BSBWHS414 Learner Guide V1.0

Assessor Guide Version 1.
0 Produced 12 June 2019

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Version Control & Document History
Date Summary of Modifications Version
2 October 2019 Version 1.0 released for publishing 1.0
13 October 2020 Pinnacle received its version 1.0
Learner Guide Version 1.0

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Table of Contents
Table of Contents 3
This Learner Guide 5
I. Access Information and Data Used to Identify Hazards, and to Assess and Control Risks 6
1.1 Access and Review Current WHS Laws Relevant to Organisation’s Hazard Identification
and Risk Control Processes 7
1.2 Access Workplace Sources of Information and Data to Inform Hazard Identification,
Risk Assessment, and Risk Controls 10
1.3 Access External Sources of Information and Data to Inform Hazard Identification, Risk
Assessment and Risk Controls 16
1.4 Analyse Information and Data and Determine Nature and Scope of Workplace
Hazards, Risk Assessment, and Risk Controls 17
1.5 Confirm Information and Data with Required Stakeholders, Seeking Input from
Technical and Other Advisors as Required 18
II. Contribute to Identifying Risk Management Requirements and Compliance 21
2.1 Contribute to Identifying and Complying with Requirements of Organisational Policies,
Procedures, Processes, and Systems for Hazard Identification, Risk Assessment, and
Risk Controls 22
2.2 Contribute to Identifying and Complying with Requirements of WHS Laws and
Guidelines for Hazard Identification, Risk Assessment, and Risk Controls 23
2.3 Identify Duty Holders, and their Roles and Responsibilities According to Risk
Management Requirements 27
2.4 Identify Tools Used by Organisational in Current Hazard Identification and Risk Control
Processes 30
III. Contribute to Workplace Hazard Identification 32
3.1 Contribute to Selecting Hazard Identification Tools and Techniques According to WHS
Laws, and Risk Management Requirements 33
3.2 Use Hazard Identification Tools and Techniques to Assist with Identifying Hazards
According to Risk Management Requirements 36
3.3 Contribute to Documenting Hazard Identification Processes and Results According to
Risk Management Requirements 38
3.4 Apply Knowledge of Hazards to Advise Individuals and/or Parties About Workplace
Hazards and the Harms they may Cause 39
IV. Contribute to WHS Risk Assessment 40

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4.1 Identify Individuals and/or Parties at Risk of Exposure to Hazards and Determine the
Nature, Severity and Likelihood of Potential Harm 41
4.2 Contribute to Applying Tools, Techniques, and Processes to Identified Hazards to
Assess Risk, According to Risk Management Requirements 42
4.3 Contribute to Documenting Risk Assessment Results According to Risk Management
Requirements 42
4.4 Contribute to Communicating Risk Assessment Outcomes with Workers, Contract
Workers, Managers, and Technical Specialists According to Risk Management
Requirements 43
V. Contribute to Developing and Implementing Risk Controls 45
5.1 Contribute to Selecting Risk Controls for Identified Hazards Based on the Risk
Assessment 45
5.2 Document Agreed Risk Controls According to Risk Management Requirements 48
5.3 Contribute to Developing Risk Controls According to the Hierarchy of Control
Measures and WHS Laws 50
5.4 Contribute to Implementing Risk Controls and Seek Supervisory Advice as Required by
the Circumstances 52
5.5 Support Communication of Information on Risk Controls and Actions to Required
Individuals and/or Parties 53
VI. Contribute to Evaluating Effectiveness of Risk Controls 55
6.1 Identify Requirements for Ensuring Ongoing Effectiveness of Risk Controls 56
6.2 Contribute to Identifying Measures that Enable Evaluation of Effectiveness of Risk
Controls 56
6.3 Document Plan for Monitoring Effectiveness of Risk Controls According to
Organisational Policies and Procedures 57
6.4 Present and Effectively Communicate Plan to Required Stakeholders According to Risk
Management Requirements 58
References 59

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This Learner Guide
BSBWHS414 - Contribute to WHS risk management (Release 1)
This unit describes the skills and knowledge required to contribute to WHS risk management,
which includes the processes for identifying work health and safety (WHS) hazards and
assessing and controlling the risk relating to those identified hazards.
It involves contributing to the development, implementation and evaluation of risk controls

according to legislative and organisational requirements.
The unit applies to those working in a broad range of roles across all industries. WHS hazard
identification and risk control processes are those defined in written workplace procedures.
A complete copy of the above unit of competency can be downloaded from the TGA
website:
https://training.gov.au/Training/Details/BSBWHS414
This Learner Guide Covers

BSBWHS414 - Contribute to WHS risk management (Release 1)
1. Access information and data used to identify hazards, and to assess and control
risks
2. Contribute to identifying risk management requirements and compliance
3. Contribute to workplace hazard identification
4. Contribute to WHS risk assessment
5. Contribute to developing and implementing risk controls
6. Contribute to evaluating effectiveness of risk controls
Learning Program
As you progress through this unit of study, you will develop skills in locating and
understanding an organisation’s policies and procedures. You will build up a sound
knowledge of the industry standards within which organisations must operate. You will
become more aware of the effect that your own skills in dealing with people have on your
success or otherwise in the workplace. Knowledge of your skills and capabilities will help you
make informed choices about your further study and career options.

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I. Access Information and Data Used to Identify Hazards, and to
Assess and Control Risks
Work health and safety (WHS) can often appear very complicated, perhaps unnecessarily so.
The purpose of this topic is to give you a solid foundation of knowledge of basic WHS
concepts, so that you can be ready to participate effectively in maintaining a safe workplace.
To effectively identify hazards and undertake risk assessment and risk control, you will need
to be able to access and interpret information. Information can come from various sources,
both internally and externally.

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1.1 Access and Review Current WHS Laws Relevant to Organisation’s Hazard Identification
and Risk Control Processes
Work health and safety (WHS) refers to the legislation, policies, procedures and activities that
aim to protect the health, safety and welfare of all people at the workplace.
Workplace safety doesn’t just include owners, managers and employees, it also includes:
▪ contractors
▪ suppliers
▪ visitors to the workplace.
Simply put, WHS is about ensuring that all people in the workplace are safe and healthy during
each workday.
Under WHS legislation, PCBUs (Person Conducting a Business or Undertaking) are obliged to
provide:
▪ safe premises
▪ safe machinery and materials
▪ safe systems of work
▪ adequate information, instruction,
▪ training and supervision
▪ a suitable working environment and facilities.
PCBUs are also required to consult with employees directly, or indirectly, through
intermediaries on WHS issues. Consultation allows workers to provide input into workplace
practices that may affect their health and safety. Officers of a PCBU – such as managers or
other persons in positions of authority – have a general duty to work within their areas of
responsibility to ensure the PCBU complies with all aspects of WHS legislation. Both PCBUs
and officers may be fined and/or prosecuted for failure to comply with legislation.
Workers also have obligations under WHS legislation and must take reasonable care for their
own safety and health as well as comply with reasonable PCBU instructions, policies and
procedures that are related to WHS, and they must help the PCBU comply with its WHS
obligations. Obligations under WHS legislation will be discussed in greater depth throughout
this Student Workbook as it is required for explanation and practical application.
You must look outside of your workplace to be familiar with information relevant to your
industry regarding Workplace Health and Safety.

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Such external sources of information include:
▪ Safe Work Australia: where you will find WHS legislation including the WHS Act,
regulations other relevant legislation
https://www.safeworkaustralia.gov.au/law-and-regulation/model-whs-laws
▪ WHS regulatory authorities and their publications including codes of practice,
guidance material, safety alerts
▪ Australian and International standards
▪ Industry networks and associations including unions and employer groups
▪ Safe Work Australia developed guidance material
▪ WHS specialist consultants
▪ Workers compensation insurance agents
▪ Relevant internet sites
▪ WHS professional bodies
▪ Research journals.
WHS legislation
WHS Acts and regulations set the obligations and rules for managing WHS. Hazard specific
regulations such as those for hazardous substances, noise, plant and manual tasks, give
information on the obligations for identifying specific hazards. As a team leader or supervisor,
you must also have a good working knowledge of the relevant legislation within your state or
territory. This includes:
▪ Acts
▪ Regulations
▪ Australian Standards
▪ Codes of practice.
Acts
An Act is a statement of the law made by federal or state parliament and covers a particular
topic, for example, work health and safety. An Act begins as a bill in Parliament and is
approved by an Act of Parliament.
State authorities have statutory functions to administer the Acts in their respective state or
territory.

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Regulation
A Regulation is a law that stipulates that: employers, workers, and others must meet their
obligations under both the legislation (Act) and the Regulations.
Regulations support the requirements of the legislation (Act) and provide more detail.
Employers have a legal responsibility to comply with the requirements set out in Regulations.
In a practical sense, codes of practice and guidelines interpret Regulations and are of more
use to a team leader or a supervisor. But it is important to recognise that in the event of a
dispute or incident, the Regulation is the legally binding document.
Australian Standards
Standards are developed internationally, and that set out the safety requirements as well as
provide guidance for persons working in specific industries or with particular equipment.
Standards are established to ensure that certain requirements are addressed. These
Standards only become legally binding when they are incorporated into legislation such as
Acts or Regulations.
Under state law, a variety of systems, equipment, products and materials must meet
Australian Standards. They outline requirements such as:
▪ quality
▪ performance
▪ construction design
▪ endurance
▪ time specificity
▪ systems or processes
▪ certain hazards and controls.
Codes of practice
Codes of practice have been developed through consultation with government agencies,
representatives from industry, workers and employers. Codes of practice are made under the
relevant Act and must be approved by the relevant Minister before they come into effect.
A code of practice is not a law; however, it must be followed. Employers, workers, designers,
manufacturers and suppliers should use a code of practice in conjunction with the Act and
Regulations. If evidence is found that an employer has failed to follow an industry code of
practice, this evidence may be used in proceedings for an offence under the Act. However, a
person is not liable simply because of a failure to observe the code.

