are available.
This might mean calling any of the following:
 Fire
 Ambulance
 Police.
 Supervisor or manager
 Security staff
 Other staff members
 Customers
 Members of the public.

52 Training Manual
Methods to seek assistance

This may mean include:
 Using personal cell phone – or one belonging to a tour group member or member of
the public – to:
o Place a phone call
o Send a text message
 Using a landline phone
 Using an emergency telephone
 Using portable radio
 Activating an alarm – which may incorporate audio-communication
 Speaking with bystanders or members of the public and:
o Asking them to call local authorities
o Asking to borrow their phone
o Asking for local contact numbers or contact information
 Going to a relevant website.
 Sending an email.

Training Manual 53
2.4 Complete emergency incident reports

accurately, following organisational procedures
Introduction
Where there has been a need to respond to an emergency situation it is standard practice to
have to complete nominated documentation to record the event and the action taken.
This section identifies activities and requirements associated with this necessity.
Reporting methods
Reports can be spoken or written.
Reports may be required from any staff member involved with the emergency.
General considerations when reporting are:
 Answer questions to the best of personal
knowledge and ability
 Try to avoid supposition – stick to the facts
 Verbal reports enable quicker follow up to occur
 Inspections of the site are often required – but
may not be possible
 Initial verbal reports may require more formal,
more detailed follow-up written reports.
Documenting emergency situations

Written reports
There may be internal records (an Incidents Register or an Incident Report) to be completed
following an emergency.
The following may need to be provided:
 People involved – names and numbers
 Cause of the emergency
 Roles played by individual staff as part of the
response
 Roles played by customers and members of
the public as part of the response
 Details of use of relevant EMPs
 The effectiveness of the response
 Suggestions for improvements to the EMP based on experience from the event.
These reports should be prepared as soon as possible after the emergency situation while
recollections are still clear/fresh.

54 Training Manual
Why bother with reports?

Reports are needed to:
 Document the event in case there is legal action
 Support an insurance claim
 Learn from the incident – so training, existing EMPs can be changed on the basis of
actual events.
All fires, theft and property damage are normally reported for insurance purposes and most,
if not all, insurance claims will require some supporting documentation.
Submitting emergency reports

There is an urgency associated with submitting emergency reports.
Unless injured or required to assist the authorities in their investigation, there will be a need
to submit written reports ‘immediately’ or ‘as soon as possible’.
In most cases it is standard to be required to stay at work and complete these reports before
being allowed to leave the workplace on return from a trip/tour where an emergency was
declared and responded to.
Reports must always be submitted to the nominated person – this is either a supervisor,
manager or a designated other person.
Participating in emergency incident de-briefing

Many organisations will hold debriefing sessions following an emergency where it is
mandatory for all staff involved in the response to attend and actively participate.
De-briefing means talking to management and relevant others about what happened.
The debriefing has four aims:
 Defining exactly what the emergency situation was – in terms of:
o Where it occurred
o Who was involved
o What was involved
o Relevant factors
o Duration
 Identifying the responses taken – by staff and other
responders
 Evaluating the plans and training that were in place – to:
o Determine effectiveness
o Identify need for additional plans and/or modifications to
existing plans
 Evaluating the actions taken by staff and others – based on:
o Emergency Action Plan used
o Issues arising

Training Manual 55
Work Projects
2.1 Identify, describe and demonstrate two examples of emergency situations which could
be encountered by staff. For each emergency:
 Describe how the emergency could be identified and assessed

 Determine an effective course of action which could be taken in response to the
situation
 Develop a set of emergency procedures which would enable the identified situation
to be effectively handled
 Identify persons, organisations or authorities from whom assistance could be
obtained including description of such help could be obtained
 Provide documentation suitable to enable a description of the situation and a record
of the emergency response which was undertaken.

