Monitor A Safe Workplace BSBCMN411A BSBOHS4071A

1. Monitor A Safe Workplace BSBCMN411A & BSBOHS4071A Semester 1 2009

2. Learning Outcomes Provide information to the work group about Occupational Health & Safety policies and procedures. Implement and monitor:  - participative arrangements for the management of OHS - procedures for providing OHS training. - procedures for identifying hazards and assessing risks. - procedures for controlling risks. - procedures for maintaining OHS records for the team.

3. INTRODUCTION All organisations have a DUTY OF CARE to their employees The way staff do their work must be safe The work environments are safe Workers are trained and supervised Accurate health and safety records are maintained Duty of Care places a moral duty on organisations and employers to do everything possible to remove or minimise risks.Duty of Care places a moral duty on organisations and employers to do everything possible to remove or minimise risks.

4. Employer�s Responsibilities Employer�s responsibilities for providing safe systems of work. Safety begins at the top. OH&S legislation aims to ensure that employers in all sectors provide safe and healthy work environments for their employees. It places ultimate responsibility on the employer for the welfare of employees and others on its premises. Employers� responsibilities for providing safe systems of work can be grouped into eight interconnected units.Employer�s responsibilities for providing safe systems of work. Safety begins at the top. OH&S legislation aims to ensure that employers in all sectors provide safe and healthy work environments for their employees. It places ultimate responsibility on the employer for the welfare of employees and others on its premises. Employers� responsibilities for providing safe systems of work can be grouped into eight interconnected units.

5. A supervisor�s OHS responsibilities Safe access to and from the workplace Safe buildings, equipment and ways of working Training and supervision Checks on workers� health Health and safety records Qualified OHS staff Refer to page 621 of work book- Leadership Training and Communication Housekeeping, work systems and practices Hazard identification, accident investigation and reporting Consultation and participationRefer to page 621 of work book- Leadership Training and Communication Housekeeping, work systems and practices Hazard identification, accident investigation and reporting Consultation and participation

6. As a Supervisor you need: to be confident that what you are saying is accurate to be able to respond to questions and requests for more information information on the law information on the organisation�s policies and procedures information on hazard�s eg hazard reports and material safety data sheets (MSDS) Also refer to pge 2 of workbook and pge 621 of text

7. Employees Responsibilities Employees have a legal duty to cooperate with their employer in ensuring the health and safety of their workplace. take reasonable care to protect themselves and others around them employees must not through their acts or omissions, endanger themselves, their co-workers or members of the public. Employees Responsibilities Employees have a legal duty to cooperate with their employer in ensuring the health and safety of their workplace. This involves taking reasonable care to protect themselves and others around them: Employees must not through their acts or omissions, endanger themselves, their co-workers or members of the public. This means for example that employees must not be affected by alcohol or other drugs while at work, that they follow safety procedures and use the equipment provided for health and safety purposes and that they follow reasonable instructions Employees Responsibilities Employees have a legal duty to cooperate with their employer in ensuring the health and safety of their workplace. This involves taking reasonable care to protect themselves and others around them: Employees must not through their acts or omissions, endanger themselves, their co-workers or members of the public. This means for example that employees must not be affected by alcohol or other drugs while at work, that they follow safety procedures and use the equipment provided for health and safety purposes and that they follow reasonable instructions

8. DISCUSSION What is the law? Does your organisation have policies and procedures for OH&S? Do you know where they are located and have you read them? Do you have hazard reports and material safety data sheets? Have you had experience in filling them out? As employers, managers, employees we all have a legal obligation to help keep the workplace safe. These obligations are outlined in the OH&S Act for each State and Territory. Australian standards and industry codes of practice also have recommendations for safe work practices.As employers, managers, employees we all have a legal obligation to help keep the workplace safe. These obligations are outlined in the OH&S Act for each State and Territory. Australian standards and industry codes of practice also have recommendations for safe work practices.

9. The Legislative Framework Acts: Set principles and philosophy � the general duty of care applying to employers, self-employed persons, employees�.. Regulations � Pick up particular issues of the Acts. Codes of Practice � and advisory standards provide businesses with advice on how to meet government regulations associated with workplace Health and Safety Acts. Australian Standards � provide details of how to comply with the above. (refer to page 617 of Management Theory and Practice - Cole) The Acts and Regulations are legally binding The Codes of Practice and Standards are generally recommendations The Acts and Regulations are legally binding The Codes of Practice and Standards are generally recommendations

10. The Legislative Framework

11. Main objectives of the Acts Ensure the health and safety of workers Maintain a safe and healthy working environment Eliminate risks Involve employers and employees in developing health and safety standards The Act protects all people in the workplace including contractors, visitors and volunteers. The Duty of Care - Duty of Care places a moral duty on organisations and employers to do everything possible to remove or minimise risks. The Act protects all people in the workplace including contractors, visitors and volunteers. The Duty of Care - Duty of Care places a moral duty on organisations and employers to do everything possible to remove or minimise risks.

12. Regulations Are made for a particular health and safety issue Give exact details about the requirements, duties and procedures to control risks of particular hazards � manual handling, noise, identification of hazards.

13. Codes of Practice More detailed advice on how employers can meet the requirements of the regulations. Provide a performance measurement for people in the workplace to follow. eg. Codes of Practice of first Aid in the workplace, Manuak Handling, Noise

14. State and National Standards Produced by Standards Australia Provide technical and design guidance notes Deal with specific pieces of equipment and industrial processes

15. OHS Authorities National WorkSafe Australia The Australian Safety and Compensation Council www.ascc.gov.au/ NSW Workcover Authority www.workcover.nsw.gov.au HANDOUT: online resources list from �Occupational Health and Safety� by Margaret Stewart, Frank Heyes, McGraw Hill 2004 HANDOUT: online resources list from �Occupational Health and Safety� by Margaret Stewart, Frank Heyes, McGraw Hill 2004

16. ACTIVITY Visit the relevant government OHS authority websites and the NOHSC site. From the list of codes of practice, draw up a list that would have application in your workplace(note: retain as part of your assessment) Safety begins at the top. OH&S legislation aims to ensure that employers in all sectors provide safe and healthy work environments for their employees and others on its premises. HANDOUT info on from the Act on responsibilities Safety begins at the top. OH&S legislation aims to ensure that employers in all sectors provide safe and healthy work environments for their employees and others on its premises. HANDOUT info on from the Act on responsibilities

17. VIDEO The Occupational, Health and Safety In the Workplace

18. ACTIVITY Prepare a diagram/flow chart that depicts the links from the OHS Act 2000 to the Workplace. What strategies/systems does the workplace need to introduce to retain connectivity to the Act.