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To correct an alleged breach of the Act or Regulation, a person or organisation must follow
the advice and information provided in the code of practice if directed by a WorkCover
inspector. A number of model codes of practice have been developed by Safe Work Australia
to support state and territory legislation based on the model WHS Act.
Further Reading
For more information on Codes of Practice go to
https://www.legislation.gov.au/Details/F2011L02804
1.2 Access Workplace Sources of Information and Data to Inform Hazard

Identification, Risk Assessment, and Risk Controls
A hazard is a source or a situation with the potential for harm in terms of human injury or
ill-health, damage to property, damage to the environment, or a combination of these. For
example: noisy machinery, using chemicals, working at heights.
A risk is the chance of something happening that will have a negative effect. For example:
The likelihood of a person’s hearing being affected by working with noisy machinery, or the
potential of a person falling when working in a high building.
A risk assessment is a thorough look at your workplace to identify those things, situations,
processes, etc. that may cause harm, particularly to people. After identification is made, you
analyse and evaluate how likely and severe the risk is. When this determination is made, you
can next, decide what measures should be in place to effectively eliminate or control the harm
from happening.
Risk assessment the overall process of hazard identification, risk analysis, and risk
evaluation.
Hazard the process of finding, listing, and characterizing hazards.

identification
Risk analysis a process for comprehending the nature of hazards and

determining the level of risk.
Risk evaluation the process of comparing an estimated risk against given risk criteria
to determine the significance of the risk.
Risk control actions implementing risk evaluation decisions.
Source: https://www.ccohs.ca/oshanswers/hsprograms/risk_assessment.html
Types of hazards are dependent and specific to a workplace and the activities conducted.

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Generally, there are five key areas of workplace hazards. These can cause injury, harm or
damage to people, equipment and/or the environment.
You can access sources of information and data relating to these hazards at your workplace
that can assist you in the management of risks.
Sources of information to identify hazards found in most workplaces include:
▪ Workplace policies
▪ Workplace procedures
▪ Workplace systems.
These should be available to all employees through the human resources section, or possibly
your organisation’s intranet.
The terms ‘information’ and ‘data’ are used in the unit of competency. While the two terms
may be interchangeable, the difference between them is that data has to be ‘processed’ in
order to provide information. Data may be qualitative (word-based) or quantitative (number-
based).
Your workplace should also be able to have the following documentation available as useful
information for WHS.
▪ hazard, incident, and injury reports
▪ investigation reports
▪ workplace inspections
▪ maintenance records
▪ minutes of meetings
▪ Job Safety Analyses (JSAs) and risk assessments
▪ safe work method statements and procedures, including standard operating
procedures (SOPs)
▪ reports and audits
▪ sick leave and personnel records
▪ insurance records, enforcement notices and actions, workers’ compensation data
▪ trend analyses of incident and injury reports and WHS performance data
▪ Safety Data Sheets for Hazardous Chemicals and chemical registers
▪ manufacturers’ manuals and specifications
▪ employee handbooks

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Hazards
A hazard is referred to a situation that has the potential to impact on the safety and health of
employees, contractors, members of the public, and the environment. Hazards will need to
be investigated and controlled so that the risk of harm or injury is minimised. A hazard may
be present even if there hasn’t been an accident or an incident yet.
There are many types of workplace hazards, which tend to come under four main categories:
▪ physical hazards – the most common workplace hazards, including vibration,
noise and slips, trips and falls
▪ ergonomic hazards – physical factors that harm the musculoskeletal system, such as
repetitive movement, manual handling and poor body positioning
▪ chemical hazards – any hazardous substance that can cause harm to your employees
▪ biological hazards – bacteria and viruses that can cause health effects, such as
hepatitis, HIV/AIDS and Legionnaire’s disease
Some examples of common workplace hazard are slips, trips, and falls.
Slips occur when a person's foot loses traction with the ground surface. This is usually due to
spilled liquids on the floor or insufficient/improper flooring material
Trips occur when a person unexpectedly catches their foot on an object or surface. An
unsecured and unmarked cable from an extension cord, for example, is a common cause of
trips in especially busy workplaces.
Falls may result from a slip or trip, but many occur during falls from low heights or into a hole,
ditch, or body of water.
Comcare has an entire section on slips trips and falls, for more information, you refer to the
further reading part at the end of this section
Incidents
An incident is an event which has the potential to cause injury, and/or damage to property
and/or equipment. Incidents can include ‘near misses’.
All accidents or incidents should be investigated, and corrective action is taken.

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Accidents
An accident is an event which causes an injury to a person or damage to property, equipment,
or the environment.
There are a number of factors that can lead to accidents, such as inadequate work practices,
insufficient employee training, employee fatigue. These are not hazards; they are failures in
controls or conditions, that may result in injury or damage occurring.
If control failures are confused with hazards, it can lead to changes in control rather than
assist you in identifying which would be the best controls for the hazard.
Ratings Impact of a Risk
In planning for risk management, you need to look at each individual risk. There are two
factors that come into play in a risk.
1. The likelihood of a risk occurring.
What is the probability the risk will actually result in an incident? We will look at this in a later
chapter.
2. The consequence of a risk should it occur.
If the risk were to result in an incident, how much damage will it do to the project? Is it
insignificant, not resulting in any change to any of the nine functions, or is it extreme to the
point the entire project falls over if this incident was to occur? Is it somewhere in between?
Consequence of a Risk
The first thing we need to consider when analysing a risk is its consequence.
There are five levels of consequence – the higher the level the more severe the consequence:
Level Descriptor Description
1 Insignificant Injuries not requiring first aid.
2 Minor First aid required.
3 Moderate Medical treatment required.
4 Major Hospital admission required.
5 Severe Death or permanent disability to one or more persons.
Source: AS/NZS 4360:2004 Risk Management

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Likelihood of a Risk
Earlier we discussed that the two factors that determine a risk are its likelihood and
consequence. We have already looked at consequence, so this section will cover the
likelihood of a risk occurring.
There are five levels of likelihood:
Level Descriptor Description Guideline
A Almost certain Consequence is expected to Occurs more than once per

occur in most circumstances. month.
B Likely Consequence will probably Occurs once every 1 month –

occur in most circumstances. 1 year.
C Occasionally Consequence should occur at Occurs once every 1 year to

some time. 10 years.
D Unlikely Consequence could occur at Occurs once every 10 years –

some time. 100 years.
E Rare Consequence may only occur Occurs less than once every
in exceptional 100 years.
circumstances.
Source: AS/NZS 4360:2004 Risk Management

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Rating of Risks
Once you know the likelihood and consequence of a risk, you can use the table below to
determine the overall rating of the risk:
Risk Rating Table (or Risk Matrix)
Likelihood Consequence
Insignificant Minor Moderate Major Severe

1 2 3 4 5
A
(Almost High High Very High Very High Very High
certain)
B
(Likely) Moderate High High Very High Very High
C
(Moderate) Low Moderate High Very High Very High
D
Low Low Moderate High Very High
(Unlikely)
E
Low Low Moderate High High
(Rare)
Source: AS/NZS 31000 Risk Management
The risk rating table paints a clear picture as to how serious a risk is, and therefore which risks
need to be managed more than others. It provides a standard benchmark for determining the
level of risk based the combination of the likelihood of an incident occurring against the
consequences of the incident.
For instance a risk that is likely to become an incident but has only insignificant consequence
(and therefore rated as a moderate risk) would have a lower priority than another risk that is
unlikely to result in an incident but would result in catastrophic consequence to the project.

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Further Reading
For more information on Identifying Hazards go to:

https://www.safeworkaustralia.gov.au/book/model-code-practice-how-
manage-work-health-and-safety-risks#2-step-1how-to-identify-hazards
For more information on slips, trips, and falls, go to:
https://www.comcare.gov.au/preventing/hazards/physical_hazards/slips,_tri
ps_and_falls
1.3 Access External Sources of Information and Data to Inform Hazard

Identification, Risk Assessment and Risk Controls
You must do research to obtain WHS information from external sources as well as to keep up
to date with information and data about WHS, hazard identification and workplace risks and
risk controls.
To do this you will need to tap into your critical thinking, problem-solving, analysis and
communication skills.
Once gathered, you should evaluate the information to make sure it is reliable, accurate and
sufficient. Inaccurate or out of date information will result in breaches of legislation and
inappropriate risks controls.
Finding information that is relevant to you what you need can be challenging. You must be
clear about the type of information you are looking for so that you can sort through all the
data and decide what is relevant.
You can look on the internet to identify appropriate sources of information and utilise
knowledgeable and experienced workers within your organisation or on a broader scale.
In addition to keeping up to date with internal information, you need to collect and review
information from external WHS information sources. These may include:
▪ State and national databases for injury
▪ WHS Acts, regulations, codes of practice
▪ Australian Bureau of Statistics (ABS).
▪ Australian Safety and Compensation Council
▪ Workers’ compensation insurance agents
▪ Groups for Persons Conducting Business or Undertaking (PCBU)
▪ Unions and industry groups
▪ WHS specialists, authorities and professional bodies