56 Training Manual
Element 3: Participate in organisational
work health and safety practices

3.1 Participate in work health and safety
management practices developed by the
organisation to ensure a safe workplace
Introduction
All employees are under a legal obligation to participate in workplace OHS.
Management are required to develop the safe systems of work etc that apply to their
business and this section underlines the need for staff to be involved in the development of
those protocols, and the need for that involvement to be genuine, taken into account and be
on-going in nature.
It is a fact of life that some venues place greater emphasis on OHS and security than other
venues do.
Types of participation in OHS management practices
Participation in OHS management practices may involve the following 5 areas:
Area 1: Active participation in OHS induction training and safe work practice training
Most employers will conduct some form of induction and orientation for new employees.
A part of this usually relates to OHS and should address:
 Explanation of legal requirements that apply to the individual job and employee
 Presentation and explanation of workplace
OHS policies and procedures
 Demonstration of relevant safety practices –
which may also include opportunity for
practice, where appropriate
 Issuing of necessary personal protective
equipment and clothing
 Identification of emergency response
equipment – such as fire fighting equipment, first aid kit, telephones, list of number of
emergency services
 Identification of people, organisations and authorities relevant to workplace OHS
 Identification and explanation of documentation that needs to be completed and
observed in relation to OHS – including MSDS, Accident Register, internal reporting
forms etc
You are expected to participate actively in this training/induction which can include:
 Paying attention
 Asking questions

Training Manual 57
 Eeading the required material

 Practicing the required skills, procedures.
Area 2: Involvement in hazard identification
As mentioned in Section 1.6, a hazard is any situation with the potential to cause injury or
illness, or, in the case of dangerous goods, damage property.
Hazard identification is the process used to identify all the possible situations in the
workplace where people may be exposed to injury, illness or disease and may be achieved
by:
 Management talking to staff regarding concerns they have
or instances they are aware of where accidents (or ‘near
misses’) have occurred
 Walking around the workplace to identify whether or not any
hazards exist – a checklist may be used to guide these
inspections or observations of actual staff practice
 Analysing injury records to determine activities that have
caused injury in the past
 Monitoring staff health to identify any changes in base-line
data that may reflect workplace problems
 Putting in a staff ‘Suggestion Box’.
Area 3: Involvement in risk assessments
Risk assessment is the process used to determine the likelihood that people may be
exposed to injury, illness or disease in the workplace arising from any situation identified
during the hazard identification process.
As mentioned, the purpose of risk assessment is to determine whether there is any
likelihood of injury, illness or disease associated with each of the potentially hazardous
situations identified in the hazard identification process by considering:
 Whether any person would be exposed to the identified situations under all possible
scenarios
 What existing measures are in place to protect the health and safety of people who
may be exposed
 How adequate the existing measures are for
protecting the health and safety of people who
may be exposed.
After the list of hazards has been finalised, documented
and agreed on, a judgement needs to be made about the
seriousness of each hazard – and which ones require the
most urgent attention:
 Take a close look at each item on your ‘hazard identification’ list and consider “What
is the possible outcome if things go wrong
 Don’t wait for all risks to be assessed before you start fixing things.
 Once you have worked out which hazards have the greatest potential to cause injury
or disease, or are a risk to public safety, they should be marked as your high-priority
hazards – the other hazards should be ranked in priority order.

58 Training Manual
 The hazard list must be reviewed regularly to ensure every aspect of the workplace is
monitored and any new hazards are immediately identified based on:
o Alerts or notifications from safety authorities in relation to a practice, product,
procedure, technique, item of equipment etc
o Changes to your internal operating procedures
o Introduction of new equipment
o Change in staffing – new staff, reduced staffing levels
o Modification to the work environment – job layout, shifting of items of equipment,
different environmental conditions, a change in patron profile
o Based on concerns, feedback or complaints from workers, customers or
management.
Area 4: Involvement in suggesting methods for, and making joint decisions on how to
eliminate or control risks
Risk control must follow from individual workplace hazard identification and subsequent risk
assessment – it must be a planned activity and not an ad hoc undertaking.
Don’t just rush into ‘risk control’ without doing hazard identification
and risk assessment first: many are tempted to act before the
appropriate planning has taken place.
An underlying requirement in creating a safe workplace is to be
proactive rather than reactive.
Being proactive means identifying the hazards, planning for their
control and implementing appropriate control before an event takes
place.
Being reactive is where a workplace waits for an injury, illness or
incident (near miss) to occur and then takes some action after the
event.
Area 5: Involvement in developing actual workplace OHS policies and procedures
While the development of policies and procedures are without question a management
responsibility, contributions from Health and Safety Representatives and health and safety
committees should be actively sought.
Staff should be involved in this process because they bring the following benefits to the
process:
 An intimate knowledge of the skills and competencies needed
 A sound knowledge of the existing levels of skills and competencies within their area
 Detailed knowledge of the processes, materials and equipment involved
 Detailed knowledge of workplace hazards
 Practical, hands-on experience
 Feedback from others that they have received – from workers and patrons
 Practical advice on possible solutions to identified hazards

