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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. |
External motivators may include: | corporate image/reputationcustomer/contract demandlegal obligations |
Systematic approaches to managing OHS may include: | developing, implementing, reviewing and maintaining the activities for managing OHSuse of OHS management systems developed in the workplace to meet the OHS situation in that particular workplace |
Stakeholders may include: | employeeshealth and safety, and other employee representativesmanagersOHS committeessupervisors |
Internal motivators may include: | financialindustrial relationsinjury and illness prevention (ethical) |
Workplace factors may include: | consultation and communication processesmanagement commitmentmanagement style, and OHS knowledge and skills of organisationnature of hazards and level of riskorganisational structureother management systems requiring interface or integration with systematic approaches to managing OHSresources availablestaff profile including language, literacy and numeracy, cultural diversity and specific needs of employeeswhether certification is requiredworkplace culture, including industrial relations and safety culture |
Relevant standards may include: | Australian Standardsindustry standardsstandards developed by OHS authorities |
Elements of systematic approaches to managing OHS may include: | list of key requirements or major principles that are combined in a methodical and ordered manner to minimise the risk of injury or ill health in the workplace, for example:allocation of resourcescommunication and consultationhazard managementprocesses of OHS planningrecord keeping and reportingreview and evaluation for ongoing improvement of OHStraining and competency |
Legal obligations may include: | equity freedom of informationindustrial relationsOHSprivacytrade practicesworkplace diversity |
OHS specialists may be include: | ergonomistshealth professionalsinjury management advisorsoccupational hygienists |
Technical advisors may include: | engineers (such as design, acoustic, safety, mechanical, civil)legal practitionersmaintenance and trades personsworkplace trainers and assessors |
Policies and procedures may include: | documents describing how tasks, projects, inspections, jobs and processes are to be undertaken job/task statementspolicies and procedures underpinning OHSpurchasing and contracting proceduresquality system documentationstandard operating procedures |
Other functional areas and management systems may include: | engineering and maintenanceenvironmental management finance and auditinghuman resources, industrial relations and personnel management, including payroll information, data and records managementlogisticspurchasing, procurement and contracting quality managementstrategic planning |
Resources may include: | equipmentfinancial requirementspersonnel, including time allocationspecialised resources |
Key personnel may include: | those people who have a key role in OHS including managers, supervisors, OHS representatives and other functional areas |
Evaluation protocol may include: | criteria for evaluationhow the criteria will be measuredhow the information and data will be collectedtime period for collection of information and data |
Information and data may include: | audit reportsfeedback from questionnairesminutes of meetingsworkplace inspectionsworkshops |