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▪ Websites, journals, newsletter and magazines
▪ Manufacturers' manuals and specifications
▪ Technical information
Research, Reading and Note Taking
If you are using the additional references and resources suggested in the learning guide to
take your knowledge a step further, there are a few simple things to keep in mind to make
this kind of research easier.
Always make a note of the author's name, the title of the book or article, the edition, when it
was published, where it was published, and the name of the publisher. This includes online
articles. If you are taking notes about specific ideas or information, you will need to put the
page number as well. This is called the reference information. You will need this for some
assessment tasks, and it will help you to find the book again if you need to.
Keep your notes short and to the point. Relate your notes to the material in your learning
guide. Put things into your own words. This will give you a better understanding of the
material.
Start off with a question you want answered when you are exploring additional resource
materials. This will structure your reading and save you time.
1.4 Analyse Information and Data and Determine Nature and Scope of
Workplace Hazards, Risk Assessment, and Risk Controls
Information and data play an important part in identifying the nature and scope of workplace
risks.
Risk is a combination of likelihood (how likely is it that harm will occur) and consequence (if
harm occurs, how serious is the damage). Information obtained from guidance material can
be very valuable in identifying this, particularly when the ‘energy’ of the hazard is difficult to
“see” such as hazardous chemicals or noise.
The legislation (particularly the regulations) provides examples of when risk assessment is
mandatory.
Data on safety trends, disease prevalence in industry etc can provide some insights into the
levels of risk associated with particular industries. It can be very useful to gain this kind of
data (usually in report format) from sources such as WHS regulators, WHS policy bodies,
unions and employer/industry groups.
Safety alerts are another source of information which may provide further insights into the
level of WHS risk in your organisation. They often provide ‘case studies’ of when things have
gone wrong, to encourage organisations to consider if they face the same or similar risks and
to do something about them.
Risk controls
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The first step in managing risks is eliminating them wherever possible, if that is not possible,
then you must try to minimise the risks.
There are different ways to control risks. Some control measures can be more effective than
others. You should prioritise hazards, focusing first on those with the highest level of risk.
You should consider a variety of control options and choose the one that most effectively
eliminates the hazard or minimises the risk. Sometimes it may involve a single control
measure and other times a combination of different controls that together provide the
highest level of protection.
There are legislative requirements in relation to selection and implementation of risk controls,
including the hierarchy of control.
Further Reading
For more information on Risk Control, go to:
https://www.safeworkaustralia.gov.au/book/model-code-practice-how-
manage-work-health-and-safety-risks#4-step-3how-to-control-risks
1.5 Confirm Information and Data with Required Stakeholders, Seeking Input
from Technical and Other Advisors as Required
One of the most important skills you will need is the ability to communicate effectively both
verbally and through written communication. You will need to consult and confirm
information and data acquired with various stakeholders including management, workers,
and specialist advisors.
The stakeholders may vary depending on the type and size of the organisation. In all case the
employees and management will be stakeholders in the consultative
processes. Both stakeholders will need to understand their responsibilities as outline in the
relevant legislation and both should be contributing to maintaining a safe and healthy
workplace. Other stakeholders may include health and safety or employee representatives,
safety committee, supervisors, or external stakeholders, which may include other PCBU’s.

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WHS practitioners/advisors are considered specialised individuals responsible for ensuring
the health and safety of all workers within an organisation. They play a key role in ensuring
that leaders, managers, workers and Health and Safety Representatives (HSR), are educated
and supported to understand their responsibilities under the WHS laws. Their role is to
provide the relevant information when managers and workers need it most and to guide them
in meeting the PCBUs duties under the WHS Act.
As part of a systematic approach to managing WHS, information is required to:
▪ identify trends and make comparisons over time and across locations
▪ identify hazards
▪ provide a basis for risk prioritisation and allocation of resources
▪ develop risk controls
▪ evaluate the effectiveness of risk controls
▪ evaluate the effectiveness of the WHS management approach
▪ identify areas for improvement
Organisational processes and procedures should identify the required records, and
procedures should be defined for collecting, indexing, storage, maintenance, retrieval,
retention, disposal of, and access to, the records.
These procedures should be developed to suit the organisation and the people who will
access and apply the information (not an audit tool or auditor). For data and information to
be useful, it must be accessible to, and used, by stakeholders and key personnel. Therefore,
it is important to consider the factors that will optimise accessibility for those who need the
information.
These factors will vary for different groups in the workplace and may include:
▪ physical access to systems
▪ familiarity with systems and software
▪ skill of the user in accessing, retrieving and understanding the application of the
information
▪ routine outputs/reports of the data management processes
▪ user interactions and facilities such as pre-formatted reports.

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The only way to be sure that the approach to managing WHS, including risk management
activities, meets with these and other legal and practical requirements, is to consult technical
and WHS advisers. The extent to which such specialist advice is sought will depend on the
knowledge of the group managing and monitoring the WHS activities and the severity of the
risk. (The greater the risk, the more expert should be the advice.)
Specialist WHS advice may be obtained from persons internal to the organisation or
externally, such as consultants. When seeking specialist advice it is important to evaluate the
expertise and relevance of the consultant’s experience to the particular industry, problem
and work context. It is also important to clarify how the specialist will interact with the
workgroup to obtain the required information.
The WHS legislation in some Australian states and territories includes the requirement to
‘employ or engage persons suitably qualified in occupational health and safety’. An
organisation should have guidelines for obtaining WHS specialist advice. Information on
engaging WHS specialist advice is available in publications such as:
▪ Guidelines for choosing an occupational health and safety consultant, published:
1992. www.deir.qld.gov.au/workplace/index.htm
▪ Getting started with workplace health and safety: an introduction to hazard
management, workplace inspections and selecting a health and safety consultant,
published 1997. www.worksafe.vic.gov.au

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II. Contribute to Identifying Risk Management Requirements and
Compliance
There are a lot of compliance requirements to consider in relation to WHS risk management.
Some of these requirements will come from workplace requirements in the form of policies,
procedures processes and systems. Ensuring compliance with these organisational
requirements involves comparing what is planned to be done in relation to WHS risk
management, to what actually occurs in reality.
There are also legislative requirements to consider. Following on from chapter 1 where we
explore the types of legislation and guidance material which detail requirements, in this
chapter we will consider how you can contribute to identifying these requirements and assist
your organisation to meet them.

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2.1 Contribute to Identifying and Complying with Requirements of
Organisational Policies, Procedures, Processes, and Systems for Hazard
Identification, Risk Assessment, and Risk Controls
Policies are documents which describe how an organisation aims to achieve effective risk
management and generally contains a statement of commitment. Whilst your organisation
may not have a risk management policy, it is likely to have a WHS policy which includes
elements of risk management.
Workplace procedures and processes will have more specific detail regarding requirements
for risk management and information on how the organisation intends to manage WHS risks.
Workplace procedures may take the form of Job Safety Analyses (JSAs), risk assessments and
safe work method statements, including standard operating procedures. These should be
developed in consultation with workers who will be performing the work as workers who are
performing the work have the greatest understanding of the hazards associated with the work
and may have some very good ideas on appropriate controls.
Workplace systems are more complicated than a single set of documents, and encompass a
wide range of processes, documents and arrangements which govern the way that work is
performed in the organisation. Factors such as procurement guidelines which require the
decision maker determining the purchase to consider WHS issues when purchasing
equipment are considered to be part of a WHS system.
Reporting documents
Reporting documents such as hazard/incident/injury/near-miss reports, investigation reports
and workplace inspections also provide valuable information as part of a system of what is
occurring in the workplace, what the hazards are and what the associated risks are likely to
be.
Your role as a WHS practitioner in contributing to identifying and complying with the
requirements of workplace policies, procedures, processes and systems is one of facilitation
and coordination.
It is important that you are familiar with the workplace policies, procedures, processes and
systems which are in place in your organisation and understand how they relate to risk
management.
With this awareness, you are able to assist others to understand the requirements placed on
them and guide them through decision-making processes by sharing your understanding of
the legislative requirements and the duties that apply to your organisations duty holders.

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You may also have a role in reviewing your organisation's workplace policies, procedures,
processes and systems against legislative requirements to assess their compliance. To do this,
you would undertake activities such as audits of your work health and safety management
systems, workplace inspections, document reviews and consultation with workers and other
stakeholders. You would then report this information to your management team via
appropriate methods, which would probably include a written report of your findings.
Another way that you can contribute to being compliant with workplace policies, procedures,
processes and systems for hazard identification, risk assessment and risk control is to conduct
training or awareness sessions on what these requirements are. This may be relevant if you
have a large turnover in staff, casual workers or a change in operational activities.
2.2 Contribute to Identifying and Complying with Requirements of WHS Laws

and Guidelines for Hazard Identification, Risk Assessment, and Risk Controls
The general requirements and principles that apply to the management of WHS risks under
the WHS Act are that WHS risks should be eliminated, so far as is reasonably practicable and
where it is not reasonably practicable to eliminate WHS risks, those risks should be minimised,
so far as is reasonably practicable.
Organisations which provide plant, hazardous chemicals have duties to provide information
relating to WHS risks associated with their product.
The term ‘reasonably practicable’ is defined in the WHS Act.
Reasonably practicable means that which is reasonably able to be done in relation to ensuring
health and safety, taking into account and weighing up all relevant matters including:
▪ the likelihood of the hazard or risk concerned occurring
▪ the degree of harm that might result from the hazard or risk
▪ knowledge about the hazard or risk, and ways of eliminating or minimising the risk
▪ the availability and suitability of ways to eliminate or minimise the risk
▪ after assessing the extent of the risk and the available ways of eliminating or
minimising the risk, the cost associated with available ways of eliminating or
minimising the risk, including whether the cost is grossly disproportionate to the risk.
(Source: https://www.safeworkaustralia.gov.au/system/files/documents/1702/guide-reasonably-
practicable.pdf)
The risk management process is a cycle of identifying hazards, assessing risks, applying
controls to the risks and then reviewing control measures. This is represented
diagrammatically below by the model included in the Code of Practice: How to manage work
health and safety risks