20. OH&S Policies and Procedures Policies and procedures manual demonstrates a commitment by management to its duty of care obligations Supported by OHS procedures Refer to page 4 of Workbook (Aspire) and Swaggies Policies and Procedures Manual: Most organisations have developed an OHS policies and procedures manual that demonstrates a commitment to its duty of care obligations. A general OHS policy statement is usually supported by OHS procedures that provide details on how to implement OHS.Refer to page 4 of Workbook (Aspire) and Swaggies Policies and Procedures Manual: Most organisations have developed an OHS policies and procedures manual that demonstrates a commitment to its duty of care obligations. A general OHS policy statement is usually supported by OHS procedures that provide details on how to implement OHS.

21. Policy Statement Statement of intent Objectives Consultation Training Roles and responsibilities Accountability Monitoring Refer to page 4 of workbook (Aspire) The policy statement should be written clearly so it is easily understood by everyone. It must be kept up to date and cover such area as: Statement of intent (how the organisation intends to keep employees and visitors safe) Objectives (specific OHS targets the organisation wants to achieve) Consultation (how the organisation intends to consult relevant people in OHS) Training (how the organisation intends to provide OHS training to employees) Roles and responsibilities (of OHS representatives within the organisation) Accountability (who is responsible for OHS issues within the organisation) Monitoring (how the organisation intends to monitor OHS) DEVELOPING POLICIES IS THE EMPLOYERS RESPONSIBILITIES BUT IT SHOULD BE DONE IN CONSULTAITON WITH THE EMPLOYEES.Refer to page 4 of workbook (Aspire) The policy statement should be written clearly so it is easily understood by everyone. It must be kept up to date and cover such area as: Statement of intent (how the organisation intends to keep employees and visitors safe) Objectives (specific OHS targets the organisation wants to achieve) Consultation (how the organisation intends to consult relevant people in OHS) Training (how the organisation intends to provide OHS training to employees) Roles and responsibilities (of OHS representatives within the organisation) Accountability (who is responsible for OHS issues within the organisation) Monitoring (how the organisation intends to monitor OHS) DEVELOPING POLICIES IS THE EMPLOYERS RESPONSIBILITIES BUT IT SHOULD BE DONE IN CONSULTAITON WITH THE EMPLOYEES.

22. ACTIVITY Refer to the policy statement on page 4 of the Aspire workbook. Are all relevant issues covered in this OHS policy statement? What issues are not covered? How could they be covered? Handout Swaggies Policies and Procedures ALLOW 15 minutes for this activity � groups of 2 or 3Handout Swaggies Policies and Procedures ALLOW 15 minutes for this activity � groups of 2 or 3

23. OHS Procedures provide specific information on tasks and activities carried out within the organisation address particular issues or hazards provide administrative measures to control them All legal requirements for your state or territory should be covered by an appropriate procedure OHS procedures provide specific information on tasks and activities carried out within the organisation. They address particular issues or hazards and provide administrative measures to control them. All legal requirements for your state or territory should be covered by an appropriate procedure. � Refer to Page 5 of Aspire � OHS procedures provide specific information on tasks and activities carried out within the organisation. They address particular issues or hazards and provide administrative measures to control them. All legal requirements for your state or territory should be covered by an appropriate procedure. � Refer to Page 5 of Aspire �

24. OHS Procedures Hazard identification & reporting Risk assessment Selection and implementation of risk control measures Incident/accident investigation Audits and safety inspections Consultative arrangements There are more �.can you name some? Procedures for: Hazard identification Risk assessment Selection and implementation of risk control measures Incident and accident investigation etc --- There are more �.name them . Procedures for: Hazard identification Risk assessment Selection and implementation of risk control measures Incident and accident investigation etc --- There are more �.name them .

25. As a supervisor You need to be familiar with the scope of the procedures so you can quickly refer to them if an incident occurs

26. OHS Policies and Procedures Organisations are obliged to inform and update employees on OHS requirements Organisations will usually devise OHS procedures and practices and procedure manuals specific to their needs. Refer to page 9 of AspireRefer to page 9 of Aspire

27. OHS Policies and Procedures Example A staff of 13 working at desks all day in a high-rise metropolitan office building will have very different OHS policies to a staff of 800 working in a copper mine in outback Australia. An office employing a person with a disability such as vision or movement impairment may have specific procedures included in its OHS policy to accommodate that person.

28. OHS Policies and Procedures It is your duty to: be familiar with the policies and procedures Make sure others know about them and have access to them Displayed in a prominent place or distribute to employees They are accurate and up-to-date and keep staff informed

29. OHS Procedures Procedures should set out clear step-by-step instructions Identify the workplace hazard or issue Collect information Prepare the procedure Test the procedures Implement the procedure Review the procedure Make the procedure readily accessible. Refer to page 10 of AspireRefer to page 10 of Aspire

30. Question What ways would you keep staff informed of OHS practices and procedures? Refer to page 12 of Aspire Refer to page 12 of Aspire

31. Passive Communication Notice board Formal talks or lectures Memos Emails Emergency procedures manual Written policies and procedures posters Passive communication is not the most effective way to pass on information in the workplace, particularly with regard to OHS. Whenever you give or pass on information or instructions without confirmation that the message has been understood, you are communicating passively. Questions or statements such as: �Any questions?� Or �Get back to me if you�re not clear� rarely get an honest answer and are quite unhelpful when you think they know how to do something, but in actual fact don�t.Passive communication is not the most effective way to pass on information in the workplace, particularly with regard to OHS. Whenever you give or pass on information or instructions without confirmation that the message has been understood, you are communicating passively. Questions or statements such as: �Any questions?� Or �Get back to me if you�re not clear� rarely get an honest answer and are quite unhelpful when you think they know how to do something, but in actual fact don�t.

