Work Health and Safety Codes of Practice 2011 (Cth)
Work Health and Safety Act 2011
Section 274
Work Health and Safety Codes of Practice 2011
I, Christopher Evans, Minister for Tertiary Education, Skills, Jobs and Workplace Relations, approve the following Codes of Practice under subsection 274(1) of the Work Health and Safety Act 2011.
Dated: 9th December 2011
Signed
CHRISTOPHER EVANS
Minister for Tertiary Education, Skills, Jobs and Workplace Relations
ARRANGEMENT
Instrument of Approval Arrangement Preliminary Provisions Introduction GENERAL RISK AND WORKPLACE MANAGEMENT Code of Practice: How to Manage Work Health and Safety Risks Code of Practice: Managing the Work Environment and Facilities Code of Practice:Work Health and Safety Consultation, Co-operation and Co-ordination HAZARDOUS WORK Code of Practice: Managing Noise and Preventing Hearing Loss Code of Practice: Hazardous Manual Tasks Code of Practice: Confined Spaces Code of Practice: Managing the Risk of Falls at Workplaces HAZARDOUS CHEMICALS Code of Practice: Preparation of Safety Data Sheets for Hazardous Chemicals Code of Practice: Labelling of Workplace Hazardous Chemicals ASBESTOS Code of Practice: How to Manage and Control Asbestos in the Workplace Code of Practice: How to Safely Remove Asbestos PRELIMINARY PROVISIONS
1. Name
This Instrument is the Work Health and Safety Codes of Practice 2011.
NOTE: This Instrument is a legislative instrument within the meaning of the Legislative Instruments Act 2003 (see paragraph 273B(1)(e) of the Work Health and Safety Act 2011) and, notwithstanding that Act, may apply, adopt or incorporate by reference, with or without modifications, any matter contained in any document as in force at a particular time or from time to time (see subsection 274(3) of the Work Health and Safety Act 2011).
2. Application
These Codes of Practice have been made for the purposes of the Work Health and Safety Act 2011 and apply to all bodies and persons having duties under that Act or regulations made under that Act.
3. Commencement
3.1 These Codes of Practice commence on 1 January 2012.
3.2 Save for the Parts prescribed by regulation 761 of Work Health and Safety Regulations 2011 for the purposes of sub item 23(1) of Schedule 2 to the Work Health and Safety (Transitional and Consequential Provisions) Act 2011, these codes of Practice replace the Occupational Health and Safety Code of Practice 2008.
NOTES:
1. Regulation 761 of the Work Health and Safety Regulations 2011 prescribes the following Parts of the Occupational Health and Safety Code of Practice 2008, namely -:
Part 2 (First Aid)
Part 5 (Vibration)
Part 16 (Timber Preservatives)
Part 20 (Occupational Diving)
Part 21 (Spray Painting)
Part 22 (Abrasive Blasting)
Part 23 (Construction Induction Training)
Part 24 (Falls in Construction)
Part 25 (Cash in Transit)
2. Sub item 23 of the Schedule 2 to the Work Health and Safety (Transitional and Consequential Provisions) Act 2011 provides that each prescribed Part of the Occupational Health and Safety Code of Practice 2008, as in force on 31 December 2011, is taken, on and from 1 January 20122, to be a code of practice approved under section 274 of the Work Health and Safety Act 2011 for the purposes of that Act.
3. The Occupational Health and Safety Code of Practice 2008 is registered on the Federal Register of Legislative Instruments as F2008L02054.
INTRODUCTION
These Codes of Practice are based on the model Codes of Practice developed by Safe Work Australia through consultation with Commonwealth, state and territory governments, unions and employer organisations and agreed by the Workplace Relations Ministers Council.
Comcare, as the regulator for the Commonwealth jurisdiction, has modified those model Codes of Practice as and to the extent required for conformity with:
· the Work Health and Safety Act 2011 (‘the WHS Act’);
· the Work Health and Safety (Transitional and Consequential Provisions) Act 2011;
· the Work Health and Safety Regulations 2011 (‘the WHS Regulations’); and
· the Legislative Instruments Act 2003 and the regulations made under that Act.