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You can find information on hoe contribute to identifying and complying with these
requirements in resources such as the code of practice and the associated fact sheet, ‘How to
Manage Work Health and Safety Risks’.
Although managing risks is an on-going process, your workplace should ensure that (as a
minimum) risk management processes are completed when:
▪ there is a change in work practices, procedures or the work environment
▪ there is new or used equipment introduced
▪ there are new substances being used
▪ planning to improve productivity or reduce costs
▪ there is new information about workplace risks available
▪ responding to workplace accidents and incidents
▪ there are issues raised by employees, health and safety representatives or others
▪ required by the WHS regulations for specific hazards
These requirements (as specified in the code of practice) relate to the concept that hazards
are easier to address at the planning stage, than changing situations when environments and
work processes are established. You can assist your organisation to comply with this
requirement by alerting your management team to both the opportunities presented and the
requirement to consider WHS risks when business changes are occurring. A practical aspect
to this may include:
▪ performing research on new ways of managing WHS risks in your industry
▪ performing workplace inspections to assist in identifying hazards
▪ reviewing information
▪ sourcing and reviewing information from duty holders which supply items such as
plant, hazardous chemicals or structures which are to be used at a workplace
▪ facilitating communication between workers, health and safety representatives and
others at the workplace through meetings, suggestion boxes etc
▪ participating in incident investigations
Hazard Identification
Hazard Identification, as previously mentioned, is the process of finding, listing, and
characterising hazards. This has been discussed previously in this learner guide.

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Risk assessment
Risk assessments are mandatory in some situations (such as live electrical work, diving and
entering confined spaces) but it is important to note that risk assessment is not always
necessary.
A risk assessment must be done when:
▪ it is uncertain how a hazard may result in injury or illness
▪ there are a number of hazards that may interact with each other to produce new or
greater risks
▪ there are changes at the workplace that may impact on the effectiveness of control
measures
A risk assessment is not necessary when:
▪ Legislation requires some hazards or risks to be controlled in a specific way – these
requirements are mandatory
▪ A code of practice or other guidance sets out a way of controlling a hazard or risk that
applies to your workplace, and you use the recommended controls and follow their
guidance
▪ There are effective controls already in use in a particular industry, that are suited to
your workplace. These controls can be implemented
The steps involved in risk assessment:

1. Identify the risk.
2. Identify the nature of the risk (biological, chemical, psychosocial, etc.)
3. Determine the likelihood of a risk happening
4. Determine the severity of the consequences/harm that the risk could produce
5. Determine overall risk rating
You can assist your organisation in identifying when risk assessments are required by using
your knowledge of information and data resources to access legislation, codes of practice and
reputable guidance material, to determine if an assessment is required or not. When in doubt,
a risk assessment should be done.

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Consultation
Each step of the risk assessment management process must be done in consultation with
workers and their health and safety representatives. You can gather their experience,
knowledge and ideas to better identify all hazards and choose effective control measures.
Consultation must involve the sharing of information, including allowing workers
opportunities to express views and taking them into account when making decisions on health
and safety matters.
You can assist your organisation in meeting these requirements by facilitating communication
and participation process by encouraging workers to report any hazards and health and safety
problems immediately so that risks can be managed before an incident occurs.
You may also be involved in managing a health and safety committee where consultation
processes can occur. You can provide practical support by arranging meetings, setting
agendas, assisting the organisation in ensuring their health and safety committee meets
requirements and providing secretariat support (such as taking minutes, organising venues,
etc.).
Hierarchy of control
The hierarchy of control focuses on creating a ‘safety and control’ to enable creating options
for risk control.
The hierarchy of control provides the priority order in which a hazard and a risk control should
be considered. The emphasis is on:
▪ eliminating the hazard or
▪ minimise the risk by substitution
▪ implementing controls, including isolating the hazard.
Then, when these options have been implemented as far as is practicable, the emphasis is on:
▪ administrative controls (e.g. procedures, training)
▪ personal protective equipment (PPE).
You will explore this more in detail in later chapters of this learner guide.

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2.3 Identify Duty Holders, and their Roles and Responsibilities According to
Risk Management Requirements
For an organisation to manage its WHS functions effectively, the roles of different staff
members need to be clearly defined. The Legislation clearly defines some of these roles. In
some jurisdictions the names of these parties may be different, such as employer (same as
PCBU), employee (same as worker), and main contractor (same as principal contractor).
Please ensure you check your current and relevant legislation.
The WHS Act identifies several duty holders who have duties in relation to WHS risk
management. The two ‘key’ duty holders are persons conducting a business or undertaking,
and their officers.
In general duty holders are required to ensure health and safety, so far as is reasonably
practicable, by eliminating risks to health and safety. If this is not possible, risks must be
minimised so far as is reasonably practicable.
Under the WHS Act 2011, duty holders are broken up into four classes of duty holders:
▪ PCBU
▪ Officer
▪ Worker
▪ Other persons in the workplace
Persons who Conducting a Business or Undertaking
A person who conducts a business or undertaking (PCBU) includes a person conducting a
business or undertaking alone or with others, including not for profit or gain. A PCBU can also
be a sole trader (e.g., self-employed person), a partnership, company, unincorporated
association, and a government department.
PCBUs has the responsibility of managing work health and safety risks. They may delegate the
task to manage risks. However, each relevant PCBU holds the responsibility under the law.
A PCBU had the duty to manage health and safety risks if:
▪ they employ staff
▪ their business or undertaking could possibly put other people at risk
▪ they are in charge of the management of workplace or fixtures, fittings or plant at the
workplace
▪ design, manufacture, import or supply plant, substances or structures
▪ install, construct or commission plant or structures.
Health and safety committee (HSC) – a group established under the WHS Act that facilitates
cooperation between a PCBU and workers to provide a safe place of work. The committee

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must have at least 50 per cent of members who have not been nominated by the PCBU, that
is workers or HSRs.
Health and safety representative (HSR) – a worker who has been elected by a work group
under the WHS Act to represent them on health and safety issues.
Officer – an officer within the meaning of section 9 of the Corporations Act 2001 (Cth) other
than each partner within a partnership. Broadly, an officer is a person who makes, or
participates in making, decisions that affect the whole, or a substantial part, of the
organisation’s activities. This does not include an elected member of a municipal council
acting in that capacity or a minister of a state, territory or the Commonwealth.
(Source: https://www.safeworkaustralia.gov.au/system/files/documents/1702/guide-to-the-whs-act-at-21-
march-2016.pdf)
Consulting workers
Consultation with others such as employees, outworkers, apprentices, trainees, students
gaining work experience, volunteers, contractors or subcontractors and their employees is
required at each step of the risk management process.
While at work, workers must take reasonable care for their own health and safety and that of
others who may be affected by their actions or omissions. They must also:
▪ comply, so far as they are reasonably able, with any reasonable instruction given by
the PCBU to allow the PCBU to comply with WHS laws, and
▪ cooperate with any reasonable policy or procedure of the PCBU relating to health or
safety at the workplace that has been notified to workers. For example, a worker
must, so far as reasonably able, wear any personal protective equipment provided in
accordance with any information, training, or reasonable instruction.
Similar duties apply to other persons at a workplace. This means that any person at a
workplace, including customers and visitors, must take reasonable care of their own health
and safety and that of others who may be affected by their actions or omissions. They must
also comply, so far as they are reasonably able, with any reasonable instruction that is given
by the PCBU to comply with WHS laws.
(Source: https://www.safeworkaustralia.gov.au/system/files/documents/1702/guide-reasonably-
practicable.pdf)
Duties of a PCBU
The following duties apply to a PCBU:
▪ Ensure the health and safety of your workers in the workplace.
▪ Ensure the health and safety of others in your workplace.
▪ Provide and maintain a work environment free of risk to anyone’s health and safety.

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▪ Provide and maintain safe plant and structures.
▪ Provide and maintain safe systems of work.
▪ Ensure the safe use, handling and storage of plant.
▪ Provide adequate facilities for the welfare of your workers.
▪ Provide information, training, instruction and supervision.
▪ Monitor the health of your workers and the conditions of your workplace.
▪ Maintain any accommodation that you make available to a worker for the purposes
of carrying out their duties.
Duties of Other Persons at the workplace

The following general duties apply to any person at the workplace regardless of whether they
are also a PCBU, Officer or Worker. This can include customers, visitors, or any other person
who enters the workplace.
▪ Take reasonable care of their own health and safety.
▪ Take reasonable care that their acts or omissions do not affect the health and safety
of other persons.
▪ Cooperate with any actions taken by the PCBU to comply with the legislation. More
than one duty class
▪ The Legislation recognises that a person in the workplace may fall into more than one
of the four classes of duty holders. In that case the person is obligated to meet the
duties of all of the duty classes relevant to their position.
For example, a small business owner may also perform work within the business. In this case
they would fall into both the PCBU and worker duty classes and must meet the duties of both
classes.
Duties of Workers
The following general duties apply to each staff member of your organisation (includes
employees, apprentices, volunteers, contractors, sub-contractors, etc.):
▪ Take reasonable care for your own health and safety.
▪ Take reasonable care that your acts or omissions do not affect the health and safety
of other persons.
▪ Comply with any reasonable instruction from the person conducting a business or
undertaking (PCBU) so far as you are reasonably able.
▪ Cooperate with all reasonable WHS related policies and procedures of the PCBU.

