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Elements and Performance Criteria

  1. Contribute to the strategic planning process
  2. Participate in the development of an OHS plan
  3. Support the implementation of the systematic approach to managing OHS
  4. Provide advice to key personnel and stakeholders
  5. Participate in monitoring OHS
  6. Participate in reviewing the management of OHS

Required Skills

Required skills

analytical skills to

identify areas for OHS improvement

analyse relevant workplace information and data and make observations of workplace tasks and interactions between people their activities equipment environment and systems

contribute to the assessment of the resources needed to systematically manage OHS and where appropriate access resources

numeracy skills to carry out simple arithmetical calculations eg change and to produce graphs of workplace information and data to identify trends and recognise limitations

communication skills to

conduct effective formal and informal meetings and to communicate effectively with personnel at all levels of the organisation OHS specialists and as required emergency services personnel

prepare reports for a range of target groups including OHS committee OHS representatives managers and supervisors

consultation and negotiation skills to develop plans and to implement and monitor designated actions

project management skills to achieve change in OHS matters

organisational skills to manage own tasks within a timeframe

information technology skills to access internal and external information and data on OHS

Required knowledge

legislative requirements for OHS information and data and consultation

roles and responsibilities in relation to communication and consultation for OHS committees OHS representatives line management employees and inspectors

requirements for record keeping that addresses OHS privacy and other legislation

stateterritory and commonwealth OHS legislation acts regulations codes of practice associated standards and guidance material including prescriptive and performance approaches and links to other relevant legislation such as industrial relations equal employment opportunity workers compensation rehabilitation

roles and responsibilities under OHS legislation of employees including supervisors and contractors

structure and forms of legislation including regulations codes of practice associated standards and guidance material

difference between common law and statutory law

concept of common law duty of care

facilitation of the use of tools such as PPIs in assessment of OHS performance

nature of information and data that provides valid and reliable results on performance of OHS management processes including positive indicators such as number of safety audits conducted

requirements for reporting under OHS and other relevant legislation including notification and reporting of incidents

hierarchy of control and considerations for choosing between different control measures such as possible inadequacies of particular control measures

other functional areas that impact on the management of OHS

auditing methods and techniques

how the characteristics and composition of the workforce impact on risk and the systematic approach to managing OHS for example

labour market changes

structure and organisation of workforce eg parttime casual and contract workers shift rosters geographical location

language literacy and numeracy

communication skills

cultural backgroundworkplace diversity


workers with specific needs

Evidence Required

The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria required skills and knowledge range statement and the Assessment Guidelines for the Training Package

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the following is essential

participation in organisational coordination and maintenance of OHS and associated systematic approaches

knowledge of relevant OHS legislation acts regulations codes of practice associated standards and guidance material

Context of and specific resources for assessment

Assessment must ensure

access to office equipment resources and workplace documentation

access to relevant legislation standards and guidelines

Method of assessment

A range of assessment methods should be used to assess practical skills and knowledge The following examples are appropriate for this unit

analysis of responses to case studies and scenarios

assessment of written reports on the effectiveness of the OHS management system

demonstration of techniques used to implement and maintain systematic OHS approaches

direct questioning combined with review of portfolios of evidence and third party reports of onthejob performance by the candidate

observation of performance in role plays

observation of presentations

oral or written questioning to assess knowledge of the requirements for record keeping that addresses OHS privacy and other legislation

evaluation of OHS needs and priorities

review of OHS plan and actions plans

review of OHS training needs and recommendations for delivery

monitoring of achievement against action plans and updating of plans

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector workplace and job role is recommended for example

BSBOHSB Develop a systematic approach to managing OHS

BSBOHS601B Develop a systematic approach to managing OHS.

Range Statement

The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Stakeholders may include:


health and safety, and other employee representatives


OHS committees


Key personnel may include:

managers from other areas

people involved in OHS decision making or who are likely to be impacted by decisions relating to OHS

Positive performance indicators may include:

data, facts or statistics which demonstrate how successfully a workplace is performing through measuring OHS processes

Motivators may include:

factors that make stakeholders likely to adopt OHS processes

Barriers to the implementation of a systematic approach to managing OHS may include:

barriers to communication, such as language/literacy

diversity of workers

structural factors, such as multiple locations, shift work and supervisory arrangements

workplace culture issues, such as management commitment, supervisors' approach to compliance and acceptance of the priority of safety

A systemic approach to managing OHS may include:

comprehensive processes that are combined in a methodical and ordered manner to minimise the risk of injury or ill health in the workplace

processes of:

allocation of resources

communication and consultation

hazard management


record keeping and reporting

review and evaluation for ongoing improvement

training and competency

OHS plan may include:

a document that is usually developed annually but may be developed for a shorter or longer period and reviewed regularly

OHS performance indicators (i.e. objectives and targets that are achievable and practical) reflecting systematic approaches to managing OHS

Resources may include:

financial requirement for implementation

personnel, including time allocation


specialised resources

access to other resources such as:

OHS publications

OHS internal sites

industry-specific information

OHS specialists may include:


injury management advisors

occupational health professionals

occupational hygienists

Technical advisors may include:

engineers (such as design, acoustic, safety, mechanical and civil)

legal practitioners

maintenance and trades persons

workplace assessors and trainers

Policies and procedures may include:

documents describing how tasks, projects, inspections, jobs and processes are to be undertaken

job/task statements

policies and procedures underpinning the management of OHS

purchasing and contracting procedures

quality system documentation

standard operating procedures

Other functional areas and management systems may include:

engineering and maintenance

environmental management

finance and auditing

human resources, industrial relations and personnel management including payroll

information, data and records management


purchasing, procurement and contracting

quality management

strategic planning

Ethical advice may include:

advice provided with the prime aim of reduction of workplace injury and ill health

Proposed changes to the workplace may include:

changes to management practices

changes to work processes, work systems, work organisation, work practices and conditions

design of workplace

design or purchase of new plant or equipment

materials purchases

External changes may include:

changes to legislation

new information and data available on OHS

Sources of workplace information and data may include:


hazard, incident and investigation reports

material safety data sheets (MSDSs) and registers

minutes of meetings

questionnaire information and data

reports - including those from external consultants

workplace inspections