These Codes of Practice:
- are to be read and construed with the WHS Act and the WHS regulations;
- provide guidance on meeting obligations under the WHS Act and Regulations;
- are admissible in proceedings under the WHS Act and Regulations as evidence of what is known about a hazard, risk or control and what is reasonably practicable.
A reference in these Codes of Practice to these Codes of Practice includes a reference to:
- the instrument of approval;
- the preliminary provisions;
- this Introduction;
- each Code of Practice;
- each document adopted or applied by, or incorporated by reference (with or without modification) into, any of these Codes of Practice;
- the Parts of the Occupational Health and Safety Code of Practice 2008 prescribed by regulation 761 of the WHS Regulations for the purposes of sub item 23 of Schedule 2 to the Work Health and Safety (Transitional and Consequential Provisions) Act 2011; and
- all headings and notes.
In accordance with the Legislative Instruments Act 2003, these Codes of Practice (including this Introduction and any documents adopted, applied or incorporated by reference to these Codes of Practice) are to be read and construed as if these Codes of Practice were an Act and each provision of these Codes of Practice were a provision of an Act.
Copies of these Codes of Practice are available for inspection, free of charge, by members of the public, at any Comcare office during normal business hours.
NOTES:
1. Comcare offices are listed on .
2. Copies of these Codes of Practice may be accessed online at and .
TABLE OF CONTENTS
FOREWORD
SCOPE AND APPLICATION
1.
INTRODUCTION
1.1 Who has responsibility for managing work health and safety risks 1.2 The meaning of key terms 1.3 What is involved in managing risks 1.4 When should a risk management approach be used? 2.
STEP 1 – HOW TO IDENTIFY HAZARDS
2.1 How to find hazards 3.
STEP 2 – HOW TO ASSESS RISKS
3.1 When should a risk assessment be carried out? 3.2 How to do a risk assessment 4.
STEP 3 – HOW TO CONTROL RISKS
4.1 The hierarchy of risk control 4.2 How to develop and implement control options 4.3 How to ensure that controls remain effective 5.
STEP 4 – HOW TO REVIEW CONTROLS
6.
KEEPING RECORDS
APPENDIX A – ASSESSING HOW THINGS GO WRONG
APPENDIX B – RISK REGISTER
APPENDIX C – CASE STUDIES
FOREWORD
This Code of Practice on how to manage work health and safety risks is an approved code of practice under section 274 of the Work Health and Safety Act (the WHS Act).
An approved code of practice is a practical guide to achieving the standards of health, safety and welfare required under the WHS Act and the Work Health and Safety Regulations 2011 (the WHS Regulations).
A code of practice applies to anyone who has a duty of care in the circumstances described in the code. In most cases, following an approved code of practice would achieve compliance with the health and safety duties in the WHS Act, in relation to the subject matter of the code. Like regulations, codes of practice deal with particular issues and do not cover all hazards or risks that may arise. The health and safety duties require duty holders to consider all risks associated with work, not only those for which regulations and codes of practice exist.
Codes of practice are admissible in court proceedings under the WHS Act and Regulations. Courts may regard a code of practice as evidence of what is known about a hazard, risk or control and may rely on the code in determining what is reasonably practicable in the circumstances to which the code relates.
Compliance with the WHS Act and Regulations may be achieved by following another method, such as a technical or an industry standard, if it provides an equivalent or higher standard of work health and safety than the code.
An inspector may refer to an approved code of practice when issuing an improvement or prohibition notice.
This Code of Practice is based on the draft code of practice developed by Safe Work Australia as a model code of practice under the Council of Australian Governments’ Inter-Governmental Agreement for Regulatory and Operational Reform in Occupational Health and Safety for adoption by the Commonwealth, state and territory governments.
A draft of that model code of practice was released for public consultation on 7 December 2010 and was endorsed by the Workplace Relations Ministers’ Council on 10 August 2011.