32. Active communication Ask them if the received it Ask them to reply in writing Ask them to sign a circulation list Check for understanding by asking questions Check that did what they were meant to do by walking around, asking for formal reports Active communication is an effective way to pass on information about OHS in the workplace. This means making an effort to check that the information or instructions you have transmitted have been understood and implemented. It also means monitoring that the outcome you want has been achieved. Note: As workplaces differ and people�s techniques of communication differ, what is considered a good communication method in one company or department, might not work elsewhere. HANDOUTS: ALLOW 15 minutes for students to complete the following activities Activity 4.1 page 112 of Occupational Health and Safety by Margaret Stewart and Frank Heyes McGraw Hill Case study 4.1 page 114 of Occupational Health and Safety by Margaret Stewart and Frank Heyes McGraw Hill Active communication is an effective way to pass on information about OHS in the workplace. This means making an effort to check that the information or instructions you have transmitted have been understood and implemented. It also means monitoring that the outcome you want has been achieved. Note: As workplaces differ and people�s techniques of communication differ, what is considered a good communication method in one company or department, might not work elsewhere. HANDOUTS: ALLOW 15 minutes for students to complete the following activities Activity 4.1 page 112 of Occupational Health and Safety by Margaret Stewart and Frank Heyes McGraw Hill Case study 4.1 page 114 of Occupational Health and Safety by Margaret Stewart and Frank Heyes McGraw Hill

33. Other ways of keeping staff informed Meetings Demonstrating Newsletters Visual Methods Induction sessions Refer to Aspire Workbook page 12Refer to Aspire Workbook page 12

34. Consultation Code The NSW Consultation Code of Practice 2001 details the responsibilities of employees and employer representatives in meeting OHS consultative requirements in the workplace. www.awu-nsw.asn.au

35. ACTIVITY Locate consultation guidelines within the NSW OHS Act and summarise them in your own words. www.awu-nsw.asn.au Aspire pge 15Aspire pge 15

36. What is consultation Consultation involves including all relevant people in discussion, planning and outcomes. Involves seeking the advice of employees, management, OHS representatives, external parties in implementing the most effective OHS procedures possible. Wide intraorganisational consultation is crucial Refer to Aspire page 16Refer to Aspire page 16

37. Consultation By law employers are required to: Share relevant information about OHS with employees Give employees an opportunity to contribute to resolving OHS issues Consider and value the views of employees. Note: Consultation is a two-way process

38. Benefits of Consultation: Encourages valuable input from your team members. Increases their awareness of OHS so they become more aware of their own safety and the safety of others within their work area. Encourages co-operation and commitment of your team, Increases employees skills and willingness to identify workplace hazards, assess the level of risk and suggest appropriate control measures. Provides valuable input into the development, review and quality improvement of OHS reporting and recording systems, organisational OHS policies and procedures. Promotes a safe system of work. Benefits of Consultation: Encourages valuable input from your team members. They are often ideally placed to monitor and provide feedback on control safety measures. Increases their awareness of OHS so they become more aware of their own safety and the safety of others within their work area. Encourages co-operation and commitment of your team, which is essential for the success of any OHS program. They need to have some ownership of the OHS programs that are developed and implemented. Increases employees skills and willingness to identify workplace hazards, assess the level of risk and suggest appropriate control measures. This can increase morale and job satisfaction of your team as their views are valued and taken into account. Provides valuable input into the development, review and quality improvement of OHS reporting and recording systems, organisational OHS policies and procedures. Promotes a safe system of work. The information gained from consulting with your team can lead to continuous improvement, with better decisions being made when identifying, assessing and controlling workplace health and safety risks.Benefits of Consultation: Encourages valuable input from your team members. They are often ideally placed to monitor and provide feedback on control safety measures. Increases their awareness of OHS so they become more aware of their own safety and the safety of others within their work area. Encourages co-operation and commitment of your team, which is essential for the success of any OHS program. They need to have some ownership of the OHS programs that are developed and implemented. Increases employees skills and willingness to identify workplace hazards, assess the level of risk and suggest appropriate control measures. This can increase morale and job satisfaction of your team as their views are valued and taken into account. Provides valuable input into the development, review and quality improvement of OHS reporting and recording systems, organisational OHS policies and procedures. Promotes a safe system of work. The information gained from consulting with your team can lead to continuous improvement, with better decisions being made when identifying, assessing and controlling workplace health and safety risks.

39. Consultation Mechanisms Management meetings OHS committees OHS representatives Team/Unit meetings Employee feedback Information provision (refer to Aspire workbook page 17-19 and/or Cole pages 623-628 for more detail) Management Meetings - where OHS is discussed and acted on OHS committees � where representatives of the employees and management regularly meet to discuss and recommend OHS action OHS representatives � who fulfill the role of OHS committees in smaller workplaces Team/unit meetings � informal meetings held within a unit/team when a need arises. These meetings can be used for discussion of issues and to provide information about safety issues. Good management is placing OHS on the agenda for each meeting Employee feedback - employee surveys and suggestion boxes can be used to let management know what is happening and to give feedback Information provision � feedback and providing OHS information to employees through flyers, circulars, website or intranet pages, notice boards and video announcements. Refer to Aspire workbook page 17-19 or Cole page 624-625 to find out more detailed information on the committees and representatives Management Meetings - where OHS is discussed and acted on OHS committees � where representatives of the employees and management regularly meet to discuss and recommend OHS action OHS representatives � who fulfill the role of OHS committees in smaller workplaces Team/unit meetings � informal meetings held within a unit/team when a need arises. These meetings can be used for discussion of issues and to provide information about safety issues. Good management is placing OHS on the agenda for each meeting Employee feedback - employee surveys and suggestion boxes can be used to let management know what is happening and to give feedback Information provision � feedback and providing OHS information to employees through flyers, circulars, website or intranet pages, notice boards and video announcements. Refer to Aspire workbook page 17-19 or Cole page 624-625 to find out more detailed information on the committees and representatives

40. DISCUSSION How does consultation on OHS occur in your organisation? Is it effective? How do you consult with your team? Refer to page 19 of Aspire for a sample of a suggestion form for identifying hazards.Refer to page 19 of Aspire for a sample of a suggestion form for identifying hazards.

41. When to consult A new employee is inducted into the workplace Change�s are planned for an employee�s work task Changes are planned for an employee�s position or role Changes are planed for a building, for equipment or for substances used in work practices When OHS audits or checks are planned When risk management plans are being developed The above are occasions when your work team is likely to be at most risk from hazards, or most likely to identify hazards When to consult: A new employee is inducted into the workplace Change�s are planned for an employee�s work task Changes are planned for an employee�s position or role Changes are planed for a building, for equipment or for substances used in work practices When OHS audits or checks are planned When risk management plans are being developed The above are occasions when your work team is likely to be at most risk from hazards, or most likely to identify hazards.When to consult: A new employee is inducted into the workplace Change�s are planned for an employee�s work task Changes are planned for an employee�s position or role Changes are planed for a building, for equipment or for substances used in work practices When OHS audits or checks are planned When risk management plans are being developed The above are occasions when your work team is likely to be at most risk from hazards, or most likely to identify hazards.

