Examples of Safe & Ethical Theatre Practices and Procedures at Arts Centre Melbourne

Examples of safe &
ethical theatre practices

and procedures at
Arts Centre Melbourne
Safe and Ethical Practices in Theatre Production
The following resources have been sourced

from the policies, processes and procedures
of Arts Centre Melbourne.
As Victoria’s flagship performing arts centre,

presenting over 4,000 performances and
public events and welcoming millions of
visitors annually, Arts Centre Melbourne
takes safe and ethical work practices
seriously.
Arts Centre Melbourne has a number of

policies for both visitors and presenters.
These can be found via the website.
The following resources are for

educational purposes only.
The resources have been designed to provide Drama and Theatre Studies with real-life, working
examples to enhance their understanding of safe and ethical practices in theatre production. They are
included in this resources pack as examples of best practice, and can be modified and reworked for the
needs of your school.
What’s inside?
1. Tech and Dress Rehearsal Process
2. A Guide to Risk Assessment
3. A General Purpose Risk Assessment Guide and Template
4. Risk Assessment Template
5. Event Risk Assessment Template
6. Production Risk Assessment Summary
7. Sample Arts Centre Melbourne Health and Safety Induction
8. Health and Safety Induction Checklist Template
9. Induction Attendance Register Template
10. Sample Arts Centre Melbourne Safety Inspection
11. Trainer Guide for Bump-in and Bump-Out
12. Tech Requirements Summary and Meeting Notes Template
13. Preventing Inappropriate Behaviours: Action List
14. Sample Arts Centre Melbourne Team Behaviours
15. WorkSafe: Preventing Bullying at Work
16. Mental Health and Wellbeing
17. Arts Centre Melbourne’s Child Safety Code of Conduct
18. Arts Centre Melbourne’s Health and Safety Policy
19. Incident Report Template
20. Rehearsal Report Template
21. Safe Dance Practice Considerations for Choreographers
22. Further Reading and Helpful Resources
These resources complied by Katy Warner, School Program Manager.

Contact schools@artscentremelbourne.com.au if you have any queries.
TECHNICAL/DRESS REHEARSAL PROCESS
All design and technical elements are integrated into the rehearsal process during Technical
and Dress Rehearsals.
The Technical rehearsal process may include the following:
Paper Tech
A Paper Tech is a session where the director, all designers, the Technical Director and the
Stage Managers discuss the technical elements of the show from beginning to end. Each
cue is “talked through” and recorded in the Stage Manager’s prompt book. These include
scene shifts, special effects, lighting and sound cues, and quick changes.
Crew Orientation
This is a run through on stage that gives the crew members their only chance to watch the
production. Cast and crew introductions will be made, and the director’s concept repeated
prior to the start of this run through. Crew members will be introduced to their positions
and given a detailed orientation by the Stage Manager (see HEALTH AND SAFETY
INDUCTION) and taught how to run equipment and handle scenery, props and costumes by
their appropriate designers or supervisors.
Sitzprobe
This is a rehearsal with actors and orchestra. It is the opportunity for the cast to acclimate
themselves to the orchestration. This is sometimes done with body mics. The priority of the
rehearsal is music.
Dress Parade
A Dress Parade is a separate event showing (usually on the production set) each costume to
be worn in the production. This gives the Director and Costume Designer an opportunity to
address and aesthetic or practical issues with the costumes prior to first dress rehearsal. A
Dress Parade is normally scheduled during the week prior to the date of first technical
rehearsal for the production. Often the costumes are shown individually or in pairs in the
order in which they appear in the production. However, a director may also wish to see
different groupings of actors together on stage to gauge how the costumes “work” in
different scenes. Generally, an hour should be scheduled for Dress Parade.
Technical Rehearsal
Technical Rehearsal is a concentrated rehearsal period usually lasting two days. The Stage
Manager will produce shift plots and run sheets in conjunction with the designers and
Assistant Stage Managers. Scene shifts, special effects, lighting and sound cues, and quick
changes are slowly integrated into the stage action by the Stage Manager. Problems are
solved, and actors learn to integrate the technical elements into the performance. There are
several types of Technical Rehearsals. At the production meeting prior to the first technical
rehearsal, the team determines which type of rehearsal the First Technical Rehearsal will be:
Dry Tech. This tech involves only technicians and actors involved in shifting scenery. A Dry
Tech is not always necessary. The purpose is to solve problems in timing and coordination of
cues, to choreograph and rehearse shifts, and to establish placement of cues. A Cue-to-Cue
rehearsal may be held instead of, or in conjunction with, the Dry Tech date of the Master
Production Calendar.
Cue-to-Cue. This tech involves both technicians and actors. The purpose is to polish timing
and accuracy. This type of tech is recommended for those productions that have a moderate
to large number of simple cues. The rehearsal proceeds from cue-to-cue, skipping large
volumes of dialogue in between, utilizing the "Stop and Go" procedure.
Stop and Go. This tech involves both technicians and actors. The purpose is to work on
timing, accuracy and create a performance sense of the production. The tech proceeds
through the entire production, stopping only if there is a problem. (Should cue problems
arise that are too complex for the Stop and Go, the Cue-to-Cue procedure is adopted.)
Following the First Technical Rehearsal, subsequent Technical Rehearsals are Stop and Go or
runs, as actors and crew learn their jobs and work for timing and smooth integration of all
elements with the action on stage. The production team meets with the Director after each
rehearsal to solve problems and determine the work schedule for the next day.
Dress Rehearsals
Dress Rehearsals are usually “runs” prior to opening night. Costumes are added to the
process after at least one Technical Rehearsal. Quick changes are rehearsed in context and
problem quick changes will be scheduled for additional rehearsals outside of the context of
the run. The Assistant Costume Designer is also the Wardrobe Supervisor and supervises the
wardrobe crew backstage during dress rehearsals and performances. Make-up and Wigs (or
hair styles) are normally added at the Second Dress Rehearsal. Exceptions may be made to
move this earlier on the calendar if technical considerations (i.e., movement, quick changes,
or cues) require more rehearsal time.
GUIDE TO RISK ASSESSMENT
Plan for Safety

Safe events are well planned events. In planning your event, whether simple or complex, a risk assessment
is essential to ensure no harm is caused to people and that the interests of all stakeholders are protected.
A risk assessment will also help ensure the event complies with Australian Occupational Health & Safety
Legislation, which requires employers to eliminate reasonably foreseeable hazards and risks to all persons
in workplaces.
Risk assessments need not be overcomplicated however all risks need to be carefully considered. If you are
unfamiliar with the range of typical event hazards and risks then before using the Risk Assessment
Template become familiar with the LPA Safety Guidelines for the Entertainment Industry and refer to the
Arts Centre Event Safety Policy which includes a checklist.
If you require additional assistance please do not hesitate to contact us.
What is Risk Assessment?

Risk assessment is the process of estimating the potential effects or harm of a hazard to determine its risk
rating. By determining the level of risk, the event planning group can rank risks to systematically eliminate
or control the hazards.
What is the Risk

Risk Assessment Process?
The risk assessment process can be
appreciated and applied following five key
points;
1 Identify the hazards

Carefully thinking, examining and listing the specific ways people or property may be harmed in the
course of the event. This is usually best done by a planning group including those involved in doing the
tasks as well as those involved in organizing the event.
2 Assess the risks
Pondering if an identified hazard did cause harm, what would be the consequence, to whom, to what
extent, etc. and deliberating on the likelihood of this happening.
3 Evaluate existing controls
Observing if things are already being done to prevent an identified hazard from causing harm. Using a
‘hierarchy of controls’ to judge if these measures are the most effective and ‘reasonably practicable’ ways
to eliminate or lower the risk. Applying what is known as the risk assessment ‘matrix’ to determine the
level of risk with the existing control measures in place.
4 Implement additional controls
Putting in place additional control measures with reference to the ‘hierarchy of controls’ to eliminate or
lower the risk if the existing measures are inadequate and the risk level is intolerable. Substantiating the
effectiveness of the additional controls by the ‘matrix’ rating.
5 Review and update
Reviewing and where necessary amending if unforeseen hazards arise, control measures become
ineffective and risk ratings change due to unplanned occurrences, such as equipment breakdowns,
schedule changes etc. etc.
Terminology
Hazard Essentially an energy source between people and things that when released or uncontrolled
has the potential to cause damage.
Risk A potential injury to person or damage to property from an uncontrolled hazard.
January 2010 Version 1.1 Page 1 of 2

Hierarchy of The event planning group needs to eliminate or reduce the risks identified using the
Controls following hierarchy of controls, which describes the order that shall be followed when
choosing among options for controlling hazards.
Elimination
removing the hazard entirely by new design, set up, or process
Substitution
replacing hazardous materials, processes, set ups or methods with
less hazardous alternatives
Engineering
improving design to isolate, enclose or contain the hazard
Administration
ensuring safe operating procedures, effective training, induction and
monitoring is available to all in the workplace
Personal Protective Equipment
making sure that appropriate safety equipment such as gloves, hats,
sunscreen etc is available
‘reasonably Relates to what a person concerned knows, or ought reasonably to know about the
practicable’
practicable’ hazard or risk and any ways of eliminating or reducing it taking into account potential
harm, likelihood of injury, availability, suitability and costs of controls as well as duty to
do what a reasonable person would do in the particular circumstance to eliminate or
reduce the risk. Reasonably practicable is a term of limitation that for a given situation is
something to be determined objectively.
‘the Matrix’ Includes a guide table for attributing measures of risk consequence, a guide table for
assigning measures of risk likelihood and a chart for looking up the resultant risk ratings
based on these designated measures.
There is a risk assessment matrix appended to the risk assessment template.
Using the Risk Assessment Template