SCOPE AND APPLICATION
This Code of Practice provides practical guidance for persons who have duties under the WHS Act and Regulations to manage risks to health and safety. The duty is placed on persons conducting a business or undertaking, including employers, self-employed, principal contractors, persons with management or control of a workplace, designers, manufacturers, importers and suppliers of plant, substances or structures that are used for work.
This Code of Practice applies to all types of work and all workplaces covered by the WHS Act. Other approved codes of practice should be referenced for guidance on managing the risk of specific hazards.
How to use this Code of Practice
In providing guidance, the word ‘should’ is used in this Code of Practice to indicate a recommended course of action, while ‘may’ is used to indicate an optional course of action.
This Code of Practice also includes various references to sections of the WHS Act and to provisions of the WHS Regulations which set out the legal requirements. These references are not exhaustive. The words ‘must’, ‘requires’ or ‘mandatory’ indicate that a legal requirement exists and must be complied with.
1. INTRODUCTION
1.1 WHO HAS RESPONSIBILITY FOR MANAGING WORK HEALTH AND SAFETY RISKS?
The WHS Act and Regulations require persons who have a duty to ensure health and safety to ‘manage risks’ by eliminating health and safety risks so far as is reasonably practicable, and if it is not reasonably practicable to do so, to minimise those risks so far as is reasonably practicable.
Persons conducting a business or undertaking will have health and safety duties to manage risks if they:
·engage workers to undertake work for them, or if they direct or influence work carried out by workers
·may put other people at risk from the conduct of their business or undertaking
·manage or control the workplace or fixtures, fittings or plant at the workplace
·design, manufacture, import or supply plant, substances or structures for use at a workplace
·install, construct or commission plant or structures at a workplace.
Deciding what is ‘reasonably practicable’ to protect people from harm requires 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, and
·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.
The process of managing risk described in this Code of Practice will help you decide what is reasonably practicable in particular situations so that you can meet your duty of care under the WHS laws.
Officers (for example company directors) must exercise due diligence to ensure that the business or undertaking complies with the WHS Act and Regulations. This includes taking reasonable steps to:
·gain an understanding of the hazards and risks associated with the operations of the business or undertaking
·ensure that the business or undertaking has and uses appropriate resources and processes to eliminate or minimise risks to health and safety.
A person can have more than one duty and more than one person can have the same duty at the same time.
1.2 THE MEANING OF KEY TERMS
Hazard means a situation or thing that has the potential to harm a person. Hazards at work may include: noisy machinery, a moving forklift, chemicals, electricity, working at heights, a repetitive job, bullying and violence at the workplace.
Risk is the possibility that harm (death, injury or illness) might occur when exposed to a hazard.
Risk control means taking action to eliminate health and safety risks so far as is reasonably practicable, and if that is not possible, minimising the risks so far as is reasonably practicable. Eliminating a hazard will also eliminate any risks associated with that hazard.
1.3 WHAT IS INVOLVED IN MANAGING RISKS?
Management commitment
Effective risk management starts with a commitment to health and safety from those who operate and manage the business or undertaking. You also need the involvement and cooperation of your workers, and if you show your workers that you are serious about health and safety they are more likely to follow your lead.
To demonstrate your commitment, you should:
·get involved in health and safety issues
·invest time and money in health and safety
·ensure health and safety responsibilities are clearly understood.
A step-by-step process
A safe and healthy workplace does not happen by chance or guesswork. You have to think about what could go wrong at your workplace and what the consequences could be. Then you must do whatever you can (in other words, whatever is ‘reasonably practicable’) to eliminate or minimise health and safety risks arising from your business or undertaking.
This process is known as risk management and involves the four steps set out in this Code (see Figure 1 below):
·identify hazards – find out what could cause harm
·assess risks if necessary – understand the nature of the harm that could be caused by the hazard, how serious the harm could be and the likelihood of it happening
·control risks – implement the most effective control measure that is reasonably practicable in the circumstances
·review control measures to ensure they are working as planned.
Figure 1: The risk management process
Many hazards and their associated risks are well known and have well established and accepted control measures. In these situations, the second step to formally assess the risk is unnecessary. If, after identifying a hazard, you already know the risk and how to control it effectively, you may simply implement the controls.