42. Tips for encouraging employees to contribute to OHS issues Brainstorming sessions Email or intranet Competitions Sporting events or fitness programs Books, brochures, newsletters Surveys Questionnaires Suggestion boxes Tips for encouraging employees to contribute to OHS issues on an informal basis: Brainstorming sessions Email or intranet � a health and safety bulletin board published on the intranet Competitions eg design workplace OHS posters Sporting events or fitness programs Books, brochures, newsletters Surveys � eg survey of employees regarding hazard identification Questionnaires to provide information to help assess the needs of people orking in different jobs Suggestion boxes provide an opportunity for employees to make suggestions regarding work area hazards. A suitable form should be designed to allow employees to express concerns Tips for encouraging employees to contribute to OHS issues on an informal basis: Brainstorming sessions Email or intranet � a health and safety bulletin board published on the intranet Competitions eg design workplace OHS posters Sporting events or fitness programs Books, brochures, newsletters Surveys � eg survey of employees regarding hazard identification Questionnaires to provide information to help assess the needs of people orking in different jobs Suggestion boxes provide an opportunity for employees to make suggestions regarding work area hazards. A suitable form should be designed to allow employees to express concerns

43. Dealing with issues raised It is essential that management take all concerns seriously and act on them quickly Employees must feel their opinions are valued and that management sees their health and safety as a top priority OHS Committees and representatives take relevant action Refer to Aspire page 21 Refer to page 21 for table on the differences between effective and ineffective consultationRefer to Aspire page 21 Refer to page 21 for table on the differences between effective and ineffective consultation

44. VIDEO Safety Image

45. OHS Training All employees have a right to work in a safe environment Organisations and employers are legally required to provide their employees with OHS training Training is one of the most effective methods of reducing the risk Organising health and safety training for your workplace booklet - www.nohsc.gov.au Chapter 3 of Aspire � page 29Chapter 3 of Aspire � page 29

46. Training Policies Many organisations have developed OHS training policies and procedures to cater to employee and organisational needs. may be informal and on an as-needs basis may also be formally incorporated within an organisation�s policies refer to page 30 of Aspire workbook for an example

47. Benefits of OHS Training Increased productivity and work performance Improved quality of products or services provided through more informed and skilled employees Maintenance of experienced and motivated employees Reduced recruitment and selection costs as a result of less employee turnover Progress towards diversity and equal employment in the workplace Long term behavioural changes Encouragement of shared values and teamwork Development of a support network for employees in times of organisational change.

48. Team benefits of OHS training Help introduce new team members to the workplace Develop the skills and knowledge of team members who need to complete new work tasks or to follow new procedures that are associated with plant and equipment. Increase the skills and knowledge of team members who need to perform specific job tasks (forklifts) Reinforce good health and safe work practices and develop an effective safety culture

49. Training Needs Will depend upon: Familiarity with the workplace Role and responsibility at work Job description Type of risks they�re exposed to Type and occurrence of injury and disease at work

50. Types of training Induction training - An orientation tour of the organisation - Information on general OHS roles - Information on OHS policies and procedures - Explanation of evacuation and emergency procedures - Explanation of safety signs - Explanation of any identified hazards in the work area. When new team members are employed, they need to receive induction training. Induction training should include: - An orientation tour of the organisation - Information on general OHS roles - Information on OHS policies and procedures - Explanation of evacuation and emergency procedures - Explanation of safety signs - Explanation of any identified hazards in the work area. Assigning a buddy to new team members is also a good way to support their introduction to the workplaceWhen new team members are employed, they need to receive induction training. Induction training should include: - An orientation tour of the organisation - Information on general OHS roles - Information on OHS policies and procedures - Explanation of evacuation and emergency procedures - Explanation of safety signs - Explanation of any identified hazards in the work area. Assigning a buddy to new team members is also a good way to support their introduction to the workplace

51. Types of training Training for specific work roles or events (forklifts) OHS consultation training by participating as OHS representatives or members of OHS committees Training as part of control measures New work processes Work procedures and processes changed Team member is moved to another position.

52. What your team should know OHS legislation, duty of care and their requirements under the Act and regulations Risk management procedures within the organisation Correct safe systems or methods of work, such as manual handling techniques Ways to identify improvements in workplace design, such as correct layout for a computer workstation. Correct use of tools, equipment and hazardous substances Correct use of personal protective equipment (PPE) Specific hazards and risk control. What your team should know: OHS legislation, duty of care and their requirements under the Act and regulations Risk management procedures within the organisation Correct safe systems or methods of work, such as manual handling techniques Ways to identify improvements in workplace design, such as correct layout for a computer workstation. Correct use of tools, equipment and hazardous substances Correct use of personal protective equipment (PPE) Specific hazards and risk control.What your team should know: OHS legislation, duty of care and their requirements under the Act and regulations Risk management procedures within the organisation Correct safe systems or methods of work, such as manual handling techniques Ways to identify improvements in workplace design, such as correct layout for a computer workstation. Correct use of tools, equipment and hazardous substances Correct use of personal protective equipment (PPE) Specific hazards and risk control.

53. ACTIVITY Find out what training you need to do if you are an OHS representative or a member of an OHS committee in your state or territory. What other types of OHS training is conducted in your workplace. Answer � You may need to complete OHS consultation training. Training cinducted in your organisation may include induction training, forklift training anf training insafe operating procedures Answer � You may need to complete OHS consultation training. Training cinducted in your organisation may include induction training, forklift training anf training insafe operating procedures

54. Training Needs Analysis The training required for the employees to fulfill their roles and responsibilities. Analysis considers: - The work environment - The activities that people perform in their jobs the way jobs are designed - Selection and recruitment procedures - The equipment and tools used - The way work procedures are designed and managed - Hazards associated with each task. Refer to page 33 of AspireRefer to page 33 of Aspire

55. Skills Audit Identifies all the skills and knowledge your team has Refer to page 34 of Aspire work book for example of TNA and OHS training identification checklist HANDOUT on OHS training (Chapter 3 page 206) Refer to page 34 of Aspire work book for example of TNA and OHS training identification checklist HANDOUT on OHS training (Chapter 3 page 206)