Training Manual 59
3.2 Actively participate in the work health and

safety consultation processes
Introduction
Consultation is a fundamental legal requirement in relation to WSH.
It is understood that the people involved in the work are in the best position to identify
problems and unsafe conditions that relate to that work.
A key factor that underpins the effective implementation and operation of any WSH system
in the workplace is active engagement with, and participation by, the staff. WSH today is a
collaborative affair with employees having an equal say in matters relating to workplace
safety.
No longer can management simply dictate what will occur
in relation to workplace safety – employees have a
legitimate right to be consulted and to make contributions
regarding what is, after all, their lives and their safety.
Legislation provides that consultation between
management and workers must take place meaning that
employers must share information with employees, give
them a reasonable opportunity to express their views and
take those views into account when making WSH decisions.
The importance of effective participation and consultation

Effective consultation between employees and employers is critical to a safe workplace.
The keys are:
 Employees owe it to themselves to actively participate in these consultative
arrangements
 Employers are obliged to encourage staff
participation and take it into account when making
safety-related decisions.

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Forms of participation and consultation

There are a number of forms of participation and consultation that are specific to the
workplace that can be implemented including, but not limited to:
 Formal and informal meetings which include workplace safety and health
 Workplace safety and health committees
 Designated work groups
 Health and Safety representatives
 Suggestions, requests, reports and concerns put forward
by employees to management
 Workplace safety and health inspections
 Audits
 Risk assessment and control
 Procedures for reporting of hazards, risks and workplace
safety and health issues by managers and employees
 Inclusion of workplace safety and health in other
meetings and processes
The general framework for WSH consultation and participation

The general framework for consultation and participation revolves around Health and Safety
and Health and Safety committees.
Designated Work Groups (DWGs) – or Work Groups – underpin this framework, where a
DWG/Work Group is the group of people represented by, and the area covered by, an
elected Health and Safety Representative.
Establishing workplace consultative arrangements
An important feature of the legislation is the flexibility it gives to workplaces to determine a
system of consultation and representation which suits their situation.
The underlying principle is that all employees need to be represented by someone who is
accessible and who understands their work environment and needs.
A three-step process can be followed to establish these consultative structures:
 Step 1: an employee or employer takes steps to establish Designated Work Groups
 Step 2: the members of a group elect one of the members of the group to be their
Health and Safety Representative
 Step 3: the Health and Safety Representative requests the establishment of a Health
and Safety committee.
These structures are not mandatory but if they are requested by workers they are to be
established and employers are required to fulfil their legislated obligations to Health and
Safety Representatives, and to set up Health and Safety committees. Once again, readers
are advised to ensure they are familiar with the legislated requirements for their home
state/territory in this regard.
Involvement in health and safety consultative structures requires commitment from both
parties – management and workers.

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3.3 Report work health and safety issues and

concerns as they arise
Introduction
It is vital that any health and safety issues be reported in a timely manner.
Depending on the nature and threat associated with the issue the method and urgency of the
reporting will vary.
In this section we will look at how to identify and raise issues with management and
proactive actions to provide recommendations and solutions to unsafe practices.
Identify issues requiring attention

Identifying safety and security issues requiring attention is the first step in effectively
addressing them.
Need for this process
Identifying safety and security issues requiring attention is necessary for staff to:
 Meet internal organisational protocols – for Continuous Improvement
 Comply with legislated requirements requiring maintenance of safety and security for
customers, employees and members of the public
 Prevent imminent accident, injury and loss
 Demonstrate engagement to management
with their inspection and safety and security
protocols
 Address identified problems
 Maintain or grow customer satisfaction with
the operations and procedures
 Enhance business viability
 Support organisational image and reputation
 Protect against possible legal action for negligence/failure to discharge Duty of Care.