Risk management is a proactive process that helps you respond to change and facilitate continuous improvement in your business. It should be planned, systematic and cover all reasonably foreseeable hazards and associated risks.
Consulting your workers
Section 47: The WHS Act requires that you consult, so far as is reasonably practicable, with workers who carry out work for you who are (or are likely to be) directly affected by a work health and safety matter.
Section 48: If the workers are represented by a health and safety representative, the consultation must involve that representative.
Consultation involves sharing of information, giving workers a reasonable opportunity to express views and taking those views into account before making decisions on health and safety matters.
Consultation with workers and their health and safety representatives is required at each step of the risk management process. By drawing on the experience, knowledge and ideas of your workers you are more likely to identify all hazards and choose effective control measures.
You should encourage your workers to report any hazards and health and safety problems immediately so that risks can be managed before an incident occurs.
If you have a health and safety committee, you should engage the committee in the risk management process as well.
Consulting, co-operating and co-ordinating activities with other duty holders
Section 46: The WHS Act requires that you consult, co-operate and co-ordinate activities with all other persons who have a work health or safety duty in relation to the same matter, so far as is reasonably practicable.
Sometimes you may share responsibility for a health and safety matter with other business operators who are involved in the same activities or who share the same workplace. For example, if you engage on-hire workers as part of your workforce you share a duty of care to these workers with the business that provides them. In these situations, you must discuss the hazards and risks associated with the work and what precautions will be taken with the on-hire firm.
Never assume that someone else is taking care of a health and safety matter. Find out who is doing what and work together with other duty holders in a co-operative and co-ordinated way so that all risks are eliminated or minimised as far as reasonably practicable.
When entering into contracts you should communicate your safety requirements and policies, review the job to be undertaken, discuss any safety issues that may arise and how they will be dealt with. Remember that you cannot transfer your responsibilities to another person.
Further guidance on consultation is available in the Code of Practice: Work Health and Safety Consultation, Co-operation and Co-ordination.
1.4 WHEN SHOULD A RISK MANAGEMENT APPROACH BE USED?
Managing work health and safety risks is an ongoing process that is triggered when any changes affect your work activities. You should work through the steps in this Code when:
·starting a new business or purchasing a business
·changing work practices, procedures or the work environment
·purchasing new or used equipment or using new substances
·planning to improve productivity or reduce costs
·new information about workplace risks becomes available
·responding to workplace incidents (even if they have caused no injury)
·responding to concerns raised by workers, health and safety representatives or others at the workplace
·required by the WHS regulations for specific hazards
It is also important to use the risk management approach when designing and planning products, processes or places used for work, because it is often easier and more effective to eliminate hazards before they are introduced into a workplace by incorporating safety features at the design stage.
2. STEP 1 – HOW TO IDENTIFY HAZARDS
Identifying hazards in the workplace involves finding things and situations that could potentially cause harm to people. Hazards generally arise from the following aspects of work and their interaction:
· physical work environment
· equipment, materials and substances used
· work tasks and how they are performed
· work design and management
Table 1 below lists some common types of workplace hazards. Some hazards are part of the work process, such as mechanical hazards, noise or toxic properties of substances. Other hazards result from equipment or machine failures and misuse, chemical spills and structural failures.
A piece of plant, substance or a work process may have many different hazards. Each of these hazards needs to be identified. For example, a production line may have dangerous moving parts, noise, hazards associated with manual tasks and psychological hazards due to the pace of work.
Table 1: Examples of common hazards
Hazard Potential harm Manual tasks Overexertion or repetitive movement can cause muscular strain Gravity Falling objects, falls, slips and trips of people can cause fractures, bruises, lacerations, dislocations, concussion, permanent injuries or death Electricity Potential ignition source.