56. To complete a training needs analysis Conduct Identify Analyse Observe Complete Collect and analyse Consult Conduct a workplace inspection that identifies hazards and risks Identify the legislative requirements for managing specific workplace risks such as manual handling or working in confined spaces Analyse information such as workers compensation claims and the injury register. Which types of accidents are causing the most injury? What is the cost of these injuries to the organisation? Observe on-the-job work activities, job tasks and work behaviours with a view to identifying hazards in work practices or threats arising from non compliance to procedures Complete a gap analysis of OHS competencies that relate to a particular job or task. Collect and analyse data from accident/incident investigation processes. Consult with your team about the arrival of any new plant or equipment, particularly on any associated risks with it. Additional training may be required to ensure compliance to new procedures.Conduct a workplace inspection that identifies hazards and risks Identify the legislative requirements for managing specific workplace risks such as manual handling or working in confined spaces Analyse information such as workers compensation claims and the injury register. Which types of accidents are causing the most injury? What is the cost of these injuries to the organisation? Observe on-the-job work activities, job tasks and work behaviours with a view to identifying hazards in work practices or threats arising from non compliance to procedures Complete a gap analysis of OHS competencies that relate to a particular job or task. Collect and analyse data from accident/incident investigation processes. Consult with your team about the arrival of any new plant or equipment, particularly on any associated risks with it. Additional training may be required to ensure compliance to new procedures.

57. Training methods/strategies Individual learning contracts The use of individual or group learning strategies A customised presentation The use of toolbox talks or five minute safety talks Attendance at training course or program Use of checklists, diagrams and documented procedures Structured on-the-job training Once you have identified the training needs, you�ll meed to consider the most appropriate training strategies. Individual learning contracts that are negotiated between a manager or supervisor and a team member, which include opportunities for learning for example work based projects. The use of individual or group learning strategies using workbooks, CD-ROM�s, internet sites supported by a trainer, manager or supervisor. A customised presentation of practical workplace operation on video, DVD or CD-ROM The use of toolbox talks or five minute safety talks given as part of staff meetings, hand-over of shifts or team meetings, Attendance at training course or program, which can be either conducted internally by the organisational trainer unit or by an external consultant Use of checklists, diagrams and documented procedures displayed or readily available in the workplace. Structured on-the-job training, practical demonstration and practice with an experienced employee Refer to Aspire pages 38�to 39 for other types of training. Once you have identified the training needs, you�ll meed to consider the most appropriate training strategies. Individual learning contracts that are negotiated between a manager or supervisor and a team member, which include opportunities for learning for example work based projects. The use of individual or group learning strategies using workbooks, CD-ROM�s, internet sites supported by a trainer, manager or supervisor. A customised presentation of practical workplace operation on video, DVD or CD-ROM The use of toolbox talks or five minute safety talks given as part of staff meetings, hand-over of shifts or team meetings, Attendance at training course or program, which can be either conducted internally by the organisational trainer unit or by an external consultant Use of checklists, diagrams and documented procedures displayed or readily available in the workplace. Structured on-the-job training, practical demonstration and practice with an experienced employee Refer to Aspire pages 38�to 39 for other types of training.

58. Training Costs Fees of training courses provided externally Fees of a training consultant Downtime of production Replacement wages Wages of supervisors or trainers Cost of developing resources Funds dedicated to OHS promotional activities Extra expenses incurred for employees to undertake training Once you have identified the training needs of your workplace you need to consider the cost. The cost may include (refer to Aspire page 41) Fees of training courses provided externally Fees of a training consultant who may come in to the organisation Downtime of production while training takes place Replacement wages to cover employees on training courses Wages of supervisors or trainers within your organisation Cost of developing manuals, user guides or other training resources created by your organisation Funds dedicated to OHS promotional activities Extra expenses incurred for employees to undertake training. Refer to Aspire page 43 for and example of a training cost reportOnce you have identified the training needs of your workplace you need to consider the cost. The cost may include (refer to Aspire page 41) Fees of training courses provided externally Fees of a training consultant who may come in to the organisation Downtime of production while training takes place Replacement wages to cover employees on training courses Wages of supervisors or trainers within your organisation Cost of developing manuals, user guides or other training resources created by your organisation Funds dedicated to OHS promotional activities Extra expenses incurred for employees to undertake training. Refer to Aspire page 43 for and example of a training cost report

59. Evaluation of training Training records Training costs Trainee evaluations Increased awareness of OHS issues Improved performance ASPIRE Chapter 2ASPIRE Chapter 2

60. ACTIVITY Complete a Training Needs Analysis (TNA) for your team

62. DEFINITIONS Hazard: Anything with the potential to harm life, health or property. Risk: The measure of the likelihood and severity of potential injury or illness resulting from a hazard. Accident: A lack of control over people, materials and processes, which results in injury or damage to property and points to inefficient operations. Incident: An event which, on this occasion, did not result in injury or damage to property. Also known as a near miss A hazard is a source or situation with the potential for harm resulting in injury, illness or damage to property.(refer to Aspire page 47) A hazard is a source or situation with the potential for harm resulting in injury, illness or damage to property.

63. Hazards A hazard is a source or situation with the potential for harm resulting in injury, illness or damage to property.(refer to Aspire page 47)

64. Question What sorts of hazards are found in your workplace that are specific to your industry?

65. Types of Accidents Refer to Cole page 627 Accidents don�t happen by themselves. They are not �acts of God� or bad luck. All accidents are caused. At the root of every accident is a failure in a system of work, a machine or a piece of equipment. This is why you should treat all accidents and near misses seriously and investigate them, whether or not an injury has been sustained. When you have determined the chain of events that led to the accident or incident, take steps to eliminate or minimise the hazards, acts or omission that contributed to it. Employees should report all near misses to their manager. It is a good idea to have a special form for this for the manager to complete also, to give to the safety officer or other nominated person. Refer to �From Theory to Practice in Cole page 629Refer to Cole page 627 Accidents don�t happen by themselves. They are not �acts of God� or bad luck. All accidents are caused. At the root of every accident is a failure in a system of work, a machine or a piece of equipment. This is why you should treat all accidents and near misses seriously and investigate them, whether or not an injury has been sustained. When you have determined the chain of events that led to the accident or incident, take steps to eliminate or minimise the hazards, acts or omission that contributed to it. Employees should report all near misses to their manager. It is a good idea to have a special form for this for the manager to complete also, to give to the safety officer or other nominated person. Refer to �From Theory to Practice in Cole page 629