The template is designed for the word processing environment and utilizes active fields for data entry.
• Event Summary
Tab to each field and enter the event details as known. During the RA process it may be necessary to
return to the summary to update details as new versions of the assessment are developed.
• Register of Event Risks
Across the top of this table are headings relating to the RA process. In the hazard and risk columns are
listed some well known hazards and risks in generic categories with nominated risk ratings and typical
control measures noted alongside.
It is likely your event has most of these generic hazards and risks so in the first instance this form identifies
them and becomes a checklist for you to ensure those responsible for the controls have actioned them.
In the second instance these pre-tabulated generic hazards and risks should act as a prompt for
considering if there are specifics hazards and risks that require control for that category in your event.
1) First identify
identify the specific hazard and enter it in the hazards column
2) Then note in the adjacent risk column the potential harm to people or property if uncontrolled
3) Next along record the control measures that may already
already exist
4) Then consult the matrix for a measure of consequence and enter the number for existing controls
5) Then enter
enter letter from the matrix for the likelihood
likelihood of the risk occurring with existing controls
6) Record a risk level for the hazard from the matrix
If the risk is high you will have to implement additional control measures, record and rate them similarly.
If the risk is significant there should be some serious management involvement in the controls.
• Further Event Risks
This table is an extension of the register to allow for adding further hazards and risks. It is a place to
consider and record event particular hazards and risks, which fall outside the generic categories and may
include Special Performance Conditions.
Safe Events are Well Planned Events

Events
Managing event risks can be demanding and if not done well devastating. Methodically drafting an event
risk assessment can inform those at risk of the dangers and helps ensure a safe and successful event for all.
January 2010 Version 1.1 Page 2 of 2

A General Purpose Risk Assessment Guide and Template
For The Australian Live Theatre Industry as used at Arts Centre Melbourne
The Occupational Health & Safety Legislation in Australia requires employers to eliminate any
reasonably foreseeable hazards and risks, to all persons in workplaces:
1. If this cannot be done, they must control the risk to the lowest level possible using a Hierarchy of Controls
Eliminate the HAZARD giving rise to the RISK; or
2. If not possible, substitute the HAZARD giving rise to the RISK with a Hazard that gives rise to a lesser risk;
and
3. Isolating the HAZARD from the person put at RISK; and
4. Minimising the RISK by administrative means i.e. Safe work practices or provision of adequate
instructions, training and/or information; and
5. Provision of Personal Protective Equipment.

What are Hazards and Risks?
A HAZARD is defined as a potential to harm the health or safety of a person or damage property.
A RISK is defined as the probability and consequences of illness or injury to a person or damage to property.
The points on this page are intended as prompt/guide for venues & presenters, please ensure that this document is passed
onto the relevant production personnel.
1. Time Line. The Risk Assessment should be submitted to the venue no less than 2 weeks prior to bump-in. It is recognised that
some RISK documentation may have to be amended after the Bump In, to take into account local venue needs and that some
Sign Offs can not occur until the Production is fully in place. In this case documentation should be provided ASAP and a record
of changes should be kept by the person preparing the updated paperwork.
2. The Risk Assessment should begin at the concept/design stage, but it MUST include;
 Unload/load notes or instructions.
 Build & rig/ disassemble & de-rig notes or instructions.
 Actual running of show notes and or instructions.
 Plans
 Details of heavy or unusual item of scenery or materials
 Unusual or specific rigging
 Engineers report
 Pyrotechnics
 Loud noises
 Strobe lighting
 Nudity
 Language
B
3. Supporting Documentation, includes but not limited to;
 Flame retardant used.
 For any rigging to be used.
 Plant design approvals where required
 Any Engineering Certificates
 Material Safety Data Sheet on all material used
 Schedule, also identifying any speciality skills that may be required, eg, fork lift driver, Rigger etc.
 Schedule must be realistic and achievable
4. Arts Centre Melbourne is able to offer assistance in developing your risk assessment if required
C
RISK ASSESSMENT
PRODUCER/PRESENTER: PRODUCTION:
VENUE: DATE IN: DATE OUT:
NAME & CONTACT DETAILS OF PERSON(S) WHO CONDUCTED THIS ASSESSMENT

1. ________________________________________ 4. ________________________________________
2. ________________________________________ 5. ________________________________________
3. ________________________________________ 6. ________________________________________
VERSION NUMBER: DATE: REVIEW DATE:
BRIEF DESCRIPTION OF PRODUCTION:

_________________________________________________________________________________________________________
DESIGN ELEMENTS SUMMARY:
i.e. Flown elements, Floor type, Lighting elements, Sound Elements, Rake Stage, Flats , Rigging, Masking, Scenic elements, etc
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2
HAZARDS
Below is an example of a hazard checklist, but not limited to.
1. Slip/Trip i.e. treads or stairs, wet areas, rake stage etc
2. Falls from Height i.e. open floor traps, stairs without handrails, platforms without handrails etc
3. Falling Objects i.e. non secured scenery, counterweights, non secured lighting fixtures, props etc
4. Plant and equipment i.e. automation, rigging and scaffolding, flown pieces, flown people, winches etc
5. Traps & Pits i.e. actors traps, any sunken area etc
6. Stage load limits
7. Grid load limits
8. Fire risks i.e. naked flames, pyrotechnics, gas, welding etc
9. Integrity of fire control devices i.e. Fire Curtain, fire hydrants and fire extinguishers use of smoke or fogs that could require
Isolation of fire detection equipment
10. Electrical risks i.e. all equipment to be tested and tagged
11. Hazardous substances i.e. all chemicals and organic materials must have a material data safety sheet
12. Lasers ,strobes and smoke machines
13. Noise – i.e. loud bangs, continuous noise
14. Projectiles
15. Firearms and Weapons i.e. Prop guns, swords, knives etc
3
RISK AESSMENT TEMPLATE
USE THE ATTACHED MATRIX TO SHOW SIGN OFF

No. HAZARD RISK Consequence Likelihood Risk Level CONTROL MEASURES ACTIONED BY: HIRER
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Received by………………….. Date…………………….
4
Eg.1 1. Use of barriers around Kit H.
opening. Jane Doe
2. Crew acting as
spotters.
3. Standard operating
procedure is
Open trap Fall B 3 Significant
used when the trap is in
use.
4. Harnesses used when
required.
5. All cast and crew are
fully informed of hazard,
and then rehearsed.
Eg.2 1. Specify small size or Kit H. Jane Doe

lower weight in design
of set components.
2. Use of cranes or hoists
to assist in scenery
Back
builds.
Strain
Heavy 3. Use of forklift to
, Man B 3 Significant
Scenery unload scenery.
Hand
4. Use of trucks and
ling
trolleys to reduce
carrying loads.
5. Expert Supervision of
all staff.
6. Indicate weights on all
set pieces.
5
THE MATRIX (Adapted from AS 4360)
MEASURE OF LIKELIHOOD
Level Descriptor Description

A Almost certain Is expected to occur in most circumstances
B Likely Will probably occur in most circumstances
C Possible Might occur at some time
D Unlikely Could occur at some time
E Rare May occur only in exceptional circumstances
MEASURE OF CONSEQUENCE OR IMPACT:
Level Description Example, detail, description

1 Insignificant No injuries, low financial loss
2 Minor First aid treatment, on site- release immediately contained. Medium
financial loss
3 Moderate Medical treatment required, on site release contained with outside
assistance, high financial loss
4 Major Extensive injuries, loss of production capability, off site release with
no detrimental effects, major financial loss
5 Catastrophic Death, toxic release off site with detrimental effect, huge financial loss
QUALITATIVE RISK ANALYSIS MATRIX - LEVEL OF RISK
CONSEQUENCES
LIKELIHOOD Insignificant 1 Minor 2 Moderate 3 Major 4 Catastrophic 5
A (Almost certain) S S H H H
B (Likely) M S S H H
C (Moderate) L M S H H
D (Unlikely) L L M S H
E (Rare) L L M S S
LEGEND:
H (High) - Immediate Action Required.
S (Significant) - Senior Management Attention Needed.
M (Moderate) - Management responsibility must be specified.
L (Low) - Manage by routine procedures.
6
Risk Assessment Template
This risk assessment template can be applied to assess risk assessment categories including systems of work, use of plant or equipment, events and
performances. It is a generic template using Arts Centre Melbourne risk analysis and evaluation criteria.
1. Details
Date of Assessment Venue / Area
Version Number Name of person(s) who conducted this event risk assessment
Review Date
Specific to Events / Performances
The Hirer’s event risk assessment must be provided to the Venue Management no later than two weeks prior to bumping in the event.
Producer / Presenter Event Title
Name Name
Production / Tech
Contact Number Stage Manager Contact Number
Manager
Email Email
Bump in date Start time Bump out date Start time
Activity Details
Event opens date Start time OHS briefing date Start time
Special Performance Front of house

Conditions warnings
Brief description of event:

2. Attachments (subject to the category of risk assessment and risk identified)
 Site Plan
 Conditions of Entry
 Performance schedule
 Material Safety Data Sheets
 Engineering Certificates
3. Risk Assessment Tools