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Shared duties
The Legislation also recognises that more than one person may have the same duty, in this
case all of the persons sharing the duty are fully responsible for that duty.
For example, each member on the Board of Directors of a company will owe a duty, and each
director will be fully responsible for that duty.
Duties are not transferrable
The legislation makes it clear that “a duty cannot be transferred to another person.”
Thus, each person in the workplace is responsible for fulfilling their legislative duties and
while they can delegate specific WHS related tasks to other people in the workplace they still
maintain the responsibility for their duties.
For example, a PCBU has the duty to provide information, training and instruction to workers.
While they could delegate the task of training workers to another person in the workplace,
the PCBU is still responsible for that duty and is still liable in the case of an injury resulting
from the trainer failing to provide effective information, training and instruction to workers.
2.4 Identify Tools Used by Organisational in Current Hazard Identification and
Risk Control Processes
An important part of risk control is making sure that your chosen control measures are
maintained after they are implemented. You should consider the following:
Health and safety accountability
Managers and supervisors must be provided with the resources and have the authority to
implement and maintain control measures effectively. A system to monitor procedures are
followed and maintained should be implemented.
Plant and equipment maintenance
You must schedule and regular inspections and testing, repair or replacement of damaged or
worn plant and equipment. This includes checking that any control measures are suitable for
the nature and duration of work.
For more information on maintaining plant and equipment go to the Code of Practice:
Managing the risks of plant in the workplace:
https://www.safeworkaustralia.gov.au/doc/model-code-practice-managing-risks-plant-
workplace
Training and competency
Workers and supervisors must have the appropriate competencies to do the job safely, as
most control measures depend on it. You should provide training to maintain competencies
of exiting workers and to train new workers.

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Hazard information
Manufactures and suppliers must provide up to date information about hazards, such as plant
and substances. They should also check that controls are still effective or consider new
technology that could provide more effective solutions. Any changes to operating conditions
or the way activities are carried out must be analysed to assess if control measures need
adjusting.
Review and consultation

Control measures are more effective where there is a regular review of work procedures and
consultation with your workers and their representatives.
If maintenance processes reveal new hazards or existing hazards that are not being
addressed, you will need to perform a review of your control measures.
(Source: https://www.safeworkaustralia.gov.au/doc/model-code-practice-how-manage-work-health-and-
safety-risks)

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III. Contribute to Workplace Hazard Identification
The concept of what hazards are and the harm they cause can be complex. This is particularly
so when considering ‘high consequence but low likelihood risks’ or hazards which have long
latency periods or are difficult to “see” such as hazardous chemicals which can cause health
effects in the long term, but there are no immediate symptoms.
When providing advice to individuals and parties, we should first consider the stakeholders
that we are dealing with.
Individuals and parties may include:
▪ Contractors and suppliers – note that contractors are also likely to be considered
workers under the WHS Act
▪ Health and safety committees
▪ Health and safety representatives
▪ Managers, supervisors, PCBUs/Officers
▪ Workers

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3.1 Contribute to Selecting Hazard Identification Tools and Techniques
According to WHS Laws, and Risk Management Requirements
Advice regarding hazards and the harms they may cause needs to be tailored to meet the
needs of the individuals and parties for it to be effective. For example, you are unlikely to
present information on hazards in the same way to workers as you would to an officer (as
defined by the WHS legislation) or a supplier.
Information provided to external parties such as suppliers of plant or chemicals is likely to
include details such as information on your work environment and workplace organisational
factors such as demographics of the workforce, shift work arrangements etc.
This will enable your organisation to work with the supplier to identify the best way to manage
hazards in the workplace. For example, if purchasing machinery that may present a noise
hazard, using the information on the design of the workplace may assist an organisation to
work with a supplier to identify how to manage noise issues (assuming a less noisy piece of
machinery isn’t a reasonably practicable option).
When communicating with health and safety committees and health safety representatives,
you may have a training role, describing the hazard energy model and requirements of risk
management for your organisation. This may be best done through presentations, referring
them to guidance material or provision of formal training.
Your role in advising senior management (officers/PCBUs) will probably involve advising them
of their duties under the legislation and how best they can meet their duties given the
organisational context and what would be ‘reasonably practicable’. You should ensure that
you provide them with clear advice on critical matters such as the hierarchy of control and
the need for them to proactively manage WHS risk within the organisation. In a practical
sense, you may have a role in providing advice through:
▪ developing tools/report templates to gather and communicate information (examples
of these will be discussed later in this element)
▪ collecting information through applying these tools
▪ providing reports of WHS compliance.
When providing advice to workers on WHS hazards, communication may be formal training,
toolbox talk presentations, emails or publications such as newsletters. It is important to
remember that providing advice to workers on hazards should not be relied on as a risk
control measures (refer back to the hierarchy of controls), but it can be useful to raise
awareness of workers regarding hazards of the environment, and what risk controls are in
place to manage them.

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At this level, you are not expected to develop your own hazard identification tools, but you
can assist your organisation in identifying appropriate tools for your workplace
Commonly used tools for identifying hazards include:
▪ informal ‘walkthroughs’
▪ interviews or questionnaires
▪ checklists for workplace inspections
▪ safe work method statements
▪ audits
▪ ergonomic tools such as task analysis checklists and body mapping
▪ job and work system analysis (JSA).
Consultation is always required as part of the hazard identification process. You will need to
ensure that the input of managers, health and safety representatives, health and safety
committee and others are considered through consultative processes and recorded in
minutes of meetings.
These tools and techniques may be:
▪ internally or externally developed
▪ customised to the particular industry and workplace
▪ scheduled or unscheduled
▪ undertaken by individuals or small groups.
appropriate for your organisation and the hazards you are dealing with. It needs to be checked
to ensure that it:
▪ is relevant to your industry or type of work
▪ suits your workplace
▪ addresses all the required areas or items
▪ is usable by the people in your workplace.
We are learning more about workplace hazards and their action all the time. All hazard
identification tools and techniques should be reviewed on an ongoing basis to ensure they
allow for emerging issues and that they reflect current industry knowledge and practice.

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There are other sources of information or processes which can assist in the hazard
identification process, as well as tools.
These may include:
▪ Hazard reporting systems – have hazards been reported directly by workers?
Customers? Anybody else? An organisation will need a process by which people can
raise WHS issues they have observed which is easy to use and accessible.
▪ Compensation claim information/incident investigation reports – these provide
valuable ways to consider what could go wrong in the future, as it has already
happened before. Consider reviewing claim statistics/information for your industry as
well as internal claims data. Similarly, for incidents/investigations, you can assist your
management by taking note of incidents reported in the media or through regulator
newsletters, etc. and considering if any of the hazards identified are relevant for your
workplace.
▪ Safety data sheets and other safety documentation provided by suppliers of chemicals
and/or plant can assist you identifying hazards associated with that product.
Firstly, identify the purpose of the inspection. Is it a general housekeeping type inspection or
is there a particular target such as ergonomic assessment of workstations, or to test
compliance with particular procedures, or to implement a hazard identification tool
developed from a code of practice?
Unless you are experienced, you will not want to start with a blank sheet. You may already
have a workplace inspection checklist in your workplace, or you may check your resource file
for contacts such as your WHS regulator, industry bodies, similar workplaces or WHS advisors
for sample checklists. Even if you have checklists in your workplace, it is important to regularly
‘benchmark’ and check if there are better or more useful checklists available. A sample blank
workplace inspection checklist in supplied in the online Readings and Resources for this unit
to assist you.
‘Housekeeping’ inspections
One of the most commonly used and useful hazard identification tools is the ‘housekeeping’
type of workplace inspection. However, it is also a much ‘misused’ tool. Does the following
situation sound familiar?
Joe went to a safety training day. They said that inspections were important. So, the
boss said to Joe ‘I sent you to the course, you’re now the safety guy, off you go’. There
is now a pile of checklists that Joe completes monthly with things ticked and crossed,
some of the items do not to relate to their work and the same things are crossed each
month, so not a lot has changed.
Checklists are useful but it is how they are used that is important. The ‘tick and flick’ approach
will result in a pile of paper but little effective hazard identification.

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3.2 Use Hazard Identification Tools and Techniques to Assist with Identifying
Hazards According to Risk Management Requirements
After identifying appropriate tools, techniques and processes that can assist you in the hazard
identification process, you will need to consider how you can apply them in the workplace.
Irrespective of the tools and techniques you use, identifying hazards, and the pre-conditions
that may give rise to occurrences should be a collaborative effort.
Inspection for hazard identification

Whether hazard-specific or ‘housekeeping’ type, inspections at a workplace should be
repeated at regular intervals. You must schedule to notice the items that may not be apparent
when scheduled inspections occur.
Consider the following:
▪ The purpose of the inspection is to identify hazards and pre-conditions so that
preventive action can be taken
▪ Open discussion among team members can enable others to see things from a
different perspective and may also lead to an improvement in the inspection checklist.
▪ Observation of work practices and environments can enable you to identify any
differences between what is ‘supposed to happen’ and what is actually happening in
the workplace.
▪ Don’t omit items that present difficulties to any of those concerned.
▪ Vary the routine of inspection; look beyond the obvious.
▪ Remember that workplace inspections are a constructive process; avoid negativity
and criticism.
▪ If you identify anything that is an immediate threat to safety, then bring it quickly to
somebody’s attention for action.
▪ Report outcomes of the workplace inspection promptly and make an action plan with
delegated responsibilities and timeframes.
▪ Keep in mind that you should be an example of good WHS practice when you are
conducting an inspection. Remember to follow the rules and procedures.