66. Workplace Accidents At the root of every accident is a failure in a system of work, a machine or a piece of equipment. you should treat all accidents and near misses seriously and investigate them take steps to eliminate or minimise the hazards, acts or omission that contributed to it. Employees should report all near misses to their manager Refer to Cole page 627 Accidents don�t happen by themselves. They are not �acts of God� or bad luck. All accidents are caused. At the root of every accident is a failure in a system of work, a machine or a piece of equipment. This is why you should treat all accidents and near misses seriously and investigate them, whether or not an injury has been sustained. When you have determined the chain of events that led to the accident or incident, take steps to eliminate or minimise the hazards, acts or omission that contributed to it. Employees should report all near misses to their manager. It is a good idea to have a special form for this for the manager to complete also, to give to the safety officer or other nominated person. Refer to �From Theory to Practice in Cole page 629 Refer to Cole page 627 Accidents don�t happen by themselves. They are not �acts of God� or bad luck. All accidents are caused. At the root of every accident is a failure in a system of work, a machine or a piece of equipment. This is why you should treat all accidents and near misses seriously and investigate them, whether or not an injury has been sustained. When you have determined the chain of events that led to the accident or incident, take steps to eliminate or minimise the hazards, acts or omission that contributed to it. Employees should report all near misses to their manager. It is a good idea to have a special form for this for the manager to complete also, to give to the safety officer or other nominated person. Refer to �From Theory to Practice in Cole page 629

67. Common contributing factors Faulty planning of work processes Faulty work practices Poor housekeeping Poor machinery and equipment maintenance Inadequate training Inadequate supervision Personal factors such as stress, error or inappropriate behaviour Miscellaneous conditions such as weather (excessive heart) or time of day (at the end of a shift)

68. What causes an Accident System failure or poorly designed work systems lie at the bottom of 80-90% of accidents. Human error is a major factor in only 10-20% of accidents Reference Cole K, Management Theory and Practice, 3rd edn 2005 page 627 System failure or poorly designed work systems lie at the bottom of 80-90% of accidents. This includes technical, mechanical, or other physical causes, such as defective parts, unguarded machinery or worn-out hand tools. Refer to �The Big Picture� on page 628 of Cole, Management Theory and Practice Human error is a major factor in only 10-20% of accidents; after all, people do not injure themselves intentionally. Where human error has occurred, there should , in most cases be no attachment to blame. An error is merely an act that is inappropriate. Human error includes unsafe or inappropriate behaviour by an employee such as absent mindedness, tiredness, forgetfulness or ignorance of risk. These can usually be traced back to inadequate training and/or supervision. If an accident occurs in your area, learn from it. Record the accident and incident information and present it in a useable way.System failure or poorly designed work systems lie at the bottom of 80-90% of accidents. This includes technical, mechanical, or other physical causes, such as defective parts, unguarded machinery or worn-out hand tools. Refer to �The Big Picture� on page 628 of Cole, Management Theory and Practice Human error is a major factor in only 10-20% of accidents; after all, people do not injure themselves intentionally. Where human error has occurred, there should , in most cases be no attachment to blame. An error is merely an act that is inappropriate. Human error includes unsafe or inappropriate behaviour by an employee such as absent mindedness, tiredness, forgetfulness or ignorance of risk. These can usually be traced back to inadequate training and/or supervision. If an accident occurs in your area, learn from it. Record the accident and incident information and present it in a useable way.

69. Iceberg effect on financial costs Accidents are costly. They destroy efficiency, interfere with production and make everyone�s job harder. It is not just serious accidents that cause trouble; a series of minor accidents can keep a workplace in a state of inefficiency and uncertainty. The National Occupational Health and Safety Commission (formerly Worksafe Australia) estimates that workplace accidents and disease cost Australia more than $27m annually. Employers bear approximately 40% of this cost Those injured bear 30% The general community bears 30%. Safety professionals suggest that the total cost of an occupational accident or disease to an organisation is, on average, six times the dollar value of the workers� compensation claim.Accidents are costly. They destroy efficiency, interfere with production and make everyone�s job harder. It is not just serious accidents that cause trouble; a series of minor accidents can keep a workplace in a state of inefficiency and uncertainty. The National Occupational Health and Safety Commission (formerly Worksafe Australia) estimates that workplace accidents and disease cost Australia more than $27m annually. Employers bear approximately 40% of this cost Those injured bear 30% The general community bears 30%. Safety professionals suggest that the total cost of an occupational accident or disease to an organisation is, on average, six times the dollar value of the workers� compensation claim.

70. The Ripple Effect of Injury The costs of poor health and safety in the workplace are like a pebble dropping into a still pool of water � the repercussions can on and on.The costs of poor health and safety in the workplace are like a pebble dropping into a still pool of water � the repercussions can on and on.

71. Question Before an incident occurs what steps can be taken to prevent the event happening? Handout and discuss the four or five steps of risk management. Also Handout Risk management summaryHandout and discuss the four or five steps of risk management. Also Handout Risk management summary

72. Hazards You can find hazards anywhere: where there is machinery wherever people walk where people use hand tools where they handle hazardous materials and substances The first step you must take in controlling hazards and risks is to identify the hazards in your workplace. You can find hazards anywhere, but especially where there is machinery, wherever people walk, where people use hand tools, where they handle hazardous materials and substances. Check out the Workplace Safety risks in the background of this clip. http://www.stationeryisbad.com/badpen1a (no longer available www.ascc.gov.au - try this siteThe first step you must take in controlling hazards and risks is to identify the hazards in your workplace. You can find hazards anywhere, but especially where there is machinery, wherever people walk, where people use hand tools, where they handle hazardous materials and substances. Check out the Workplace Safety risks in the background of this clip. http://www.stationeryisbad.com/badpen1a (no longer available www.ascc.gov.au - try this site

73. Hazard Identification Examine accidents and injury records Observe work tasks Ask your co-workers Organise regular safety audits or safety inspections Examine accidents and injury records � the main things to look for are patterns in type, location, type of incidents, as well as the people involved. Observe work tasks � check the safety of each step involved in work tasks Ask your co-workers � consult with your team, people in other sections, OHS representatives and members of the OHS committees. Organise regular safety audits or safety inspections � to look at work procedures and processes After you have identified hazards in your workplace, you need to be able to assess the risk of those hazards causing accident or injury Examine accidents and injury records � the main things to look for are patterns in type, location, type of incidents, as well as the people involved. Observe work tasks � check the safety of each step involved in work tasks Ask your co-workers � consult with your team, people in other sections, OHS representatives and members of the OHS committees. Organise regular safety audits or safety inspections � to look at work procedures and processes After you have identified hazards in your workplace, you need to be able to assess the risk of those hazards causing accident or injury