Risk assessment tools have been developed to assist with identifying generic risks applicable to the use of plant or equipment and events and
performances.
4. Risk Assessment
Residual Person or role
Risk Rating responsible for
No. Risk Type Hazard Treatment/Controls Risk
treatment/controls
L C R L C R Name/role Done
GENERAL
treatment/controls
treatment/controls
Risk Assessment Criteria
1. Consequence
EVENT RISK ASSESSMENT TEMPLATE
In planning a successful and safe event responsible risk management is an obligation. To understand the scope of safety issues associated with live
performance events refer to the Live Performance Australia Safety Guidelines for the Entertainment Industry. For explicit Arts Centre advice please
consult our Event Safety Policy. To prepare a risk assessment using this template, simply follow the brief Guide to Risk Assessment.
If you require additional assistance please do not hesitate to contact us.
EVENT SUMMARY
PRODUCER / PRESENTER: EVENT:
PRODUCTION / TECH MANAGER: VENUE:
START
CONTACT NUMBER: BUMP IN DATE:
TIME:
OHS BRIEFING MEET
EMAIL:
DATE: TIME:
EVENT OPENS START
STAGE MANAGER:
DATE: TIME:
START
CONTACT NUMBER: BUMP OUT DATE:
TIME:
EMAIL: TRANSPORT:
NAME OF PERSON(S) WHO CONDUCTED THIS EVENT RISK ASSESSMENT: FRONT OF HOUSE WARNINGS:
Please note: The Hirer’s
event risk assessment must
be provided to the Venue
Management no later than
two weeks prior to bumping
in the event.
SPECIAL
VERSION VERSION REVIEW
PERFORMANCE
NUMBER: DATE: DATE:
CONDITION/S :
BRIEF DESCRIPTION OF EVENT:
DESIGN ELEMENTS SUMMARY: Please insert plan or production picture if available
2
REGISTER OF EVENT RISKS
RISK RATING RISK RATING
with with
existing additional
controls controls
RISK
ADDITIONAL OWNER
TO BE
CONSEQUENCE
CONSEQUENCE
No HAZARDS RISKS EXISTING CONTROL ACTIONED BY
CHECK
LIKELIHOOD
LIKELIHOOD
CONTROL MEASURES MEASURES SIGN
RISK LEVEL
RISK LEVEL
OFF
Adequate briefing. Toolbox

talks. Management
Crew, Cast and Musicians that Supervisors
Staff vigilance
are familiar with the site and
Bruises
safety issues.
Lacerations
Adequate work lighting during
bump in/out and through
Trip Sprains
rehearsals.
1 Slip & Fall
3 C S
Fractures
Sufficient house lighting to allow
safe audience ingress & egress.
Brain Injury
House lights illuminated
Deaths
promptly post-performance
Walk through checks and good

housekeeping
Add a notable Add specific risks X X X Note existing control measures X X X If risk rating not tolerable note Name
event specific trip additional controls to be
1.1 fall hazard implemented to reduce risk
1.2
3
1.3
Awkward & Sprains & Strains 2 M All set

C construction designed in
Heavy accordance with safe build and Designers
Manual Back/Neck Injury lifting practices in mind Constructors
Handling Transporters
Crush injuries Manufactures risk assessment Management
instructions and weights clearly Supervisors
Puncture Injuries labelled
2 Hernias All build and rig participants fully

briefed and trained in correct
Disabilities manual handling technique
Adequate staff numbers and

safety supervision
Provision and use of mechanical

lifting and carrying devices
Add notable Add specific risks X X NoteXexisting control measures X X X If risk rating not tolerable note Name
event specific additional controls to be
2.1 manual implemented to reduce risk
handling
hazard
X
2.2
2.3
Electrical Electric shock 3 M D

All operators familiar with safe
Energy use of equipment including par Suppliers
3 Burns safes Management
Venue
Electrocution All equipment tagged and tested Electrician
by qualified electrician Supervisors
4
Add notable Add specific risks X X NoteXexisting control measures X X X If risk rating not tolerable note Name
3.1 electrical implemented to reduce risk
hazard
X
3.2
Noise Mental irritation 2 M C use of com systems

Correct
Energy Management
Acute hearing PA monitoring and adjustment Sound
damage Designers
Exposure monitoring and Musical
4 Chronic hearing limiting Directors
damage Supervisors
Orchestra management
consulted for noise hazard
control use of baffles etc
PPE provided and used

Add event Add specific risks X X NoteXexisting control measures X X X If risk rating not tolerable note Name
specific noise additional controls to be
4.1 hazard implemented to reduce risk
Fire & Respiratory Irritation 4 S UseDof fire retardant chemical on

Smoke set Dedicated fire warden Management
Burns delegated to manage as Safety
Isolation of in-house smoke required Officers
Suffocation alarms and brigade-calling MFB
alarms during performance and Wardens
Incineration rehearsals Requested and Supervisors
confirmed
5
Fire exits/paths of travel not
obstructed
Safety brief and induction

carried out
Special Performance Condition

approval process
5
Add event specific Add specific risks X X NoteXexisting control measures X X X If risk rating not tolerable note Name
fire/smoke hazard additional controls to be
5.1 implemented to reduce risk
Hazardous Irritation 3 M D for all chemicals provided

MSDS
Chemicals Management
and Burns Gases and chemicals stored Facilities
Substances and handled in accordance with Supervisors
6 Suffocation codes of practice
Toxicity PPE issued as required
Cancers
Add event specific Add specific risks X X NoteXexisting control measures X X X If risk rating not tolerable note Name
substance hazard additional controls to be
6.1 implemented to reduce risk
FURTHER EVENT RISKS

RISK RATING RISK RATING
with with
existing additional
controls controls
ADDITIONAL RISK
TO BE OWNER
CONSEQUENCE
CONSEQUENCE
No HAZARDS RISKS EXISTING CONTROL ACTIONED BY CHECK
LIKELIHOOD
LIKELIHOOD
CONTROL MEASURES MEASURES
RISK LEVEL
RISK LEVEL
SIGN OFF
Cigarettes
Naked
Notification of Special
Flame High risks to safety, Venue
Performance Conditions, As may be specified by Hirer
Hazers & security and legal Safety
demonstration and venue Venue Safety Manager Management
Fogs liabilities Manager
approval required
Weapons
Firearms etc
6
Venue Loading Procedures Management
Pedestrians Crush
Traffic Control Officers Supervisors
Crowds Collisions
3 D M Public Safety Systems Safety Officers
Vehicles Injuries
Warning Lights, Signs and
Traffic Fatalities
Systems
7 hazard implemented to reduce risk
7
THE RISK ASSESSMENT MATRIX
(Adapted from AS 4360)
MEASURE OF CONSEQUENCE OR IMPACT: MEASURE OF LIKELIHOOD:
Level Description Explanation Level Descriptor Explanation
1 Insignificant No injuries, low financial loss A Almost certain Is expected to occur in most circumstances
First aid treatment, on site- release immediately contained.

2 Minor
Medium financial loss
Medical treatment required, on site release contained with

3 Moderate
outside assistance, high financial loss
Extensive injuries, loss of production capability, off site release

4 Major
with no detrimental effects, major financial loss
Death, toxic release off site with detrimental effect, huge financial
5 Catastrophic
loss
LEVEL OF RISK QUALITATIVE RISK ANALYSIS MATRIX:
Consequences
Likelihood Insignificant Minor Moderate Major Catastrophic

1 2 3 4 5
Legend
Almost certain A S S H H H
H High Immediate action required
Likely B M S S H H
S Significant Senior Management attention needed
Possible C L M S H H
M Moderate Management responsibility must be specified
Unlikely D L L M S H
L Low Manage by routine procedures
Rare E L L M S S
8
Production Risk Assessment
Summary Information
Production Details
Production Name: Arts Centre Venue:

Company:
Production Manager: Stage Manager:
Contact number: Contact number:
Email address: Email address:
Fax number:
Bump In Date: Time: Bump Out Date: Time:

OH&S Briefing Date: Time: Confirmed with Safety & Security Yes No
Performance Dates: Times:

Running Time: Number in Company:
Risk Assessment Details
Status: Draft: 1 Draft Date:

Review Date:
Written by: Contact number:

Email address:
Received by: Contact number:

Risk Assessment received & reviewed by Arts Centre Safety & Security Email address:
Accompanying Documentation
Register of Specific Risks Yes No Details N/A

Job Safety Analysis Worksheets Yes No Details
Special Performance Conditions Application Yes No Details
MSDS Yes No Details
Other Documentation Yes No Details
Front of House Warnings
Strobe Lighting Yes No Details

Nudity Yes No Details
Strong Coarse Language Yes No Details
Smoke Effects Yes No Details
Cigarette smoking Yes No Details
Other Warnings Yes No Details
Page 1 of 6 Production Risk Assessment Printed: 31 May 2019

Summary Information
Design Elements Summary
Production Picture or Plan (if available)

Highlight the text below and use either the “Insert Picture from File” function or Cut/Paste a production image

Summary Information
Consequences
Production Risk Assessment - Register of Specific Risks Likelihood 1: Insignificant 2: Minor 3: Moderate 4: Major
A: Almost Certain Significant Significant High High
B: Likely Moderate Significant Significant High
C: Possible Low Moderate Significant High
D: Unlikely Low Low Moderate Significant
E: Rare Low Low Moderate Significant
Control
No. Hazard Risk Likelihood Conseq. Risk Rating Responsibility
Measures
No specific production Assumes standard Arts Centre

risks Melbourne safety procedures are in
place (ie: cables taped, fire exits not
blocked, manual handling, etc)

Register of Specific Risks
Production Risk Assessment – Control Checklist
Production Name: Arts Centre Venue:
Not
No. Description OK N/A Details
OK
1. Emergency exits clear
2. Sufficient backstage lighting
3. Cables taped, trip hazards marked
4. Clear access to fire safety equipment
Add details of the risks identified in the Register of Specific Risks onto this checklist.
Completion of this checklist indicates the control measures recommended for each hazard are in effect.
Checklist completed by:
Role:
Signature:
Date: Time:

Control Checklist
Generic Risk Assessment Notes
The Arts Centre has documented procedures in place to deal with the most common health and safety
issues in the theatrical environment including the following areas. The detailed Risk Assessment assumes a
current working knowledge of these areas by the back of house staff and thus only covers those additional
risks that are identified specifically to this production.
- Induction and regular training of all Arts Centre back of house staff in safe working practices
- Manual Handling
- Working at Heights
- Working with electrical equipment
- Suitable lighting conditions are maintained in the backstage and wings during
The Risk Assessment has followed the following checklist as a Risk Management procedure:
1. Identify Hazards
- Hazard identified – employer to identify hazards (look at premises, plant/equipment, hazardous

substances, the way work is done and what is done, heights, stress, scheduling, etc.)
- Consultation – with stakeholders, both in identifying hazards and throughout process.
- Context – look at the context the hazard is in and any complicating factors.
2. Assess Hazards
- Hazards assessed for level of risk in terms of their likelihood and the resulting consequences should
things go wrong.
- Risks prioritised – (H)igh – Immediate action required, (S)ignifigant – Senior management attention
Needed, (M)oderate – Management responsibility must be specified, (L)ow – Manage by routine
procedures.
3. Eliminate Hazard
4. If unable to eliminate hazard, control the hazard.
Controls identified/investigated/justified in accordance with the hierarchy of controls:

- Substitute - with something less dangerous
- Isolate hazard – barricade hazard, use equipment guards
- Engineer out – alter the design of equipment or processes
- Administrative – scheduling, staffing levels, shifts, information, instruction and training
- Provide Personal Protective Equipment – last resort
One or more of the hierarchy may be required to effectively control the risk, with substitution being the
first preference, isolation second and so on.
- Controls implemented
- Controls supervised
5. Residual risk reassessed for level of tolerability
- Identify risks that require urgent attention

- Allocate responsibilities
- Timeframe
- Controls monitored and reviewed
- Documentation, especially for high risk hazards
- Back up services in place (emergency procedures and facilities, sufficient supervision to ensure
controls properly implemented and monitored)
- Ensure a process for effective consultation, monitoring and review.