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Topics which need to be addressed
The list below gives an indication of generic areas where attention may need to be paid
when investigating safety and security issues:
 Examples of when safety and security was actually compromised – but no offence,
incident or loss resulted
 Instances where there were near-miss incidents
 Occasions where there have been safety and
security inadequacies
 Situations in the past that necessitated
involvement of, or intervention by, emergency
services or similar authorities
 Changes which impact the operation of the
organisation
 Events which have actually given rise previously to:
o Accident
o Illness
o Death
o Damage
o Loss
 Complaints received from customers which related to:
o Security concerns
o Safety issues
 Instances where negative media exposure occurred.
Ways to identify issues
A combination of the following should be used to identify safety and security issues requiring
attention:
 Soliciting feedback from customers – in written and verbal form
 Analysing any instances where an insurance claim had to be
lodged – by a customer or by the organisation
 Examining circumstances where legal action of any kind (civil
or criminal) has been launched against the business or its
employees
 Reviewing documentation completed staff
 Inspections of workplace assets, equipment and facilities – on a regular basis using
formal checklists
 Checking implementation of required organisational practices – to ensure they are being
complied with as expected
 Reading reports from other industry sources or relevant authorities – and comparing the
findings of these reports with the host organisation to determine potential similar issues

Training Manual 63
 Using an external consultant with relevant expertise in safety and security – to analyse
operations and highlight problem areas and protocols requiring attention.
Information to report regarding health and safety issue
Information should detail:
 What are believed to be the facts of the matter
 What happened or did not happen
 The actual or potential consequences
 Known/believed causes or reasons for the situations
 Suggestions for remedying or otherwise addressing the
situation.
Documents used to report health and safety issues
If there is a need to take action on tour to address a safety and/or security issue there is
commonly a need to record this on internal documentation.
The following documents may need to be completed:
 Security and safety inspection sheets and checklists – these are the standard
documents completed on a regular basis by staff
 They are used to:
o Guide regular checks so problems, dangers, threats and breaches can be
identified at the earliest opportunity
o Provide a paper-based form where details of issues can be recorded for future
attention and action
 Internal daily summaries – which provide a forum for staff to record events, issues
and problems, breaches or concerns which have been identified in the last 24 hours.
 Matters identified by staff and those raised by customers and other stakeholders
should also be recorded here.
 Reports – companies can require staff to complete a range of reports such as:
o Breach reports
o Safety reports
o Security reports
 Maintenance forms – to provide the basis
for initiating repairs or service to
nominated, equipment and items
 Hazard identification forms – which are
designed to record information about an
issue which has been identified as a threat
or risk.
 This form usually provides the basis for formal risk management procedures aimed at
the issue which is at the heart of the initial report.
 Written statements – these are usually only required for very serious matters and are
a written record explaining and detailing all relevant matters concerning the issue as
understood by the person making the report.

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Reasons for preparing health and safety issue documents

Documentation of action taken is required in order to:
 Provide a tangible record of the event and what was done/not done
 Facilitate sharing of the information with relevant stakeholders/parties
 Provide a basis for analysis and evaluation of the action taken
 Reduce/eliminate incidence of repeating mistakes/breaches
 Improve the customer/tour group member experience
 Assist with determining whether or not additional action needs to be taken – such as:
o Revising existing SOPs
o Creating new SOPs
o Acquiring new, different or additional resources
o Initiating more/different training
o Contacting stakeholders (including tour group members) and (as appropriate)
apologising, making reparations, or providing explanations.
Raise issues with management