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Audits
Audits are another key tool for identifying hazards in the workplace. Audits are commonly
conducted on WHS management systems and are more comprehensive that workplace
inspections alone.
An audit will generally involve an analysis of documentation such as:
▪ safe work method statements
▪ organisational policies, procedures, processes
▪ records such as training, incident reports and plant maintenance
▪ claims data and incident investigation information
▪ relevant safety information for the workplace such as safety data sheets for chemicals
and operation manuals for the plant.
Analysis of documents can provide important information about how an organisation
manages safety. Safe work method statements will provide you with information on how
senior management and supervisors believe that the work is being performed. Any deviation
from the safe work method statements should be noted. It is important to avoid telling
workers to ‘just work safely’ as it is often the case that the safe work method statements are
not practical in the workplace, or there are competing pressures such as unrealistic
timeframes. Consultation and commitment to WHS is the key to effective, safe work method
statements.
Compensation data and incident reports provide an opportunity for an organisation to learn
from previous mistakes and take steps to prevent an incident happening again.
Technical material such as safety data sheets, operations manuals and registers of hazardous
chemicals enable you to gain specific information about a particular hazard.
Once documentation has been analysed, an audit will conduct a workplace inspection
(comparing procedures/policies, etc with what actually happens in the workplace) and a
consultation process to gain the views of all levels of workers and management. This is
generally reported in the form of an audit report, including indicators of compliance and
recommendations for improvement.
You will not be expected to complete an audit on your own, as it is a relatively specialised
skill. Consider the following:
▪ assist the auditor by identifying key concerns or issues prior to commencing the audit
▪ provide auditors with the context of what the workplace is generally like and the
environment in which it operates
▪ make any relevant documentation available to auditors

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▪ arrange workplace inspections, consider seasonal work, shift work and peak times
▪ provide meeting rooms and times
▪ provide any follow-up information as required by the auditors
Techniques, tools and processes
Additional techniques, tools and processes may be used to identify hazards in the workplace,
such as:
1. WHS legislation, codes of practice, standards, guidance material, etc. used to identify what
hazards may be in your workplace.
2. Workplace policies, procedures and systems. Used to identify hazards as they provide an
indication of what the senior management believes is happening in the workplace.
3. Details of incidents and investigations and compensation data. Used to provide details on
what has gone wrong previously and provides opportunities for preventing future incidents.
3.3 Contribute to Documenting Hazard Identification Processes and Results

According to Risk Management Requirements
One of the key practical information inputs that senior management need is ‘what hazards
are in the workplace.’ Appropriate and timely reporting of outcomes of the hazard
identification is vital. Well completed incident investigation reports are also very valuable as
near-miss events present ‘free lessons’ and an opportunity to fix the hazard before an injury
occurs.
Senior management are busy people, and care needs to be taken to provide information in a
clear and concise manner. What action do you think would occur when the notes from the
hazard identification sit in somebody’s IN tray? Or where the notes are provided to others,
but they are in handwriting that is difficult to read, or the required actions are not clearly
stated?
The simplest and most effective reports include an action plan format that has target dates
and gives names of responsible persons. Positions or titles should also be given, but stating
names prevents any confusion over titles etc. when allocating responsibility. The sample
workplace inspection checklist provided in the online Readings and Resources for this unit
gives an example of an action plan format.

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3.4 Apply Knowledge of Hazards to Advise Individuals and/or Parties About
Workplace Hazards and the Harms they may Cause
Any new control measures that you put into operation will normally require changes to the
workplace activities due to new or modified equipment or processes, new or different
chemicals or new personal protective equipment. Therefore, you must ensure you
communicate these through:
Work procedures
You must develop a safe work procedure that describes the task, identifies the hazards and
documents how the task is to be performed to minimise the risks.
Training
You must provide training for workers on the work procedure to ensure that they are able to
perform the task safely. Training often requires workers to demonstrate that they are
competent in performing the task as per procedure. You must ensure that the training is
understood by all workers.
Supervision
How much supervision is required will depend on the level of risk and the experience of the
workers? Substantial of supervision would be necessary for inexperienced workers that are
expected to follow new procedures or carry out difficult and critical tasks.

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IV. Contribute to WHS Risk Assessment
Now you have a clear understanding of workplace hazards, we will explore the concept of
WHS risk assessment. Risk assessments are a way of assessing the level of risk associated with
a particular WHS hazard. This risk assessment process allows an organisation to understand
the risk better and leads to ideas of how to best control the risk. Risk assessment also
facilitates an organisation being able to prioritise the control of workplace risks by identifying
the highest risk hazards – which may not always be obvious.

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4.1 Identify Individuals and/or Parties at Risk of Exposure to Hazards and
Determine the Nature, Severity and Likelihood of Potential Harm
The terms ‘hazard’ and ‘risk’ sometimes are not clearly understood. A hazard is either present
or not present. A risk depends on the environment and circumstances. A hazard does not
pose a risk unless people are exposed to it, and a risk arises when people are exposed to a
hazard.
Risk is the possibility of harm (death, injury or illness) that might occur when exposed to a
hazard.
Risk is variable depending on the circumstances and conditions. It is measured in terms of the
consequences of the possible outcome and the probability (level of certainty or likelihood)
that those consequences will occur.
People’s estimates of the level of risk are influenced by factors such as previous experience
and knowledge, especially about the way the hazard causes injury or damage. For example,
those who often work with chemicals may down-play the risk compared with the less
frequent user. Those who understand the mode of action and the cumulative nature of
chemicals will have a different perspective, as will somebody who has personal experience of
the effect of chemical poisoning.
In any occurrence, whether or not an injury occurs depends on a number of factors. Consider
the ‘loss of control of a car’. (It is not an accident).
Risk is concerned with the uncertainty as to whether injury or damage will occur and, if it does
occur, how serious will be the consequence. Do we know the possible outcomes and their
likelihood? Do we know how changing one of the pre-conditions may affect the likelihood of
the event or the possible outcomes? What is the effect of people’s variability in exposure or
susceptibility?
There is no such condition as absolute safety or ‘risk free’.
It is important to remember that generally:
▪ the damage that occurs more frequently is the least serious damage, and
▪ the damage that happens less frequently is the most serious damage.
When there is an occurrence, the consequences may be either minor or serious depending
on circumstances. As an example, a fall when walking in an office could kill us if we happened
to hit the edge of a desk with our head. That is possible. Far more likely is that we will simply
bruise our ego, but the likely (e.g. probable) most serious injury is a broken arm. This
‘probable most serious’ injury tells us something of the risk. The greater the ‘probable most
serious’ injury, the more intensively we should work to prevent the possibility.
How likely (probable) is the injury or damage (consequence)?

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This is affected by factors such as how often the circumstances or conditions occur and the
reliability and effectiveness of the risk controls (exposure).
The objective of risk assessment is to develop an understanding of the hazard and its
associated risk. In this unit, risk assessment is defined as analysing a hazard to:
▪ identify factors influencing the risk and the range of potential consequences
▪ evaluate the effectiveness of existing controls
▪ estimate the likelihood of the consequence, considering exposure and hazard level
and combining these in some way to obtain a level of risk or to prioritise the risk for
action.
4.2 Contribute to Applying Tools, Techniques, and Processes to Identified
Hazards to Assess Risk, According to Risk Management Requirements
In some organisations, risk assessments are treated as an end in themselves, but they should
be just part of the three-step process of hazard identification, risk assessment and risk control.
The main objective is to control the risk to prevent injury and damage. Risk assessment is just
a tool in the process; there is no point in doing a risk assessment just for the sake of it. Thus,
risk assessment and development of risk controls should be an integrated process.
Factors influencing the risk may be associated with:
▪ the organisational and management environment
▪ physical environment
▪ equipment
▪ procedures
▪ people and human error
▪ frequency and duration of exposure
▪ number of people exposed/ involved
4.3 Contribute to Documenting Risk Assessment Results According to Risk

Management Requirements
Most of the hazard-specific legislation requires that risk assessments are documented, and
records retained, usually for five years or until a new assessment is conducted.
The extent of documentation required depends on the circumstances. Where a preliminary
risk analysis is being carried out to eliminate minor risks from detailed consideration, then a
note on why the risk was considered to be low is sufficient. Where a more detailed analysis is
required, more information is needed to demonstrate due diligence and inform others about
the risk.

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The risk analysis and criteria for any ranking should be recorded in sufficient detail to allow
the analysis to be checked or repeated by others and to enable third parties to verify the way
the analysis was done.
▪ In what ways do you think risk assessments might be used in a legal context?
Generally, at the level required by this unit of competency, documenting the risk assessment
will mainly involve recording the:
▪ completed hazard-specific analysis tool obtained from a code of practice or other
sources of information
▪ analysis of the reliability of controls, including any assumptions
▪ the rationale behind any prioritisation
▪ people involved in the process.
Once a hazard is identified and the risk assessed, the information should be added to a risk
register. A risk register is a document which documents factors such as:
▪ What is the harm that the hazard could cause?
▪ What is the likelihood that the harm would occur?
▪ What is the level of risk?
▪ How effective are current controls?
▪ What further controls are needed?
▪ Who is responsible for implementing the controls? By when?
A sample risk register is provided in the How to Manage Work Health and Safety Risks Code
of Practice, mentioned earlier in this learner guide.
https://www.safeworkaustralia.gov.au/system/files/documents/1702/how_to_manage_wh
s_risks.pdf
4.4 Contribute to Communicating Risk Assessment Outcomes with Workers,

Contract Workers, Managers, and Technical Specialists According to Risk
Management Requirements
All managers, supervisors and other employees have a common law duty of care and duties
under WHS legislation as part of their operational duties and functions. This applies
irrespective of organisational documentation and processes. To ensure that these
responsibilities are clear, accepted and acted upon, the organisation should define, designate,
document, and communicate WHS responsibilities and authority to act, and establish
accountability and reporting processes.