Generic Information
Risk Matrix
Measure of Likelihood
Level Descriptor Description
A Almost certain Is expected to occur in most circumstances
Measure of Consequence or Impact:

Level Description Example, detail, description
1 Insignificant No injuries or minimal impact on production capability. Low financial loss
2 Minor First aid treatment, on site- release immediately contained. Medium financial loss
3 Moderate Medical treatment required, on site release contained with outside assistance.
Controlled negative publicity. High financial loss
4 Major Extensive injuries, loss of production capability, off site release, wide spread negative
publicity. Major financial loss
Qualitative Risk Analysis Matrix - Level of Risk

CONSEQUENCES
LIKELIHOOD 1: Insignificant 2: Minor 3: Moderate 4: Major
A: Almost Certain Significant Significant High High
B: Likely Moderate Significant Significant High
C: Possible Low Moderate Significant High
D: Unlikely Low Low Moderate Significant
E: Rare Low Low Moderate Significant
Legend:
High Immediate action required
Significant Senior management attention needed
Moderate Management responsibility must be specified
Low Manage by routine procedures

Generic Information
Health & Safety Induction Checklist
Hamer Hall & Theatres Building Hirers
Company: ____________________________ Event: __________________________ Date: _____________

Instruction: All items on this induction and orientation checklist must be covered by an Arts Centre Melbourne
representative. Attendance register must be attached and paperwork returned to Safety and Security Officers at Stage
Door.
Description 
Preliminary
 Welcome to Arts Centre Melbourne. 
Emergency Procedures
 Emergency contact numbers, safety and security: 8222 (internal) or 9281 8222 (external)
 If an emergency arises in your area, contact Safety and Security Officers immediately.
 Upon hearing the alert tones (Bee-eep) prepare to evacuate and listen for instructions
 Upon hearing the evacuation tone (Woo-oop), take your nearest safe exit via the fire stairwells
to the emergency assembly areas. Do not use lifts.
 Emergency assembly areas are located at: 
- National Gallery of Victoria (corner of St Kilda Road and Southbank Boulevard)
- Southbank Promenade (near Ophelia Sculpture)
 Don’t block fire exists, passageways, fire fighting equipment and warden stations.
 Don’t cover fire exit signs.
Part A – Safety and Security Requirements
 Contact Safety and Security Officers before commencing work that may generate smoke,
heat, dust etc. so the fire system can be isolated.
First Aid
 Safety and Security Officers provide first aid on site. 
 Safety and Security can be contacted on 8222 (internal) or 9281 8222 (external)
Hazard Removal and Incident Reporting
 Hazards must be removed immediately if safe to do so.
 If you find a syringe, do not pick it up or touch it. Isolate the area and report immediately to
Safety and Security Officers.
 All injuries, accidents, damages, hazards and near misses must be immediately reported to 
your supervisor and your Arts Centre Melbourne contact.
 An incident report must be completed. Hard copy incident report forms are available at Stage
Door and on the intranet (Centre Stage). Forms must be returned to Safety and Security
Officers for entry in Arts Centre Melbourne’s online incident reporting system.
Security
 Temporary swipes and keys must be returned on the same day of issue.
 Report any lost swipes or keys immediately to Safety and Security. Costs for lost or non-
returned items will be forwarded to the company responsible. 
 Lost property can be returned to and collected from Stage Door.
 Tools and personal valuables should not be left unattended. Always secure your items when
vacating your work area.
Facilities and Amenities
 Dressing rooms, toilet and tea room facilities are provided for your convenience (Identify)
 Smoking is not permitted in Arts Centre Melbourne buildings. Designated smoking areas are

provided outside Stage Door. Please remain a reasonable distance from entry doors.
Conduct
 Hirers must follow Arts Centre Melbourne site rules.
 Always maintain your health and safety, as well as the health and safety of others. 
 You must not work under the influence of alcohol and/or illicit drugs.
Description 
Risk Management
 Control measures need to be in place for all work risks.
 Refer to the Event Risk Assessment that specifies how risks are to be controlled. 
 Toolbox safety briefings must be held prior to bump-in, bump-out and/or before undertaking
any significant team tasks or High Risk Work.
High Risk Work
 High Risk Work includes but is not limited to work at heights, work in confined spaces,
erecting scaffolding, rigging, crane lifting and flying, operating elevated work platforms and
driving forklifts. 
 Documented Safe Work Methods must be applied to all High Risk Work activities.
 Hirers must present a National High Risk Work Licence before undertaking any High Risk
Work.
Height Safety
 Hirers must control the risk of falls from height.
 Hirers must apply fall protection measures to control fall hazards of 2M or more. 
Part B – Technical Work (if applicable)
 Where there is a risk of falling objects from overhead work, exclusion zones must be
established. Tools must be secured via lanyard and appropriate PPE must be worn.
Manual Handling
 Correct manual handling techniques must be used to minimise strain and prevent injury.
 Team lifting must be planned before being undertaken. 
 Heavy loads must be weight stamped and where appropriate mechanical lifting aids utilised.
Electrical
 All electrical equipment must have an in date Test and Tag inspection. 
 Do not use faulty electrical equipment. Report any faults to your ACM supervisor.
Hazardous Materials
 Safety and Security must be notified of any hazardous materials on site. 
 Material Safety Data Sheets must be available at point of use for all hazardous materials.
Permits to Work
 A permit to work form must be completed for all Hot Works, Confined Space entry,
Penetration of Walls/Floors/Ceilings, Isolation/Impairment of the Fire System and External
Roof Access. 
 Forms can be obtained from Safety and Security Officers at Stage Door.
 Permits must be signed by Arts Centre authorised representatives before work commences.
Traffic Management and Loading Docks
 All workers on public roads must wear Hi-Vis clothing. (note: Sturt Street is a public road)
 Any control of public traffic for arrival and departure of transport vehicles must be done by
competently trained traffic controllers. 
 Only competently trained personnel are permitted to use loading dock plant i.e. lifts,
levellers and hoist systems.
Personal Protective Equipment
 PPE is to be worn in accordance to regulatory requirements and Safe Work Method
Statements i.e. hard hats when rigging crane loads, harnesses when working at heights. 
 Safety footwear must be worn when accessing worksites in the back of house areas.
 Hi-Vis is to be worn when operating mobile plant, directing traffic and where SWMS require.
Event Risk Assessment Review - discussion on significant risks and controls

Risk Assessment


Part C

 


Company/Stage Manager: ___________________________ Signature: _______________________
Induction Completed by: ___________________________ Signature: _______________________

Health and Safety Induction Checklist
Venue ______________ Event __________________ Date _______
Instruction: all items on this induction and orientation checklist must
be covered by the Stage Manager or Production Manager, or
representative. Attendance register must be attached.
Description
Preliminary
 Welcome
Emergency Procedures




First Aid



Hazard Removal and Incident Reporting

Part A: Safety and Security



Security



Facilities and Amenities




Conduct
 Always maintain your health and safety, as well as the health and
safety of others.
 You must not work under the influence of alcohol and / or illicit
drugs


Risk Management
 Control measures in place for all work risks.
 Toolbox safety briefing must be held prior to bump-in, bump-out
and before undertaking under significant team tasks or High Risk
Work.

High Risk Work

 Includes but is not limited to work at heights, work in confined
spaces, erecting scaffolding, rigging, crane lifting and flying,
operating elevated platforms and driving forklifts.
 Documented Safe Work Methods must be applied to all High Risk
Part B: Technical Work (as applicable)
Work activities
Height Safety
 The Company must control the risk of falls from height.

Manual Handling
 Correct manual handling techniques must be used to minimise
strain and prevent injury.
 Team lifting must be planned before being undertaken.
 Heavy loads must be weight stamped and where appropriate
mechanical lifting aids utilised.
Electrical
 All electrical equipment must have an in date Test and Tag
inspection.
 Do not use faulty electrical equipment. Report any faults to the
Stage Manager.
Hazardous Materials
 Stage Manager must be notified of any hazardous materials on
site.