Safety and security procedures identified as requiring
attention will usually need to be raised with management so
appropriate decisions can be made and effective action can
be taken.
This section presents the traditional ways issues are raised
with management and presents keys to making
presentations which rill optimise the likelihood of a positive
outcome.
Methods to raising issues with management
When raising issues relating to safety and security procedures the options are:
 Verbal discussion of things with management – and clear and comprehensive
explanation of relevant issues
 Submission of nominated internal paperwork – such as written reports, forms,
checklists, copies of formal feedback, copies of other evidentiary documentation
 Making of a formal presentation to a designated management group – where there is
a structured presentation of the issue which can feature:
o Rationale for the presentation – explaining why the business should address the
identified issue
o Submission of supporting proof – in terms of personal observation, feedback,
comments from others, written documentation
o Use of appropriate guest speakers – including past customers, subject experts,
representatives from joint venture partners or government agencies to identify
problems or support claims made about issues
o Verbal discussion, sharing of documentation, use of PowerPoint slides and a
Q&A session.

Training Manual 65
Keys to this stage
Implementation of the points below will optimise outcomes of raising safety and security
issues with management:
 Prepare thoroughly – take time to get the presentation ready.
It is important to:
o Identify the sequence in which issues are to be presented
o Determine the presentation format and methods to be used
o Calculate the time required to deliver the presentation
 Practice delivery – to help overcome nerves, to hone delivery and optimise chance of
a positive outcome
 Arrange a venue – there can be a need to:
o Book the room
o Determine a mutually acceptable time and date
o Organise catering
o Set up the room
 Invite all relevant stakeholders – so all necessary people are in attendance
 Send out briefing materials to those who are to attend – so they can prepare/pre-read
for the meeting
 Separate facts from supposition – it is vital management is able to tell the difference
between the two
 Provide hard copy handouts of critical detail – for
attendees to take away with them
 Highlight potential down-side for organisation of not
addressing the identified issue – by attempting to
quantify impacts
 Stress the potential positive impact of addressing
the issues
 Make suggestions for addressing the issues
 Invite questions – from the audience of managers
 Be prepared to follow-up after the presentation – by doing extra research, providing
more detail, supplying additional facts as required.

66 Training Manual
Recommend solutions to identified issues

Management will always expect employees to show initiative and
provide recommendations to solve identified problems with safety
and security procedures.
Recommended solutions
Employees should always remember:

 They need to ‘Part of the solution, not part of the problem’ in relation to dealing with
workplace issues
 Management will tend to be more positive to a issue when a suggestion for solution
accompanies identification of the problem.
Practical solutions
Recommending solutions to identified safety and security issues should embrace several of
the following key points:
 Ensuring the solution addresses the cause of the problem – and not the symptoms
 Suggesting alternatives to situations which gave rise to identified issues – such as:
o Modifying activities
o Removing certain inclusions
o Altering timelines, dates and itineraries
o Amending existing safety and security SOPs
o Introducing new safety and security SOPs
 Undertaking more detailed risk management exercise – in relation to the identified
problem
 Revising standard plans – in terms of:
o General business plans – such as strategic plans, marketing plans, operational
plans
o Emergency Management Plans
o Contingency Plans
 Developing additional or amended checklists – to use:
o As part of normal operations
o Security and safety inspections

Training Manual 67
 Providing outcomes of detailed research into suggestions for addressing the issue – this
must encompass:
 Available options which exist – together with
relative merits of each
 Examples of action taken by others to addressed
the same issue
 Overview of analysis of all options with rationale
for deciding on preferred solution
 Costing of options/preferred proposal
 Identification of where funds might come from to
enable implementation of recommended solution
 How and when costs can be recouped
 Cost of not addressing the issues
 Plan for implementing chosen option.

68 Training Manual
Work Projects
3.1 Provide a list of OHS management practices developed by the venue to ensure a safe
workplace
3.2 Describe the OHS consultation processes that exist in your workplace
3.3. You are asked to:

 Describe and demonstrate how you can report health and safety issues in your
workplace
 Describe and demonstrate the documents that are needed to be prepared to help
identify issues
3.4 You are required to demonstrate to your trainer, either in a simulated activity or
observed in the workplace, evidence of the following skills:
 Participate in consultation activities

Training Manual 69
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70 Training Manual
Presentation of written work