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Support processes for training and competency, communication and consultation, and
appropriate documentation must also be established.
Workers are often aware of information which might indicate a problem but may not pass it
on because they are unable to articulate the problem, or they feel that it will not be well-
received.
It is vital that stakeholders and key personnel are offered the opportunity to provide input in
a receptive and safe environment.
Knowledge of risk
Legislation and common practice support the involvement of those who do the work in hazard
identification and risk assessment. While this involvement of those who know the work,
processes is essential for good risk assessment, knowledge of the job does not equate to
understanding the risk.

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V. Contribute to Developing and Implementing Risk Controls
The objective of all these activities is to improve safety in the workplace (reduce risk). So there
has to be some action. The WHS practitioner may not be in control of the workplace or able
to make ‘management’ decisions regarding resources. Rather their role is to encourage and
support action and monitor implementation.
5.1 Contribute to Selecting Risk Controls for Identified Hazards Based on the
Risk Assessment
Development of effective risk controls requires an understanding of how the hazard behaves,
how it causes harm and the factors that contribute to the risk associated with the particular
hazard in the specific situation. Thus, risk control relies on effective analysis of the risk,
undertaken as part of the risk assessment. Options for risk control should be explored as part
of the risk assessment process.

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Risk Control
There is an important concept in WHS risk control known as the safe place vs safe person. A
‘safe place’ approach focuses on risk controls incorporated in the design of equipment, work
environment and processes, whereas the ‘safe person’ approach focuses on the behaviour of
the person.
The steps detailed there for the control of risk are:
1. Develop options for risk control:
▪ review workplace information
▪ apply knowledge of OHS legislation and standards
▪ apply the hierarchy of control
▪ seek input from stakeholders and key personnel
▪ obtain specialist advice as required.
2. Evaluate options to select appropriate options for control:
▪ review outcomes of risk assessments
▪ identify factors that may limit effectiveness
▪ involve stakeholders and key personnel.
3. Contribute to the implementation of controls:
▪ seek appropriate authority and resources
▪ document actions required to achieve change
▪ consult and involve stakeholders to implement change.
These same processes for developing options and providing advice also apply to the control
of risk associated with workplace change. The Certificate IV practitioner should be particularly
aware of his or her own limitations and the need for accessing technical and specialist OHS
advice as part of assessing risk and providing advice on the control of risks associated with
change. The higher the potential risk the greater is the need for expert advice.

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Risk control options
When there is generally one best way to control the risk, legislation (including codes of
practice) will often specify how to control that risk. In this way, regulations, codes of practice
may specify risk control options. Similarly, regulator guidance and standards may provide
examples of risk control options.
Risk controls for your organisation may also be specified in workplace policies, procedures,
processes and systems. For example, your workplace may have procedures for inducting new
staff members which includes training on risk management and safe work processes as part
of a risk control, or a procurement policy which requires a purchaser to consider WHS issues
when purchasing a new plant.
Where risk control options are not specified in the legislation/guidance or workplace policies,
procedures, processes or systems, you can assist your organisation in identifying risk control
options that best suit your situation.
The first step in this process of identifying controls for specific hazards would be to conduct a
risk assessment to determine the severity of the risk associated with that hazard.
Once this is done, a suitable control should be identified in consultation with relevant
stakeholders (particularly workers). It is important that consultation be undertaken as
workers generally have very good knowledge of the work being undertaken and the
associated risks so may have good options for risk controls. Worker involvement in choosing
work risk controls will also encourage their commitment to the process. The consultation will
generally occur through normal consultation processes (health and safety representatives, health and
safety committees, email, noticeboard, etc.) but when working on large of complicated hazards,
working groups may be established.
In addition to consulting with workers, manufacturers and suppliers of plant/substances and

industry associations or unions may be useful sources of information. There may sometimes
be a requirement to engage an expert on that particular hazard type, such as identifying risk
controls for particular hazardous chemicals.
To develop specific control measures, you will need to refer to the chain of events that were
recorded during the risk assessment.
The cost of controlling risk should never be used as a reason for not implementing controls.
However, it may be taken into account in determining what is reasonably practicable.
You must consider that the greater the likelihood of a hazard occurring could result in greater
harm, hence resulting in greater cost if the hazard or risk did occur.
You should refer back to the hierarchy of control. Which combines the two concepts of ‘safe
place’ and ‘control at source’ and develop options for risk control.

Page 47
5.2 Document Agreed Risk Controls According to Risk Management
Requirements
To prepare the risk control action plan, the process must be broken down into sequential
steps with the actions for each step listed. The steps will cover:
▪ planning
▪ implementation
▪ evaluating.
While evaluating is addressed in the next element, it is useful to think ahead now as to how
you will measure effectiveness and what processes need to be put in place to allow for
evaluation of implemented risk controls.
A risk control action plan is essential for the effective and systematic introduction of risk
control actions, it is also a legal defence if an incident or accident was to arise, that you had a
plan in place and have been working towards a target.
Remember to compare the levels of the risk control hierarchy with the time frame when
determining target dates.
The risk control action plan should include:
▪ actions required for the risk controls to be effective
▪ responsibility for actions (by name AND position)
▪ target date for completion
▪ expected outcome
▪ budgets.

Page 48
Develop action plans
As a result of the brainstorming there is the basis of an action plan. You should write up the
action plan for review and confirmation at the next meeting of the working party. The start
of the action plan may look like the example below:
responsible
Completed
Resources
Due date
Required
outcome
Topic or
Actions
project
Person
Form Develop Form that Computer
draft collects time.
form required Skills in
information in designing
Trial from
an easy to forms.
with
interpret
small
format, is
group
understandable
Revise by and
and acceptable to,
prepare those on the
final warehouse
version floor.
Procedure
Knowledge
and
competency
Organisational
culture

Page 49
Identify training needs
The next meeting of the working party confirms the action plan. You then refer them to the
item on ‘Knowledge and competency’ and introduce the members of the working party to a
training needs analysis. Using a brain-storming approach again, the group identifies the key
groups of people, their roles and the required knowledge, skills and behavioural
requirements.
When facilitating the implementation of a risk control plan, it is worth remembering that any
control measures that you put into operation will require changes to the way work is carried.
It may also involve changes due to new or modified equipment or processes, new or different
chemicals or new personal protective equipment.
You can assist your organisation in adapting to these changes and support the
implementation of control measures by:
▪ Developing safe work procedure: describing the task and how the task is to be
performed to minimise the risks and identifying the hazards and documents.
▪ Assisting in training of workers: ensuring that they are able to demonstrate that they
can perform the task safely.
▪ Providing information and instructions: to others who enter the workplace, such as
customers or visitors.
▪ Advising management of the level of supervision required: depending on the level of
risk and the experience of the workers involved.
5.3 Contribute to Developing Risk Controls According to the Hierarchy of

Control Measures and WHS Laws
Once workplace hazards are identified and documented you will need to take part in an
assessment of the associated risks.
This will involve assisting with the selection of a suitable approach to assessing these risks,
applying the tools, techniques or processes, and recording the results.
Risk analysis involves considering what are the causes and sources of risks and considering
the following 3 factors:
Consequence What is the outcome if the event occurred?

What is the severity of the outcome?
Likelihood What are the chances of the event/consequence occurring?

Has this event/occurrence happened before?
How likely is it to happen again?

Page 50
Risk Level What is the combined result of likelihood and consequence?
Once you have the risk rating, you can then determine the Priority levels to determine when
action is required. The higher the risk rating, the more urgent it is to address the problem and
implement controls to eliminate or reduce the risk.
Risk Rating Priority Descriptor Action required

Level
Very High VH or 1 Very High Immediate action required senior

management involvement necessary now.
High H or 2 High Action is required in the short term; strategies

to treat the risk must be identified.
Medium M or 3 Moderate Responses need to be identified and the risks

monitored.
Low L or 4 Low Monitor by routine procedures.
Now that we have determined the levels of risk and therefore their priorities, you need to
work out what to do about them.
The following table lists the hierarchy of controls in dealing with risks. This table provides a
step by step process for controlling a risk. It is a system used in industry to minimise or
eliminate exposure to project risks.
Hierarchy of Controls
As mentioned earlier in this learner guide, the Hierarchy of Hazard Control is the name given
to the range of control methods used to eliminate or control hazards in the workplace. The
diagram below depicts the Hierarchy and the 6 levels, your understanding of those levels is
important in the implementation of those:

Page 51
•This is the best kind of hazard control. Eliminating or removing the hazard
completely reduces any risk connected to it. An example of eliminating a hazard
Elimination would be removing dangerous materials from the site, or repairing defective
equipment.
•This is where you swap a dangerous work method or situation for one that
is less dangerous. An example of this would be to use a group of people to
Substitution move an item instead of trying to move it on your own (where the item
cannot be broken down into smaller loads).
•This is where you isolate the hazard. This might mean fencing off
Isolation an area or restricting access to the hazard in some other way.
•This is where you use an engineering or mechanical

method of doing the job. An example would be using a
Engineering controls piece of equipment to move a load instead of moving it by
hand, installing ventilation.
•This is where site rules and policies attempt to

control a hazard (including safe work practices). It
Administrative control can include working in teams, setting specific
break times and frequent rotations for repetitive
work or using signage to warn of hazards.
•This is your last line of defence and the

least effective control – it should be used
in conjunction with other hazard control
PPE methods. PPE includes any safety
equipment worn on your body.
Workplaces often have mandatory PPE
requirements to go on site.
Hazards should be re-assessed after the implementation of control measures, to review if the
risk has been reduced enough.
5.4 Contribute to Implementing Risk Controls and Seek Supervisory Advice as

Required by the Circumstances
Before controls are chosen, all stakeholders should be consulted. Everyone should contribute
to ideas about what can be done to reduce the risk of injury or damage. To implement the
controls, the workplace must communicate proposed controls to the affected employees of
team members; this can be done through training, staff notices or circulating Standard
Operating Procedures documents.