74. Risk Assessment How badly could someone be hurt in an accident caused by this hazard? How often is a worker likely to be exposed to this hazard? How likely is it that an accident will occur? To assess the risks, you need to look carefully at each hazard and decide how serious it is. Here are some key questions that you need to ask when assessing the risk associated with a hazard. How badly could someone be hurt in an accident caused by this hazard? How often is a worker likely to be exposed to this hazard? How likely is it that an accident will occur? To assess the risks, you need to look carefully at each hazard and decide how serious it is. Here are some key questions that you need to ask when assessing the risk associated with a hazard. How badly could someone be hurt in an accident caused by this hazard? How often is a worker likely to be exposed to this hazard? How likely is it that an accident will occur?

75. Prioritise Risks Accident or injury is very unlikely to occur Accident or injury is unlikely to occur Accident or injury is likely to occur Accident or injury is highly possible Accident or injury is almost certain to occur Clearly you need to deal with the �fives� first Once you have assessed the seriousness of each risk, it�s useful to prioritise them. Here is a scale of 1-5 that you can use to prioritise risk. Accident or injury is very unlikely to occur Accident or injury is unlikely to occur Accident or injury is likely to occur Accident or injury is highly possible Accident or injury is almost certain to occur Clearly you need to deal with the �fives� first REFER TO HANDOUT Risk Management SummaryOnce you have assessed the seriousness of each risk, it�s useful to prioritise them. Here is a scale of 1-5 that you can use to prioritise risk. Accident or injury is very unlikely to occur Accident or injury is unlikely to occur Accident or injury is likely to occur Accident or injury is highly possible Accident or injury is almost certain to occur Clearly you need to deal with the �fives� first REFER TO HANDOUT Risk Management Summary

76. Prevention Hierarchy Employers must make the workplace safe and free from risks to health. To do this, they should first identify the hazards and their associated risks, and then manage them according to the preferred order of control, or prevention hierarchy. Employers must make the workplace safe and free from risks to health. To do this, they should first identify the hazards and their associated risks, and then manage them according to the preferred order of control, or prevention hierarchy.

77. Flow Chart for Risk Control

78. Documenting a Risk Assessment Description of each hazard The likelihood of accident or injury Severity of an accident that may occur Controls that will reduce or remove the risk Who is responsible for putting the control in place. An important part of conducting a risk assessment is documenting the hazards, assessing the risks and outlining how you propose to control them. Generally a risk assessment form will be used to record all relevant information. Here is no correct layout for risk assessment forms but some information that should be included includes: Description of each hazard The likelihood of accident or injury Severity of an accident that may occur Controls that will reduce or remove the risk Who is responsible for putting the control in place.An important part of conducting a risk assessment is documenting the hazards, assessing the risks and outlining how you propose to control them. Generally a risk assessment form will be used to record all relevant information. Here is no correct layout for risk assessment forms but some information that should be included includes: Description of each hazard The likelihood of accident or injury Severity of an accident that may occur Controls that will reduce or remove the risk Who is responsible for putting the control in place.

79. Monitoring and maintenance All documents are identified with version, date and activity and contact person All documents are readily available Documents are approved by an authorised person Documents are periodically reviewed and revised as necessary Obsolete versions and data are removed from circulation Safety Audits Accident and injury reports Register of injuries Maintaining accurate OHS records is not only a legal requirement, it is sound business practice. It assists in the identification of problems in health and safety in the workplace and in finding solutions to those problems. Safety Audits Accident and injury reports Register of injuries Maintaining accurate OHS records is not only a legal requirement, it is sound business practice. It assists in the identification of problems in health and safety in the workplace and in finding solutions to those problems.

80. Monitoring and maintenance (cont.) Archival documents and data are retained for legal and other purposes Records are kept in some instances for several years, or even several decades The appropriate person such as a doctor should keep access to medical records

81. General OHS records OHS audit and inspection reports Workplace environmental reports Minutes of OHS meetings, work group meeting agenda items and outcomes. Induction, instruction and training plans Up-to-date manufacturers� and suppliers information (eg. MSDS)

82. General OHS records (cont.) Hazardous substance registers Plant and equipment maintenance and testing registers Workers compensation and injury management records First aid and medical post records.

83. Safety Inspection Report

84. Monitoring Records Details of the methods and frequency of review and the risk management process Outcomes of any audits and other monitoring procedures for OHS matters Details of how the review recommendations are to be followed up and implemented Any action plans for reviews of specific OHS matters have been completed and actioned.

85. ACTIVITY (in groups) Using the prevention hierarchy and the hierarchy of risk control discussed on Cole chapter 17 develop plans to deal with the following hazards: Climbing a ladder to change a light bulb located in a wall fixture four metres from the floor Driving a vehicle whose breaks intermittently fail to work. Storing turpentine and other flammable solvents in a shed.

87. Hazards You can find hazards anywhere: where there is machinery wherever people walk where people use hand tools where they handle hazardous materials and substances You can find hazards anywhere, but especially where there is machinery, wherever people walk, where people use hand tools, where they handle hazardous materials and substances. There are so many risks You can find hazards anywhere, but especially where there is machinery, wherever people walk, where people use hand tools, where they handle hazardous materials and substances. There are so many risks

88. Steps to Hazard Management Identify the hazard Assess the risk Initiate immediate control Communicate and report Repair/control the hazard Check and reassess Refer to page 35 of Workbook We will be looking at each of these steps.Refer to page 35 of Workbook We will be looking at each of these steps.

89. Hazard Identification Must be done regularly & routinely be done daily in services with high client numbers be documented and signed off Have a checklist Refer to CHS workbook page 35. Refer to CHS workbook page 35.