1. Introduction
It is important for students to present carefully prepared written work. Written presentation
in industry must be professional in appearance and accurate in content. If students
develop good writing skills whilst studying, they are able to easily transfer those skills to
the workplace.
2. Style
Students should write in a style that is simple and concise. Short
sentences and paragraphs are easier to read and understand. It helps to
write a plan and at least one draft of the written work so that the final
product will be well organised. The points presented will then follow a
logical sequence and be relevant. Students should frequently refer to the
question asked, to keep ‘on track’. Teachers recognise and are critical of
work that does not answer the question, or is ‘padded’ with irrelevant
material. In summary, remember to:
 Plan ahead
 Be clear and concise
 Answer the question
 Proofread the final draft.
3. Presenting Written Work

Types of written work
Students may be asked to write:
 Short and long reports
 Essays
 Records of interviews
 Questionnaires
 Business letters
 Resumes.
Format
All written work should be presented on A4 paper, single-sided with a left-hand margin. If
work is word-processed, one-and-a-half or double spacing should be used. Handwritten
work must be legible and should also be well spaced to allow for ease of reading. New
paragraphs should not be indented but should be separated by a space. Pages must be
numbered. If headings are also to be numbered, students should use a logical and
sequential system of numbering.

Training Manual 71
Cover Sheet
All written work should be submitted with a cover sheet stapled to the front that contains:
 The student’s name and student number
 The name of the class/unit
 The due date of the work
 The title of the work
 The teacher’s name
 A signed declaration that the work does not involve plagiarism.
Keeping a Copy
Students must keep a copy of the written work in case it is lost. This rarely happens but it
can be disastrous if a copy has not been kept.
Inclusive language
This means language that includes every section of the population. For instance, if a
student were to write ‘A nurse is responsible for the patients in her care at all times’ it
would be implying that all nurses are female and would be excluding male nurses.
Examples of appropriate language are shown on the right:
Mankind Humankind
Barman/maid Bar attendant
Host/hostess Host
Waiter/waitress Waiter or waiting staff

72 Training Manual
Recommended reading
Recommended reading
Grammeno, G., 2009 (8th edn), Planning occupational health and safety: a guide to OHS
risk management, CCH Australia.
Hickman, A., 2010, Follow health, safety and security procedures, William Angliss Institute,
Melbourne.
Hickman, A., 2010, Implement and monitor health, safety and security practices, William
Angliss Institute, Melbourne.
Parkin, J., 2003, CHCHOS401: Implement and monitor OHS policies and procedures for a
workplace, Centre for Applied Learning Systems, Adelaide.
WorkCover Corporation, 2000, Managing occupational health and safety in the hospitality
industry – a training manual, WorkCover Corporation, South Australia.
WorkSafe Victoria, 2011, Officewise: a guide to health and safety in the office – a handbook
for workplaces, WorkSafe Victoria at
http://www.worksafe.vic.gov.au/wps/wcm/connect/f04aac804071f4459b0fdfe1fb554c40/Offic
ewise_web.pdf?MOD=AJPERES
WorkSafe Victoria, 2007. Manual handling: Code of practice, WorkSafe Victoria at
http://www.worksafe.vic.gov.au/wps/wcm/connect/9f06fe004071f5a8a8c6fee1fb554c40/COP
25_manualhandling.pdf?MOD=AJPERES
WorkSafe Victoria, 2001, A guide to risk control plans, WorkSafe Victoria at
http://www.worksafe.vic.gov.au/wps/wcm/connect/5d0c96804071f56da72cffe1fb554c40/guid
e_RiskControl.pdf?MOD=AJPERES
WorkSafe Victoria, 2006, Employee representation – a handbook for workplaces, WorkSafe
Victoria at
http://www.worksafe.vic.gov.au/wps/wcm/connect/e26240804071f3df972bdfe1fb554c40/WS
V1068.03.09.10WEBsmall.pdf?MOD=AJPERES
WorkSafe Victoria, 2007, Your health and safety guide to consultation, WorkSafe Victoria at
http://www.worksafe.vic.gov.au/wps/wcm/connect/f04aac804071f4459b0fdfe1fb554c40/Offic
ewise_web.pdf?MOD=AJPERES
Internet
http://www.deir.qld.gov.au/workplace/
http://www.workcover.nsw.gov.au/Pages/default.aspx
http://www.worksafe.vic.gov.au/wps/wcm/connect/wsinternet/WorkSafe
http://www.workcover.tas.gov.au/
http://www.workcover.com/site/home.aspx
http://www.commerce.wa.gov.au/WorkSafe/
http://www.worksafe.com.au/