Exposure to live electrical wires can cause shock, burns or death from electrocutionMachinery and equipment Being hit by moving vehicles, or being caught by moving parts of machinery can cause fractures, bruises, lacerations, dislocations, permanent injuries or death Hazardous chemicals Chemicals (such as acids, hydrocarbons, heavy metals) and dusts (such as asbestos and silica) can cause respiratory illnesses, cancers or dermatitis Extreme temperatures Heat can cause burns, heat stroke or fatigue
Cold can cause hypothermia or frost biteNoise Exposure to loud noise can cause permanent hearing damage Table 1 continued
Hazard Potential harm Radiation Ultra violet, welding arc flashes, micro waves and lasers can cause burns, cancer or blindness Biological Micro-organisms can cause hepatitis, legionnaires’
disease, Q fever, HIV/AIDS or allergies
Psychosocial hazards Effects of work-related stress, bullying, violence and work-related fatigue
2.1 HOW TO FIND HAZARDS
Inspect the workplace
Regularly walking around the workplace and observing how things are done can help you predict what could or might go wrong. Look at how people actually work, how plant and equipment is used, what chemicals are around and what they are used for, what safe or unsafe work practices exist as well as the general state of housekeeping.
Things to look out for include the following:
· Does the work environment enable workers to carry out work without risks to health and safety (for example, space for unobstructed movement, adequate ventilation, lighting)?
· How suitable are the tools and equipment for the task and how well are they maintained?
· Have any changes occurred in the workplace which may affect health and safety?
Hazards are not always obvious. Some hazards can affect health over a long period of time or may result in stress (such as bullying) or fatigue (such as shiftwork). Also think about hazards that you may bring into your workplace as new, used or hired goods (for example, worn insulation on a hired welding set).
As you walk around, you may spot straightforward problems and action should be taken on these immediately, for example cleaning up a spill. If you find a situation where there is immediate or significant danger to people, move those persons to a safer location first and attend to the hazard urgently.
Make a list of all the hazards you can find, including the ones you know are already being dealt with, to ensure that nothing is missed. You may use a checklist designed to suit your workplace to help you find and make a note of hazards.
Consult your workers
Ask your workers about any health and safety problems they have encountered in doing their work and any near misses or incidents that have not been reported.
Worker surveys may also be undertaken to obtain information about matters such as workplace bullying, as well as muscular aches and pains that can signal potential hazards.
Review available information
Information and advice about hazards and risks relevant to particular industries and types of work is available from regulators, industry associations, unions, technical specialists and safety consultants.
Manufacturers and suppliers can also provide information about hazards and safety precautions for specific substances (safety data sheets), plant or processes (instruction manuals).
Analyse your records of health monitoring, workplace incidents, near misses, worker complaints, sick leave and the results of any inspections and investigations to identify hazards. If someone has been hurt doing a particular task, then a hazard exists that could hurt someone else. These incidents need to be investigated to find the hazard that caused the injury or illness.
3. STEP 2 – HOW TO ASSESS RISKS
A risk assessment involves considering what could happen if someone is exposed to a hazard and the likelihood of it happening. A risk assessment can help you determine:
· how severe a risk is
· whether any existing control measures are effective
· what action you should take to control the risk
· how urgently the action needs to be taken.
A risk assessment can be undertaken with varying degrees of detail depending on the type of hazards and the information, data and resources that you have available. It can be as simple as a discussion with your workers or involve specific risk analysis tools and techniques recommended by safety professionals.
3.1 WHEN SHOULD A RISK ASSESSMENT BE CARRIED OUT?
A risk assessment should be done when:
· there is uncertainty about how a hazard may result in injury or illness
· the work activity involves a number of different hazards and there is a lack of understanding about how the hazards may interact with each other to produce new or greater risks
· changes at the workplace occur that may impact on the effectiveness of control measures.
A risk assessment is mandatory under the WHS Regulations for high risk activities such as entry into confined spaces, diving work and live electrical work.
Some hazards that have exposure standards, such as noise and airborne contaminants, may require scientific testing or measurement by a competent person to accurately assess the risk and to check that the relevant exposure standard is not being exceeded (for example, by using noise meters to measure noise levels and using gas detectors to analyse oxygen levels in confined spaces).
A risk assessment is not necessary in the following situations:
· Legislation requires some hazards or risks to be controlled in a specific way – these requirements must be complied with.