Personal Protective Equipment (PPE)
 PPE is to be worn in accordance to regulatory requirements and
Safe Work Method Statements
 Safety footwear must be worn when assessing worksites in back of
house areas

Event Risk Assessment Review – discussion on significant risks and controls

Part C: Risk Assessment






Induction Completed by: ________________________________
Position _____________________________________________
Signature ____________________________________________
Induction Attendance Register
Induction: Date:
Completed by: Signature
Name Signature Company
Department: Safety & Security

Version No.: 3
SAFETY INSPECTION – PRODUCTION
Location/Venue: Date:
Safety Requirement Y/N Comments / Action Required

Noticeboard safety information is updated
Safety Documentation: Policies, Procedures,
SOP’s, SWMS & MSDSs available
Technical Information: Specifications
Operating Manuals & guidelines available
Venue Work Areas
Stage Area: clean & tidy, floor condition,
ergonomics, environment, lighting
hazards identified & controlled
Fly Tower: access safe, clean and tidy, fall
risks, anchor points, lighting,
hazards identified & controlled (RA review)
Sub -Stage Area: clean & tidy, floor
condition, ergonomics, environment, lighting
Lighting Bridges, Boxes Dimmers: clean &
tidy, ergonomics, environment, lighting,
Grid: clean & tidy, ergonomics, environment,
Load In/Dock: equipment functioning, access
clear, ergonomics, environment, lighting,
Venue Access & Egress: pathways clear,
auditorium to BOH pathway, environment,
lighting, hazards identified & controlled
safety security
Stage Management: equipment check,
access, clean & tidy, ergonomics,
environment, hazards identified & controlled
Lighting Control Position: equipment check,
Sound Control Position: equipment check,
Domes Position: equipment check, access,
clean & tidy, ergonomics, environment,
Props Area: clean & tidy, ergonomics,
Wardrobe & Wigs: clean & tidy, ergonomics,

Personnel Facilities
Crew: lockers,toilets, water
Supervisors: office, work stations, coms
Greenroom: clean & tidy, floor condition, ,
ergonomics, environment, lighting
Plant & Equipment
Power Supply: switchboards clear, portable
distribution boards check, dimmers clear,
leads inppect test and tag,
Load Shifting Equipment: stock count,
working order inspection
Height Access, Ladders & EWPs:
stock count, working order inspection
PPE: stock count & inspection, clothing,
harnesses, lanyards, Hi-Vis, hard hats,
gloves, kneepads, hearing protection, eye
protection,
Signage & Barricades:
stock count & inspection, fixed and portable
equipment, position, type
Stage Machinery:
inspection regime completed
Flying System Plant:
Lighting Fixtures & Equipment:
Sound Fixtures & Equipment:
Drapery:
Condition and fireproofing check
Props Equipment:
Wardrobe Equipment:
Storage
Rigging Store: access, clean & tidy,
ergonomics, environment,
Staging Store: access, clean & tidy,
ergonomics, environment,
Lighting Colour Cutting Store: access,
clean & tidy, ergonomics, environment,
Sound Store: access, clean & tidy,
ergonomics, environment, hazards
identified & controlled
Props Store: access, clean & tidy,
Wardrobe Store: access, clean & tidy,
Cleaning & Waste Disposal
Bins are located at suitable points
Bins are emptied regularly and not overfilled
Waste Disposal Paint Drain
Disposal areas are clean and odour free
Fire and Emergency Safety
Emergency exists are clear
Emergency exit signs are working
Fire fighting equipment (i.e. extinguishers,
blankets, hose reels) are properly installed and
readily accessible
Fire fighting equipment is visible and signed
Fire fighting equipment has been tested in the last 6
months
Warden stations are stocked
Station No:
Station No:
Station No:
First aid kits contents are filled (check content list)
First aid kits contents are within use by date
Emergency phone numbers and assembly areas
displayed
Injury reports / hazard reports are available
List any other observations / hazards / comments Comments / Action Required
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
Name of Person Completing Inspection:

Position:
Signature: Date:
Supervisor Review
Name:
Position:
Signature: Date:
Instructions:
 A copy of the inspection must be filed in a Production inspection folder.
 Where required, a Facilities Help Desk request or CURA incident report form must be submitted.
 All actions must have a responsible person nominated and a due date.
Extracts from Assist with Bump In and Bump Out of Shows: Learner Guide
Arts Centre Melbourne training guide, prepared by Murray Johnstone, 2016
SAFETY FIRST
You will need to be focused and work safely at all times.
Most importantly when working ‘on the floor’ you will have to communicate constantly with
others.
You should:
 LISTEN CAREFULLY to instructions, especially regarding safety issues

 ASK QUESTIONS if you don’t understand something or need more information.
 FOLLOW INSTRUCTIONS don’t make things up! If you are unsure as to what has
been asked of you…ASK AGAIN !
 KEEP YOUR COOL. Stress and fatigue can create issues that can affect the
performance of the entire team, especially when you are working to tight schedules,
over long hours, in such a physically demanding industry.
Health and safety in the workplace is EVERYBODY'S CONCERN.
PREPARING TO START WORK
You may like to perform some simple warm up exercises before you start work. A few
simple stretches may save you harming yourself when the "push comes to shove."
CORRECT LIFTING TECHNIQUES
 TEST THE WEIGHT IF YOU ARE NOT SURE BEFORE YOU BEGIN
 ALWAYS ASK FOR HELP IF YOU THINK YOU MAY NEED IT
 BEND AT THE KNEES AND KEEP YOUR BACK STRAIGHT
 PICKING AN ITEM UP IS THE SAME AS PUTTING IT DOWN
 CARRY THE ITEM AS CLOSE TO YOUR BODY AS POSSIBLE
 USE YOUR LEG MUSCLES TO PICK UP THE LOAD
 DO NOT TWIST AT THE HIPS OR SHOULDERS
 IF THE ITEM HAS A HANDLE, USE IT!
Try to match the members of the truck team, similar height and strength makes the job
easier for everyone.
Roadcases, carts and production equipment vary in shape and size, some are more easily
handled than others.
If you are completely new to the job you should pay attention to the more experienced
crew and how they handle the cases / items and equipment.
KNOWLEDGE OF THE STAGE AREA IS VITAL

The stage is divided into the following areas:
You may be directed to:
 Front of house (FOH)

 Stage left or right (SL) or (SR)
 Prompt-side or Opposite Prompt (PS or OP)
 Up stage left or right (USL) or (USR)
 Down stage left or right (DSL) or (DSR)
 Monitors / foldback (MONS)
 Dimmers /lighting power area (DIMMERS)
 Dressing room /Wardrobe (DR) (WR)
CREW BRIEFING / TOOLBOX TALKS
A crew briefing is imperative for a safety prior to bump in/bump out.
A now common method of briefing the crew about the work that is about to happen is
referred to as a Toolbox talk
Primarily, toolbox talks should include important information from the risk assessment
that should be communicated.
Before the actual show begins there may be some technical & dress rehearsals that you
need to attend depending on your involvement with the production. There may also be time
to carry out any routine pre-show checks that need to happen.
The tech & dress rehearsals and pre show checks are ideal opportunities to determine if:
 All equipment is working and any backup systems are in place on standby.
 All running sheets are in order (with any new updates and current copies for
everyone)
 All performers are aware of technical cues & timing and any other possible hazards.
 All working personnel are present and /or informed of their duties for the
production.
 Any work tasks are completed in preparation for the bump out to begin after the
show.
 All areas are free of hazards.
If there are any last minute changes, faults, repairs or technical issues that need to be
addressed then the tech & dress rehearsal and “pre-show” is hopefully the time to
recognize and deal with any problems accordingly.
RUNNING SHEETS
As previously mentioned, each of the departments within a show have specific jobs to do
and pre-determined times of when to do them. This information is usually listed on
documents know as running (or run) sheets. To ensure that a professional show runs
smoothly and to schedule, current versions of running sheets are distributed around the
various production department teams for all to follow.
Of course, the information on the running sheets can vary greatly depending on the
production requirements of each department and / or crew member’s actual responsibilities
but the common goal is to provide a clear and understandable list of the basic order and
timing of events from start to finish.
Usually, the stage manager is responsible to “call the show” as per the running sheet and
relay the information down the chain to the performers and crew. Again, this depends on
the production.
If you are planning on drafting a run sheet of your own you will need to document the exact
information as to who does what and when. If you are simply following a run sheet you will
need to be able to understand all of your responsibilities and perform all of your particular
cues required for the show as per the timing set out before you.
SHOW DAY
Working personnel (that work on the actual show) are normally referred to as The Show
Crew or The Show Call.
These are typically the stage managers & assistants, operators of the sound, lighting /
follow-spots, Audio-Visual, set / staging, backline technicians, stage hands / mechanists,
wardrobe assistants and anyone else that may be needed for the show.
Depending on the type of show and each individual’s role within the show, all crew should
be notified of the exact time for any pre show meetings and /or the call time and position to
be in and ready to start work.
When the show is held in a darkened environment with the backstage area requiring
silence, all areas where fall hazards exist (like orchestra pits, trapdoors and stairwells)
should be marked out and with suitable restrictions in place for access and all unwanted
noise should be kept to an absolute minimum so as not to distract from the performance
itself.
Tech Requirements Summary/Meeting Notes
Production: Venue:
Technical Contact: Phone:
Email:
Season Dates: Bump In:
Running Time: Bump Out:
Staging
Lighting
Audio, Instruments, Backline
Multimedia
Page 1/2 Document1 18/12/13

Tech Requirements Summary/Meeting Notes
Schedule / Crew
Backstage
Risk Management, Audience Warnings
Freight
Budget
Other Notes
Page 2/2 Document1 18/12/13

Preventing Inappropriate Behaviours: ACTION LIST
VALUES: Develop a set of organisational values in consultation with

employees and communicate these to all team members, including
casual front of house and back of house teams. You could also develop
a set of ‘team rules’ (see next page) to outline specific expected
behaviours.
INDUCTION: Provide induction to new employees on organisational

values. Give examples to explain how these values are demonstrated in
practice.
COMMUNICATE: Have leaders regularly communicate to all team

members the importance of inclusion within the workplace.
STRATEGY: Develop a dedicated inclusion strategy and action plan for

a socially inclusive workplace. Review existing policies and strategies
through a lens of inclusivity – do existing policies promote or contradict
your goal of inclusion?
TRAIN: Provide equal opportunity training to all employees. This could

be as simple as watching a TED talk together and discussing what was
raised, or developing scenarios and talking through appropriate and
inappropriate responses. Visit the Victorian Equal Opportunity and
Human Rights Commission website for more information on training
in this area.
The Arts Wellbeing Collective

at Arts Centre Melbourne
Team Rules
Consider working with your team to develop a set of rules for the
workplace that outline expected behaviours.
For example:
 Treat each other with respect