Page 52
In some case, the prevention might be easy such a rectification on the handling of heavy
items, other times prevention might require the workplace to employ a consultant to advise
on controlling dangerous situations
Before implementing risk controls, ensure you assess the potential effectiveness and possible
consequences, it is possible that the control might make the risk worse if the associated
activities are not considered.
You should also determine realistic and acceptable timeframes for implementing controls, as
well as designing a monitoring and evaluation register to ensure the controls are working as
required.
5.5 Support Communication of Information on Risk Controls and Actions to

Required Individuals and/or Parties
As mentioned earlier, a risk control plan is needed to set out how all the risks in the workplace
will be controlled.
It may be necessary to provide training involving the plan and ensure that you provide
adequate resources including time to complete the plan.
Information that must be included in the preparation of a risk control plan:
1. Consultation and communication methods to be used.
2. Responsibilities involved in the risk control plan.
3. Work plan to be used.
4. Identified hazards to be documented.
5. Assessment of identified risks.
6. Risk control measures to be implemented.
7. Methods to be used for review of the risk control plan.
The risk control plan will also contain useful information such as:
▪ Description of the hazard
▪ Controls already in place
▪ Intermediate action to control the risk
▪ Completion date to control risk
▪ Other control measures needed
▪ Person responsible

Page 53
Further Reading
For more information on Risk Control Plans go to:
https://www.worksafe.vic.gov.au/resources/guide-risk-control-plans

Page 54
VI. Contribute to Evaluating Effectiveness of Risk Controls
Source: https://cdn2.hubspot.net/hubfs/3968441/cgdi091_pdca_cycle_brand.jpg
The continuous improvement model for a systematic approach to managing WHS introduced
has the five principles of:
▪ commitment and policy
▪ planning
▪ implementation
▪ measurement and evaluation
▪ review and improvement.

Page 55
6.1 Identify Requirements for Ensuring Ongoing Effectiveness of Risk Controls
A systematic approach to managing OHS requires evaluation of the effectiveness of the
management approach and action taken as required.
This monitoring and evaluation is not only a practical requirement of a systematic approach,
but it is also a logical consequence of the common law duty of care and OHS legislation, which
requires that the employer ‘provide and maintain a working environment that is safe’.
Monitoring should be continuous and dynamic, with ongoing routine surveillance of
outcomes compared with expected performance, supported by periodic, focused review.
To measure, monitor and evaluate WHS performance requires information on the current
status or performance of the management approach.
Information may be obtained from:
▪ inspection of the work area, equipment, and hazardous processes and work practices
▪ testing and monitoring for specific hazards
▪ review of documents such as minutes of meetings and reports
▪ investigation of occurrences for future prevention
▪ comparison of trend data and other information against performance measures
▪ formal and informal communication processes
▪ auditing of the OHS management processes
6.2 Contribute to Identifying Measures that Enable Evaluation of Effectiveness
of Risk Controls
How can the quality of information collected be improved to provide valid and reliable
information on the effectiveness of the management of WHS?
The activities underpinning the collection of much of this information address the following:
▪ Inspection of the work area, equipment and hazardous processes and work practices
▪ Testing and monitoring for specific hazards
▪ Investigation of occurrences for future prevention
▪ Comparison of trend data and other information against performance measures
▪ Formal and informal communication processes
You should also consider the role of audits in providing information for the evaluation of the
WHS management process, with a comment on performance measures and their impact on
the nature of the information collected.

Page 56
Internal and external audits are one of the most frequently used sources of information for
evaluating the management of WHS. However, they have significant limitations of which the
WHS practitioner should be aware.
AS/NZS 4804 (Standards Australia, 2001b) states that audits are necessary to:
Determine whether the system (including the organisation’s policy, objectives and
targets, management program, operational controls and audit program), has been
properly implemented and maintained and whether the organisation has met the
performance objectives set within its OHS policy.
(Standards Australia, 2001b)
6.3 Document Plan for Monitoring Effectiveness of Risk Controls According to

Organisational Policies and Procedures
Internal review and monitoring of the effectiveness of the management of WHS should be
ongoing with scheduled focused activities occurring on a monthly, quarterly and annual basis.
These activities should address areas such as:
▪ achievement of action plans
▪ review of the outcomes of inspections and internal audits
▪ trend analysis of data
▪ achievement against internal and external performance measures
However, it is important that an independent, external view of the effectiveness of the
management processes is also obtained. This is necessary for three main reasons:
▪ to provide ‘fresh eyes’
▪ to obtain specialist input
▪ to place the practices and performance of the organisation in the wider industrial
context
The frequency and scope of the external review will depend on the nature of the hazards and
level of risk, the complexity of organisation and management commitment to WHS.
The concept of continual improvement is part of any systematic approach to management. It
requires ongoing evaluation of policies, objectives, targets and the achievement of
management plans. It requires identification of any system deficiencies and the root causes
of non-conformances. The review should be broad enough in scope to address the WHS
implications of all activities of the organisation, including their impact on the performance of
the organisation.
This process is a management responsibility, but there should be input from all areas and all
levels of the organisation.

Page 57
Monitoring should also include identifying areas for further improvement. The processes
outlined above will result in areas for improvement being identified. The next step is to
document and plan for action to implement the improvements.
Planning for improvement needs to be systematic. A documented action plan is needed to
implement the improvements identified.
6.4 Present and Effectively Communicate Plan to Required Stakeholders

According to Risk Management Requirements
As mentioned earlier in this Learner Guide, stakeholders may vary depending on the type and
size of the organisation. They generally include employees and management and
other stakeholders such as health and safety or employee representatives, safety committee,
supervisors or external stakeholders.
Making recommendations is not completed by writing a report or developing an action plan.
The practitioner may also be required to make a presentation to management, the WHS
committee or a working party to explain the recommendations, options for action and answer
queries
Continuous improvement is achieved by applying an ongoing process of planning, doing
(implementing the plans), checking the implementation of the plans and their effect, and then
taking further action. This process is frequently referred to as the Plan Do Check Act (PDCA)
cycle.
This continuous improvement process, as applied in a systematic approach to managing WHS,
involves establishing WHS policy and management commitment, formulating management
plans, implementing the plans through appropriate structures, responsibilities and resources,
measuring and evaluating the effect of the planning and implementation to achieve
continuously improving and effective management of WHS.

Page 58
References
Training.gov
https://training.gov.au/Training/Details/BSBWHS414
Model WHS Laws. Retrieved from Safe Work Australia:
https://www.safeworkaustralia.gov.au/law-and-regulation/model-whs-laws
Work Health and Safety Codes of Practice 2011. Retrieved from Federal Register of
Legislation:
https://www.legislation.gov.au/Details/F2011L02804
Model Code of Practice: How to manage work health and safety risks. Retrieved from Safe
Work Australia.
https://www.safeworkaustralia.gov.au/book/model-code-practice-how-manage-
work-health-and-safety-risks#2-step-1how-to-identify-hazards
Model Code of Practice: Managing risks of plant in the workplace. Retrieved from Safe Work
Australia.
https://www.safeworkaustralia.gov.au/doc/model-code-practice-managing-risks-
plant-workplace
A guide to risk control plans. Retrieved from: Work Safe Victoria.
https://www.worksafe.vic.gov.au/resources/guide-risk-control-plans
End of Document

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0 Produced 12 June 2019

Version Control & Document History

Date Summary of Modifications Version

2 October 2019 Version 1.0 released for publishing 1.0

13 October 2020 Pinnacle received its version 1.0

Learner Guide Version 1.0

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It involves contributing to the development, implementation and evaluation of risk controls

This Learner Guide Covers

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1.2 Access Workplace Sources of Information and Data to Inform Hazard

Hazard the process of finding, listing, and characterizing hazards.

Risk analysis a process for comprehending the nature of hazards and

Risk control actions implementing risk evaluation decisions.

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Level Descriptor Description

1 Insignificant Injuries not requiring first aid.

2 Minor First aid required.

3 Moderate Medical treatment required.

4 Major Hospital admission required.

5 Severe Death or permanent disability to one or more persons.

Source: AS/NZS 4360:2004 Risk Management

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Level Descriptor Description Guideline

A Almost certain Consequence is expected to Occurs more than once per

B Likely Consequence will probably Occurs once every 1 month –

C Occasionally Consequence should occur at Occurs once every 1 year to

D Unlikely Consequence could occur at Occurs once every 10 years –

Source: AS/NZS 4360:2004 Risk Management

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Insignificant Minor Moderate Major Severe

Source: AS/NZS 31000 Risk Management

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For more information on Identifying Hazards go to:

1.3 Access External Sources of Information and Data to Inform Hazard

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2.2 Contribute to Identifying and Complying with Requirements of WHS Laws

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The steps involved in risk assessment:

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Duties of Other Persons at the workplace

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Review and consultation

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