90. Hazard Identification A workplace inspection Consultation with staff and personnel Analysing your workplace injury and incident report. Observe work tasks Identifying existing or potential hazards can be done in several ways. Inspect the existing and known hazards Inspect the work processes or operations, that is how the tasks are performed.� Make unannounced inspections to check whether OHS requirements are being observed Inspect any new processes or new equipment to assess hazards Inspect work practices and equipment after there have been complaints made or concerns raised by workers Inspect work practices and equipment after accident or near miss Make follow-up inspections after processes have been changed because ofrecommendations. Examine accidents and injury records � the main things to look for are patterns in type, location, type of incidents, as well as the people involved. Observe work tasks � check the safety of each step involved in work tasks Ask your co-workers � consult with your team, people in other sections, OHS representatives and members of the OHS committees. Organise regular safety audits or safety inspections � to look at work procedures and processes After you have identified hazards in your workplace, you need to be able to assess the risk of those hazards causing accident or injury Identifying existing or potential hazards can be done in several ways. Inspect the existing and known hazards Inspect the work processes or operations, that is how the tasks are performed.� Make unannounced inspections to check whether OHS requirements are being observed Inspect any new processes or new equipment to assess hazards Inspect work practices and equipment after there have been complaints made or concerns raised by workers Inspect work practices and equipment after accident or near miss Make follow-up inspections after processes have been changed because ofrecommendations. Examine accidents and injury records � the main things to look for are patterns in type, location, type of incidents, as well as the people involved. Observe work tasks � check the safety of each step involved in work tasks Ask your co-workers � consult with your team, people in other sections, OHS representatives and members of the OHS committees. Organise regular safety audits or safety inspections � to look at work procedures and processes After you have identified hazards in your workplace, you need to be able to assess the risk of those hazards causing accident or injury

91. Workplace Inspection Observe both the work environment and tasks being carried out Conduct a workplace inspection regularly Use a hazard identification checklist

92. Hazard Identification Checklist Can include: Inadequate lighting Poor office layout Poorly set-up workstations Badly adjusted equipment Fixed or awkward posture Repetitive movement Incorrect use of equipment Electrical hazards Manual handling hazards Slips, trips, falls Unsafe or inefficient work processes

93. ACTIVITY Complete activity 1.9 Complete a workplace inspection of the TAFE Campus

94. Hazard Identification Staff consultation You and your work colleagues are an essential source of information You will often be aware of potential hazards Report anything in the workplace that could be a hazard

95. Hazard Identification Analysis of injury and Incident records Workplace injury and incident records can show trends as there may be incidents showing high frequency or severity When hazards have been identified implement risk control measures and review them regularly

96. The 3A process Anticipate what might be potentially hazardous Assess the risk Adjust the situation to eliminate or reduce the risk Refer to page 42 BSBCMN311ARefer to page 42 BSBCMN311A

97. Risk assessment If you arrive at work one morning and find that the smoke alarm is flashing as it is out of batteries and that the front window has been broken with glass on the floor, what will you do? Refer to page 36 of CHS workbook: Once a hazard has been identified it is then assessed for its potential to cause injury or illness. Refer to page 36 of CHS workbook: Once a hazard has been identified it is then assessed for its potential to cause injury or illness.

98. Risk Assessment The window will be the first hazard you will deal with as the danger is more immediate and is more likely to cause injury. Both hazards are important , but they are prioritised depending upon their injury potential.

99. Risk Assessment How badly could someone be hurt in an accident caused by this hazard? How often is a worker likely to be exposed to this hazard? How likely is it that an accident will occur? To assess the risks, you need to look carefully at each hazard and decide how serious it is. Here are some key questions that you need to ask when assessing the risk associated with a hazard. How badly could someone be hurt in an accident caused by this hazard? How often is a worker likely to be exposed to this hazard? How likely is it that an accident will occur? To assess the risks, you need to look carefully at each hazard and decide how serious it is. Here are some key questions that you need to ask when assessing the risk associated with a hazard. How badly could someone be hurt in an accident caused by this hazard? How often is a worker likely to be exposed to this hazard? How likely is it that an accident will occur?

100. Exposure

101. Severity

102. Assessing and Prioritising the Risk Do the �ones� first HAND OUT Risk Assessment Rating matrixDo the �ones� first HAND OUT Risk Assessment Rating matrix

103. Activity Complete Risk assessment � handout Complete activity 1.10 (page 37)

104. Risk Management Hierarchy of controls Engineeringeliminatesubstitute Administrative PPE

105. Hierarchy of Control Employers must make the workplace safe and free from risks to health. To do this, they should first identify the hazards and their associated risks, and then manage them according to the preferred order of control, or prevention hierarchy. Employers must make the workplace safe and free from risks to health. To do this, they should first identify the hazards and their associated risks, and then manage them according to the preferred order of control, or prevention hierarchy.

106. Flow Chart for Risk Control

107. Documenting a Risk Assessment Description of each hazard The likelihood of accident or injury Severity of an accident that may occur Controls that will reduce or remove the risk Who is responsible for putting the control in place. An important part of conducting a risk assessment is documenting the hazards, assessing the risks and outlining how you propose to control them. Generally a risk assessment form will be used to record all relevant information. Here is no correct layout for risk assessment forms but some information that should be included includes: Description of each hazard The likelihood of accident or injury Severity of an accident that may occur Controls that will reduce or remove the risk Who is responsible for putting the control in place.An important part of conducting a risk assessment is documenting the hazards, assessing the risks and outlining how you propose to control them. Generally a risk assessment form will be used to record all relevant information. Here is no correct layout for risk assessment forms but some information that should be included includes: Description of each hazard The likelihood of accident or injury Severity of an accident that may occur Controls that will reduce or remove the risk Who is responsible for putting the control in place.

108. Hidden Costs Workplace injury can involve considerable costs to an injured worker and their employer. The direct financial cost of injury is often felt quickly by both workers and employers and is easier to anticipate. But when an injury actually occurs many costs that may not have been considered can affect both the worker and the employer. These can include financial, social and health costs. If workers become aware of some of these potential hidden costs they may become more involved in workplace safety programs to prevent injuries occuring. Employers quickly come to realise that safe business is good business when they add up the hidden costs of a serious injury to their workers. These costs can continue after the worker has returned to work and sometimes amount to far more than the direct costs. The diagram below shows some of the hidden costs that may affect workers and employers when an injury occurs. As you can see, the financial problems created are frequently only the �tip of the iceberg�. Workplace injury can involve considerable costs to an injured worker and their employer. The direct financial cost of injury is often felt quickly by both workers and employers and is easier to anticipate. But when an injury actually occurs many costs that may not have been considered can affect both the worker and the employer. These can include financial, social and health costs.