 Communicate with kindness and honesty
 Be on time
 Accept feedback as a gift
 Respect the absent (do not gossip about people who are not
present)
 Celebrate individual and team accomplishments
 Raise a problem with a suggested solution
 Hold meetings with clear agenda
 No yelling under any circumstances
 Listen first to understand
 Lead by example
 Share your knowledge
 Celebrate debate, difference and diversity
 Follow through on commitments

Team Rules:
An example from Arts Centre Melbourne

Preventing Workplace Bullying: ACTION LIST
POLICY: Does your organisation have a policy on bullying? If not,

develop one in consultation with team members. Ensure the policy
outlines a commitment to zero bullying and set clear standards for
expected behaviours.
PROCEDURE: What is your procedure for responding to workplace
bullying? Develop a set of procedures that outlines your steps in
responding to workplace bullying, and ensure this document is easily
accessed by the full team.
INDUCT: Induct new team members on these policies and procedures.
Consider how you will let casual front of house, back of house,
contractors and shift workers know about your policies and procedures,
particularly those team members who may not have access to shared
drives, emails, or intranets.
ENCOURAGE: Encourage reporting of issues so action may be taken to
resolve the issue as early as possible. Ensure that there is more than
one point of contact for reporting, as team members may not feel
comfortable speaking with the Director, but may tell the Head of
Production.
TRAINING: Provide bullying prevention training to all team members, as
well as a session focussing on your policies, procedures and stance on
bullying. Provide training to team leaders on how to identify and manage
issues.
KEEP TALKING: Provide opportunities for ongoing discussions on
these matters, for example during team meetings, post-show debriefs,
and safety briefings to reinforce their importance.

The Role You What it is… Looks like this… Doesn’t look like this…
Play - Values
Leadership We work with courage and conviction to achieve  Has clear goals and brings people together to achieve a  Does not communicate the vision in a coherent and
our strategy. common purpose inspiring way
 Develops and builds relationships between team  Little visible planning and direction and provides
We are honest and straightforward and hold members and teams to achieve goals little or no team direction
each other to account.  Is passionate about achieving goals and creates an  Withholds information
environment where people can perform  Takes credit for the teams work
We celebrate success and learn from our  Builds strong relationships with key stakeholders  Does not bring people along on the journey
mistakes. internally and externally  Unable to link the teams work and the bigger picture
 Leading by example  Not leading by example
We are part of an evolving industry and advocate
for change and increased support.
Creativity We use our imagination and sense of adventure  Focusing on continuous improvement  Shying away from challenges
to stay one idea ahead.  Encouraging creative thought  Being rigid
 Challenging the status quo  Being risk averse
We are imaginative and agile in our dynamic  Providing flexible solutions  Creating or allowing obstacles to become barriers to
environment and industry  Embracing challenges and change change
 Being positive and making a difference
 Thinking outside the square when problem solving
Care More We create a safe and secure environment for  Going the extra mile  Having a “glass half empty attitude”
everybody, where we respect and look after  Having a “can do attitude”  Being negative and pessimistic
each other.  Being committed, enthusiastic and motivated to support  Commitment to change is not demonstrated
others  Passing the buck
We take the additional steps necessary and do it  Believing anything is possible and persists in the face of  Going it alone
with integrity and pride. resistance  Ignoring others when they ask for help or share an
 Inspires others to change and challenge their thinking idea
We look out for one another while we work to a  Believing that everyone has an important part to play  Taking people for granted
common goal  Working with your team members and other teams to
 Failing to invest time in others
get things done
Community We connect people of all ages and backgrounds  Sharing your knowledge and skills  Withholding information from others
to participate in the arts as audiences, as  Giving and receiving feedback constructively  Showing a lack of empathy for others
performers, as learners and as critics.  Celebrating debate and difference  Telling people what they want to hear
 Working as one ACM team  Backstabbing
We take a positive approach to communication  Going into things with good intent  Not trusting others
and knowledge-sharing, which embeds trust and  Doing the right thing  Lack of follow-through
cooperation in our community.  Following through on commitments  Dishonesty
 Having the courage to be honest and trustworthy
We foster partnerships and inclusivity with  Keeping each other honest
integrity.  Being guided by your morale compass
More information about
Preventing bullying at work

Sample policies
October 2010
Workplace bullying policy - verbal abuse

It is advisable to develop and implement a policy on bullying - intimidation and threats
prevention for your workplace. A workplace policy sets out - withholding information that is essential for someone to do
standards of behaviour and makes a clear statement that their job
inappropriate behaviour will not be tolerated. A workplace - excluding or isolating others
policy supports other risk control measures. - interfering with someone’s personal property or work
equipment
There are a range of options for workplace policies:
• develop a specific workplace policy on bullying One-off behaviours can still present a risk to health and
• include it within an existing OHS policy safety and will not be tolerated.
• include it in a policy that covers workplace behaviour.
Bullying is taken seriously by this organisation, and will be
An employer must consult with health and safety addressed. Disciplinary action may be taken if this policy is
representatives(HSRs) and workers on policy development, breached.
implementation and review.
If you are being bullied, or see others being bullied at work,
It should be signed by senior management of the you can talk to your supervisor, or if this is not possible,
organisation to show their commitment. talk to {contact person’s name}, the contact person for this
policy.
The policy should include:
• a clear statement that the organisation is committed to Reports of bullying will be followed up and in serious cases
preventing bullying investigated quickly, objectively and fairly.
• examples of bullying behaviour
• the standards of appropriate behaviour expected Supervisors will receive training in the following before
• encouragement for reporting starting supervisory duties:
• consequences for not complying with the policy • Workplace policy and procedures
• responsibilities and accountabilities of categories of staff • How to deal with bullying
(eg management, supervisors and workers). • How the organisation deals with bullying
• How to report bullying
Three sample policies are below. • How to comply with the policy
1. for very small companies • Risk assessment
2. for small companies • Measures used in the workplace to prevent bullying
3. a positive workplace culture policy
Signed: __________________________________________
1. The owner of a small vehicle repair workshop Date: ____________________________________________

developed the following bullying prevention policy in
consultation with his six workers.
X Car repairs: Workplace policy 2. An accounting firm developed the following policy in
This organisation is a bullying-free workplace where consultation with its 20 workers.
everyone is treated with respect.
XYZ & Associates: Workplace policy
Bullying is repeated, unreasonable behaviour directed XYZ & Associates believes all employees should work in an
toward a worker, or group of workers, that creates a risk to environment free from bullying.
health and safety. It includes behaviour such as:
WSV1377/01/10.10
More information about Preventing bullying at work
Bullying is repeated, unreasonable behaviour directed • protect the dignity of all our employees
toward a worker, or group of workers, that creates a risk to • review all policies and procedures so that they are
health and safety. Bullying may include: consistent with the principles of justice, fairness and
• verbal insult or abuse respect for employees and the organisation
• personal attack, threats, intimidation and misuse of power • ensure that there are appropriate procedures, systems
• job-related harassment, such as withholding information, and campaigns in place to promote dignity at work
having responsibilities removed or work overload • educate all employees on their personal responsibility to
• deliberate exclusion or isolation from workplace activities behave in a way that respects the dignity of co-workers
• provide advice, information and support that protects the
Single incidents can also present a risk to health and safety dignity of our employees
and will not be tolerated. Bullying may cause the loss • raise awareness of the Dignity at Work policy and
of trained and talented workers, reduce productivity and procedures and make training and education available at
morale, and create legal risks. XYZ & Associates have a all levels of the organisation
responsibility to ensure workers are not bullied. • develop systems to regularly assist the effectiveness of
our actions and interventions
XYZ & Associates have procedures to deal with bullying. All
reports will be treated seriously and investigated promptly, Roles and responsibilities
confidentially and impartially. XYZ & Associates encourages It is the role of company management and supervisors to:
all employees to report workplace bullying. • provide induction and information to staff in this policy
• model positive and constructive behaviour in their
XYZ & Associates will ensure that workers who make treatment of workers
reports, and anyone else who may be involved, are not • monitor their workgroups and act if they become aware of
victimised. The contact person for bullying at this workplace any potential hazards
is (contact person’s name). • address breaches of this policy.
It is the role of employees to:

Signed: __________________________________________ • treat fellow workers with dignity and respect
• comply with the Dignity at Work policy
Date: ___________________________________________ • where possible, report incidences of breaches of this
policy to supervisors or management
Consequences of breaches
3. An aged-care facility, with 50 workers, developed
If this policy is not adhered to, it may result in disciplinary
the following policy in consultation with workers and
action, including a warning, transfer, counselling, demotion
HSR’s.
or dismissal, depending on the circumstances.
Smith Inc: Dignity at work policy Management endorsement
Smith Inc is committed to providing a work environment in This policy is endorsed by senior leadership.
which all workers are treated fairly, with dignity and respect.
The purpose of this policy is to: Signed: __________________________________________