Training Manual 73
Recommended reading

74 Training Manual
Trainee evaluation sheet

The following statements are about the competency you have just completed.
Don’t Do Not Does

Please tick the appropriate box Agree Know Agree Not
Apply
There was too much in this competency to

cover without rushing.
Most of the competency seemed relevant to me.
The competency was at the right level for me.
I got enough help from my trainer.
The amount of activities was sufficient.
The competency allowed me to use my own

initiative.
My training was well-organised.
My trainer had time to answer my questions.
I understood how I was going to be assessed.
I was given enough time to practice.
My trainer feedback was useful.
Enough equipment was available and it worked

well.
The activities were too hard for me.

Training Manual 75
The best things about this unit were:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
The worst things about this unit were:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
The things you should change in this unit are:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________

76 Training Manual
Trainee self-assessment checklist

As an indicator to your Trainer/Assessor of your readiness for assessment in this unit
please complete the following and hand to your Trainer/Assessor.
Yes No*
1.1 Follow organisational health and safety procedures.
1.2 Incorporate safe work practices into all workplace activities.
1.3 Follow safety directions of supervisors, managers and workplace
safety warning signs.
1.4 Use personal protective equipment and clothing or designated
uniform.
1.5 Promptly report unsafe work practices, issues and breaches of
health, safety and security procedures.
1.6 Identify and remove hazards from immediate workplace area and
report all workplace hazards as they arise.
2.1 Recognise emergency and potential emergency situations.
2.2 Follow organisational security and emergency procedures.
2.3 Seek assistance from colleagues or authorities during emergency
situations.
2.4 Complete emergency incident reports accurately, following
organisational procedures.
Element 3: Participate in organisational work health and safety practices
3.1 Participate in work health and safety management practices
developed by the organisation to ensure a safe workplace.
3.2 Actively participate in the work health and safety consultation
processes.
3.3 Report work health and safety issues and concerns as they arise.
Statement by Trainee:
I believe I am ready to be assessed on the following as indicated above:
Signed: _____________________________ Date: ____________
Note:
For all boxes where a No* is ticked, please provide details of the extra steps or work you
need to do to become ready for assessment.

Training Manual 77
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© William Angliss Institute 2016

© William Angliss Institute 2016

William Angliss Institute

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Element 1: Work safely

Element 2: Follow procedures for emergency situations

Element 3: Participate in organisational work health and safety

© William Angliss Institute 2016

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© William Angliss Institute 2016

Work Written Oral

© William Angliss Institute 2016

Work Written Oral

© William Angliss Institute 2016

Help employers comply with the obligations imposed on

DWG Designated Work Group

EMP Emergency Management Plan

A hazard is any situation with the potential to cause

The process used to identify all possible situations

HSR Health and Safety Representative

MSDS Material Safety Data Sheets

OHS Occupational Health and Safety

PPE Personal protective equipment (and clothing)

Regulations Set out mandatory requirements of Act

The process of identifying, evaluating and controlling

SOP Standard Operating Procedure

WSH Workplace Safety and Health

© William Angliss Institute 2016

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© William Angliss Institute 2016

Element 1: Work safely

Identification of WSH/ OHS

Importance of Workplace Safety and Health

© William Angliss Institute 2016

Introduction of the Workplace Safety and Health Act

© William Angliss Institute 2016

Duty of care - employees

Detailing safety responsibilities in job

© William Angliss Institute 2016

Health and safety policies and procedures

Reasons organisations develop these policies and procedures

© William Angliss Institute 2016

 Enable consistent and standardised handling of common problems, situations and

WSH policies and procedures

© William Angliss Institute 2016

© William Angliss Institute 2016

 Legal responsibilities in relation to:

Examples of health, safety and security procedures

© William Angliss Institute 2016

Underpinning keys to following safety policies and procedures

© William Angliss Institute 2016