• ensure the dignity at work of all our employees
Date: ____________________________________________
• ensure we are fair and just in our dealings
• build happy and constructive working relationships
• ensure we respect and value differences
• encourage constructive discussion of differences of views Workplace procedures
and approaches
• ensure we are open and constructive in our To ensure a consistent approach to resolving bullying at
communications work, it is recommended that organisations have an agreed
• prevent actions of bullying, exclusion, unfair treatment and workplace procedure. The agreed procedure must be
other negative or demeaning behaviours developed in consultation with HSRs and workers.
• deal firmly and fairly with negative behaviours, including
bullying and harassment. Procedures should outline how reports of bullying will be
Smith Inc. will: dealt with, and should set out broad principles to ensure
2
More information about Preventing bullying at work
the process is objective, fair and transparent. Where no

reporting procedure exists or the existing system is not Further information
appropriate, it is recommended that an employer develop a For further information contact the WorkSafe Victoria
specific procedure to address bullying in consultation with Advisory Service on 1800 136 089 or go to
HSRs and workers. worksafe.vic.gov.au
Procedures should be developed to suit the size and

structure of an organisation. The procedure should
be flexible enough to accommodate the informal and
Note: This guidance material has been prepared using the best information
formal ways of dealing with bullying. Any procedure available to the Victorian WorkCover Authority and should be used for general
should ensure confidentiality and fair treatment of those use only. Any information about legislative obligations or responsibilities
involved. A reporting procedure can be developed and included in this material is only applicable to the circumstances described
in the material. You should always check the legislation referred to in this
implemented in a number of ways. material and make your own judgement about what action you may need to
take to ensure you have complied with the law. Accordingly, the Victorian
WorkCover Authority cannot be held responsible and extends no warranties
as to the suitability of the information for your specific circumstances; or
actions taken by third parties as a result of information contained in the
guidance material.
3
We work hard to prioritise
physical safety.
Let’s do the same for our
mental health and wellbeing.
TALK REPORT
Add mental health discussions Add a ‘wellbeing’ check to
to existing processes - think: show reports:
> > Site inductions > > Try a score out of five with
> > Tool box talks a brief explanation
> > Production briefings > > Helps identify issues early,
and spot trends.
> > OHS briefings.
WALK SUPPORT
Look after your mental and Offer support - check in on the
physical health: mental health and wellbeing of
those around you regularly and
> > Sleep, eat and exercise
genuinely.
> > Spend time with family
and friends Share what has a positive
impact on your mental health.
> > Ask for support -
don’t go it alone.
artswellbeingcollective.com.au
Child Safety
Code of Conduct
Purpose
Arts Centre Melbourne (ACM) provides an open, safe and friendly environment for all
children. This Code of Conduct outlines appropriate standards of behaviour by adults toward
children. The Code of Conduct aims to protect children and reduce any opportunities for
abuse or harm to occur. It provides guidance to employees on how best to support children
and prevent or better manage difficult situations.
Scope
All people who may work with children at any time at ACM must abide by this Code of
Conduct. This includes:
• employees
• volunteers
• contractors and sub-contractors including workshop facilitators and arts learning

teachers
• work experience students/interns/secondments
• any other individual in the organisation that may deal with children
• presenters utilising ACM venues
(Note: In this Code of Conduct, the term “ACM team member” is used to cover all persons
occupying any position listed above.)
Code of Conduct
ACM team members are responsible for promoting the safety and well-being of
children by complying with the following:
Adhere to our child safe policies
Take all reasonable steps to protect children from the risk of abuse
Treat all children with dignity, equality and respect
Listen to and value the ideas and opinions of children
Act as a positive role model in their conduct with children
Develop positive relationships with children and parents based on mutual trust and
open communication
Be professional in your actions through your use of language, presentation and

manner
Respect the privacy of children, parents and employees, and only disclose
information to people who have a need to know
Be aware of risks with communication and behaviour between adult team members
and children (including online and mobile)
Be aware of risks with communication and behaviour between children (including

online and mobile)
March 2017 Version 1.0 1

Child Safety | Code of Conduct
Promptly report any breaches of these standards of behaviour to the ACM Child
Safety Officer or Frontline Child Safety Officer
Aim to ensure children understand they are valued members of the production,
program or audience experience
Acknowledge the uniqueness and potential of all children, in recognition that enjoying
their childhood without undue pressure is important
If by chance any children are found unsupervised, direct and accompany children to
their supervisor or relevant management immediately.
ACM team members MUST NOT:
Discriminate against any child or young person because of age, gender (including
transgender status), cultural background, religion, vulnerability (including disability) or
sexuality
Engage in behaviour that is intended to shame, humiliate, oppress, belittle or degrade

children
Engage in any activity with a child that is likely to physically or emotionally harm them
Photograph or video a child without the informed consent of the child’s parents
Publish any video or image of a child (including on social media) without the informed
consent of the child’s parents
Work with children while under the influence of alcohol or illicit drugs
Ignore or disregard any concerns, suspicions, or disclosures of child abuse (refer to

Attachment C for guidance on recognising the signs of child abuse)
Show overly familiar physical affection towards children or any unnecessary physical
contact with children
Marginalise or exclude specific children
Show favouritism towards specific children such as the offering of gifts, special
thanks, special treatment or inappropriate attention
Subject children to any form of physical punishment, social isolation, immobilisation

or any other conduct likely to humiliate or frighten children
Enter children’s dressing rooms (unless they are a designated supervisor, or

approved to do so by a supervisor or relevant management)
Allow children to enter an adult’s dressing room or crew areas, unless accompanied
by their supervisor and approval has been granted by those in the dressing room
Close doors in rooms where children are present, unless children need privacy to
dress
Allow children to (un)dress with others around (dressing should take place in private)
Do things of a personal nature for children that they are able to do for themselves,
such as going to the toilet or dressing

Take photos of children without explicit permission from both relevant management
and a parent/s
Gossip in the presence of children
Distress a child for the purpose of eliciting a dramatic reaction
Develop any ‘special’ relationships with children outside of the professional

relationship or arrange contact with children outside of work obligations
Have unauthorised contact with children online or by phone

Attachment A – Definitions
Key Term Definition

ACM The Victorian Arts Centre Trust trading as Arts Centre Melbourne
ACM Management Director, Executive Director or the Chief Executive Officer.
ACM Child Safety Director, Strategy & Governance
Officer
Chief Executive The Chief Executive Officer of Arts Centre Melbourne.
Officer (CEO)
Child Includes children and young people under the age of 18 (unless
otherwise specified by law). In the case of the Child Employment
Act 2003, it means a person under 15 years of age.
Child Abuse Refer Attachment B for definitions of Child Abuse.
Director A member of ACM Management who reports directly to an

Executive director or the Chief Executive Officer and has
responsibility for leading a Business Unit.
Executive Director A member of the Executive management team and a direct report
to the Chief Executive Officer.
Frontline Child The Duty Manager at that time.
Safety Officer
Manager A senior employee who directs the work of other Arts Centre
Melbourne team members within a specific segment or unit of the
business.
Team member An individual who is:

a) employed directly by ACM;
b) indirectly employed through ACM (including by way of a
consultancy, agreement or contract) such as through
funds administered by ACM; or
c) a temporary employee.
For the purposes of this policy, the term ‘team member’ includes
volunteers, contractors and sub-contractors including workshop
facilitators and arts learning teachers, work experience students,
interns and secondments, and any other individual in the
organisation that may deal with children.
Temporary A person who is approved to use the facilities of ACM for a

employee temporary assignment, observation or research or a short term
consultancy agreement. Types of temporary workers who fall into
this category include volunteers, visiting research fellows and
students.
Trust The Victorian Arts Centre Trust.

Attachment B – What is Child Abuse?

Physical violence
Physical violence occurs when a child suffers or is likely to suffer significant harm from a non-
accidental injury or injuries inflicted by another person. Physical violence can be inflicted in
many ways, including beating, shaking, burning or use of weapons (such as, belts and
paddles).
Sexual offences
Sexual offences occur when a person involves the child in sexual activity, or deliberately puts
the child in the presence of sexual behaviours that are exploitative or inappropriate to his/her
age and development. Child sexual abuse can involve a range of sexual activity including
fondling, masturbation, penetration, voyeurism and exhibitionism. It can also include exposure
to or exploitation through pornography or prostitution, as well as grooming behaviour.
Grooming refers to a person over 18 years communicating (including online or via mobile)
with a child or with a person who supervises or has authority for a child with the intention to
create a situation that enables them to abuse a child.
Serious emotional or psychological abuse
Serious emotional or psychological abuse occurs when harm is inflicted on a child through
repeated rejection, isolation, or by threats or violence. It can include derogatory name-calling
and put-downs, or persistent and deliberate coldness from a person, to the extent where the
behaviour of the child is disturbed or their emotional development is at serious risk of being
impaired. Serious emotional or psychological abuse could also result from conduct that
exploits a child without necessarily being criminal, such as encouraging a child to engage in
inappropriate or risky behaviours.
Serious neglect
Serious neglect is the continued failure to provide a child with the basic necessities of life,
such as food, clothing, shelter, hygiene, medical attention or adequate supervision, to the
extent that the child’s health, safety and/or development is, or is likely to be, jeopardised.
Serious neglect can also occur if an adult fails to adequately ensure the safety of a child
where the child is exposed to extremely dangerous or life threatening situations.
Call the police on 000 if you have immediate concerns for a child’s safety and report the
incident to the ACM Child Safety Officer (Director, Strategy and Governance).
Source: Victorian Department of Health and Human Services (November 2015), An overview of the Victorian child
safe standards

Attachment C – Recognising the Signs of Child Abuse

Possible Indicators
Type of Abuse
Physical Behavioural
Physical Unexplained bruises Showing wariness or distrust of adults
violence
Burns and/or fractured bones Wearing long sleeved clothes on hot days
(to hide bruising or other injury)
Fear of specific people
Unexplained absences
Academic problems
Sexual offences Presence of sexually Displaying sexual behaviour or knowledge

transmitted diseases that is unusual for the child’s age
Pregnancy Difficulty sleeping
Vaginal or anal bleeding or Being withdrawn
discharge
Complaining of headaches or stomach
pains
Fear of specific people
Showing wariness or distrust of adults
Displaying aggressive behaviour
Emotional or Delays in emotional, mental, Exhibiting low self-esteem

psychological or even physical
Exhibiting high anxiety
abuse development
Displaying aggressive or demanding
Physical signs of self-
behaviour
harming
Being withdrawn, passive and/or tearful
Self-harming
Serious neglect Frequent hunger Stealing food

Malnutrition Staying at school outside of school hours
Poor hygiene Aggressive behaviour
Inappropriate clothing Misusing alcohol or drugs
Academic issues
Call the police on 000 if you have immediate concerns for a child’s safety and report the
incident to the ACM Child Safety Officer (Director, Strategy and Governance).
Source: Victorian Department of Health and Human Services (November 2015), An overview of the Victorian child
safe standards

Supporting Documentation
a) Forms and Records Management
Forms or records that are generated by the Code are as follows:
Record Retention Period Location
Child Participant Image Release From 7 years Electronic filing system
b) Related Policies and Procedures
Policy or Procedure
Child Safety Policy
Child Safety Complaints and Reporting Procedure
Governance
a) Responsibility
Procedure Owner Director, Strategy and Governance
Approving Executive Chief Executive Officer
b) Version Control and Change History
Version Approval Approved by Amendment

Number Date
1.0 March 2017 Chief Executive First version

Officer
Post Implementation Review
Due Date February 2018

INCIDENT REPORT
PART 1 INCIDENT
INCIDENT TYPE: Security [ ] Safety [ ] Accident [ ] Near Miss [ ]
FROM: Date Time TO: Date Time
BUILDING: Theatres [ ] Hamer Hall [ ] Music Bowl [ ] Other [ ]
LOCATION
TYPE OF LOSS: Personal Injury [ ] Personal Property [ ] Art Centre Property [ ]

Other Organisation’s Property [ ] Corporate Image [ ]
VALUE OF LOSS:
PART 2 NARRATIVE
PART 3 INCIDENT PERSON DETAILS
Person No. 1
DETAILS: Person Type: Complainant [ ] Witness [ ] Suspect [ ]
Surname: First Name: Title:
DOB: Street: Town/City Post Code
State: PH: (H) ( ) (W) ( )
Status: Full time [ ] Part time [ ] Casual [ ] Volunteer [ ] Contractor [ ] Hirer [ ] Visitor [ ]
Statement:
Person No.2
DETAILS: Person Type: Complainant[ ] Witness [ ] Suspect [ ]
Surname: First Name: Title:
DOB: Street: Town/City Post Code
State: PH: (H) ( ) (W) ( )
Status: Full time [ ] Part time [ ] Casual [ ] Volunteer [ ] Contractor [ ]

Hirer [ ] Visitor [ ]
Statement:
PART 4 INCIDENT ITEMS (Complete only if property is lost, stolen or damaged (type)
Description Value Type
$ S L D
$ S L D
$ S L D
$ S L D
$ S L D
$ S L D
PART 5 INJURY/ACCIDENT INFORMATION (Complete only for injury or accident)
NATURE OF INJURY
WHAT TASKS WERE BEING CARRIED OUT AT THE TIME OF THE INCIDENT
WAS THE INCIDENT REPORTED TO THE SUPERVISOR? Yes [ ] No [ ]
NAME OF SUPERVISOR: First Name Last Name
PART 6 EMERGENCY RESPONSE (Complete only for injury or accident)
SIGNS AND SYMPTOMS OF INJURY:
TREATMENT REQUIRED: Nil [ ] First Aid [ ] Referred to Doctor [ ]

Sent to Hospital [ ] Ambulance [ ] Refused Treatment [ ]
FIRST AID ADMINISTERED:
DATE/TIME: FIRST AIDER: First Name Last Name
HAS COMPLAINANT EVER SUFFERED A SIMILAR INJURY ? Yes [ ] No [ ]
DATE/TIME CEASED WORK: DATE/TIME RESUMED(if known)
PART 7 INCIDENT REPORT COMPILED BY
FIRST NAME LAST NAME
DEPT/COMPANY: DATE
Rehearsal Report
Venue:
Day and Date:
Content rehearsed:
Absentees:
Where there any incidents or injuries? Y / N

Incident report completed? Y / N
Costume:
Props:
Set:
Comments:
Supervisor:
Safe Dance Practice considerations for Choreographers
 Use injury terminology suitable for age and understanding
 Demonstrate correct anatomical alignment for the dance genre/style

 Identify and resolve incorrect alignment.
 Support dancers to self-correct

 Ensure choreography will be mechanically (physically) safe and efficient.
 Identify incorrect, inefficient and potentially dangerous movement patterns.
 Demonstrate safe, mechanically correct movement.

 Demonstrate movement mechanics for balance, weight transfer, weight taking, lifting techniques, jumps
and partnering, suitable for the choreography
 Make sure lifts, throws, balances, falls and weight support movements are suitable for physical
development, age, experience and skill level.
 Emphasise preparation in learning jumps, lifts, falls and cooperative work involving trust.
 Make sure that correct hand positions and alignment are used for support in lifts.
 Match body shape and weight for partnering exercises.
 Match choreography to Ensemble’s ability/fitness level, age, physical development and level of control.
 Age, development and level of control will be considered for activities that require maximum strength
and power (eg: lifts).
 Empower participants with the knowledge to take responsibility for their own safety
 Structure the rehearsals so that exercises progress.
 Awareness of common dance injuries, their causes and prevention

 Identify and adapt potentially dangerous choreography to suit the age, physical development and level
of control.
 Moderate choreography where Ensemble show obvious signs of fatigue.
 Discuss the risk of fatigue and empower them to take responsibility for their safe rehearsing and
performing.
 If required, modify the frequency and intensity of activities to avoid overtraining and fatigue.
 Structure rehearsal to avoid excessive repetition and overuse of body parts—vary the intensity, volume
and activity.
 Explain the reasons for and include warm-up as appropriate to age and skill level.
Further Reading and Helpful Resources
Making Art with Communities: A Work Guide
VicHealth, 2014
https://creative.vic.gov.au/__data/assets/pdf_file/0005/57065/Community_Partnerships_Workguid
e_lores_2014edit.pdf
New Safety Guidelines for the Live Entertainment and Event Industries
Live Performance Australia, 2015
http://www.liveperformance.com.au/safety_guidelines_live_entertainment_and_events_0
Code of Practice to Prevent Workplace Discrimination, Harassment, Sexual Harassment

and Bullying in the Live Performance Industry
http://members.liveperformance.com.au/uploads/files/Combined%20-
%20Discrimination%20Code%20of%20Practice%20inc%20templates%20FINAL%20August%202018-
1533623937.pdf
Guide to Child Safety in the Live Performance Industry

http://liveperformance.com.au/sites/liveperformance.com.au/files/resources/lpa_guide_to_child_s
afety_in_the_live_performance_industry_feb_2017.pdf
Performer Hazard Guide

http://members.liveperformance.com.au/uploads/files/(Final)%20Performer%20Hazard%20-
%20Feb18-1519008162.pdf
Risk Management in the Entertainment Industry

Victorian Association of Performing Arts Centres
http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Whitehorse%20Centre%20Risk%20M
anagement%20Guide.pdf
Stage Manager and Assistant Stage Manager Handbook

Victoria Theatre Guild and Dramatic School at Langham Court Theatre, UK, 2008
https://www.langhamtheatre.ca/wp-content/uploads/2012/02/stagemanagerhb.pdf
Stage Manager Paperwork Examples

University of Illinois
https://smugillinois.weebly.com/paperwork.html
Theatre Essentials
Stage Management Association UK
https://www.stagemanagementassociation.co.uk/sites/stagemanagementassociation.co.uk/files/file
s/Theatre_Essentials.pdf

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The following resources have been sourced

As Victoria’s flagship performing arts centre,

Arts Centre Melbourne has a number of

The following resources are for

These resources complied by Katy Warner, School Program Manager.

The Technical rehearsal process may include the following:

Plan for Safety

What is Risk Assessment?

What is the Risk

1 Identify the hazards

January 2010 Version 1.1 Page 1 of 2

Using the Risk Assessment Template

Safe Events are Well Planned Events

January 2010 Version 1.1 Page 2 of 2

5. Provision of Personal Protective Equipment.

VENUE: DATE IN: DATE OUT:

NAME & CONTACT DETAILS OF PERSON(S) WHO CONDUCTED THIS ASSESSMENT

VERSION NUMBER: DATE: REVIEW DATE:

BRIEF DESCRIPTION OF PRODUCTION:

6. Stage load limits

7. Grid load limits

8. Fire risks i.e. naked flames, pyrotechnics, gas, welding etc

Isolation of fire detection equipment

10. Electrical risks i.e. all equipment to be tested and tagged

12. Lasers ,strobes and smoke machines

13. Noise – i.e. loud bangs, continuous noise

USE THE ATTACHED MATRIX TO SHOW SIGN OFF

Received by………………….. Date…………………….

Eg.2 1. Specify small size or Kit H. Jane Doe

Level Descriptor Description

MEASURE OF CONSEQUENCE OR IMPACT:

Level Description Example, detail, description

QUALITATIVE RISK ANALYSIS MATRIX - LEVEL OF RISK

Special Performance Front of house

Brief description of event:

3. Risk Assessment Tools

PRODUCTION / TECH MANAGER: VENUE:

DESIGN ELEMENTS SUMMARY: Please insert plan or production picture if available

Adequate briefing. Toolbox

Walk through checks and good

Awkward & Sprains & Strains 2 M All set

2 Hernias All build and rig participants fully

Adequate staff numbers and

Provision and use of mechanical

Electrical Electric shock 3 M D

Noise Mental irritation 2 M C use of com systems

PPE provided and used

Fire & Respiratory Irritation 4 S UseDof fire retardant chemical on

Safety brief and induction

Special Performance Condition

Hazardous Irritation 3 M D for all chemicals provided

Toxicity PPE issued as required

FURTHER EVENT RISKS

MEASURE OF CONSEQUENCE OR IMPACT: MEASURE OF LIKELIHOOD:

Level Description Explanation Level Descriptor Explanation

First aid treatment, on site- release immediately contained.

Medical treatment required, on site release contained with

Extensive injuries, loss of production capability, off site release

LEVEL OF RISK QUALITATIVE RISK ANALYSIS MATRIX:

Likelihood Insignificant Minor Moderate Major Catastrophic

Production Name: Arts Centre Venue:

Company: ______________ Event: Date: _

Company/Stage Manager: _____ Signature: _

Induction Completed by: _____ Signature: _