· A code of practice or other guidance sets out a way of controlling a hazard or risk that is applicable to your situation and you choose to use the recommended controls. In these instances, the guidance can be followed.
· There are well-known and effective controls that are in use in the particular industry, that are suited to the circumstances in your workplace. These controls can simply be implemented.
3.2 HOW TO DO A RISK ASSESSMENT
All hazards have the potential to cause different types and severities of harm, ranging from minor discomfort to a serious injury or death.
For example, heavy liquefied petroleum gas (LPG) cylinders can cause muscular strain when they are handled manually. However, if the cylinder is damaged causing gas to leak which is then ignited, a fire could result in serious burns. If that leak occurs in a store room or similar enclosed space, it could result in an explosion that could destroy the building and kill or injure anyone nearby. Each of the outcomes involves a different type of harm with a range of severities, and each has a different likelihood of occurrence.
Work out how severe the harm could be
To estimate the severity of harm that could result from each hazard you should consider the following questions:
· What type of harm could occur (e.g. muscular strain, fatigue, burns, laceration)? How severe is the harm? Could the hazard cause death, serious injuries, illness or only minor injuries requiring first aid?
· What factors could influence the severity of harm that occurs? For example, the distance someone might fall or the concentration of a particular substance will determine the level of harm that is possible. The harm may occur immediately something goes wrong (e.g. injury from a fall) or it may take time for it to become apparent (e.g. illness from long-term exposure to a substance).
· How many people are exposed to the hazard and how many could be harmed in and outside your workplace? For example, a mobile crane collapse on a busy construction site has the potential to kill or injure a large number of people.
· Could one failure lead to other failures? For example, could the failure of your electrical supply make any control measures that rely on electricity ineffective?
· Could a small event escalate to a much larger event with more serious consequences? For example, a minor fire can get out of control quickly in the presence of large amounts of combustible materials.
Work out how hazards may cause harm
In most cases, incidents occur as a result of a chain of events and a failure of one or more links in that chain. If one or more of the events can be stopped or changed, the risk may be eliminated or reduced.
One way of working out the chain of events is to determine the starting point where things begin to go wrong and then consider: ‘If this happens, what may happen next?’ This will provide a list of events that sooner or later cause harm. See the case study in Appendix A.
In thinking about how each hazard may cause harm, you should consider:
· the effectiveness of existing control measures and whether they control all types of harm,
· how work is actually done, rather than relying on written manuals and procedures
· infrequent or abnormal situations, as well as how things are normally meant to occur.
Consider maintenance and cleaning, as well as breakdowns of equipment and failures of health and safety controls.
Work out the likelihood of harm occurring
The likelihood that someone will be harmed can be estimated by considering the following:
· How often is the task done? Does this make the harm more or less likely?
· How often are people near the hazard? How close do people get to it?
· Has it ever happened before, either in your workplace or somewhere else? How often?
Table 2 below contains further questions that can help you estimate likelihood.
You can rate the likelihood as one of the following:
· Certain to occur - expected to occur in most circumstances
· Very likely - will probably occur in most circumstances
· Possible – might occur occasionally
· Unlikely – could happen at some time
· Rare – may happen only in exceptional circumstances
The level of risk will increase as the likelihood of harm and its severity increases.
Table 2 Questions to help determine likelihood
Questions to ask in determining likelihood Explanation and examples How often are people exposed to the hazard? A hazard may exist all of the time or it may only exist occasionally. The more often a hazard is present, the greater the likelihood it will result in harm.
For example:
- Meshing gears in an enclosed gearbox can cause crushing only if the gearbox is open during maintenance, and therefore the potential for harm will not occur very often.
- Continuously lifting heavy boxes has the potential to cause harm whenever the work is done.
How long might people be exposed to the hazard? The longer that someone is exposed to a hazard, the greater the likelihood that harm may result.
For example:The longer a person is exposed to noisy work, the more likely it is that they will suffer hearing loss.
How effective are current controls in reducing risk? In most cases the risks being assessed will already be subject to some control measures. The likelihood of harm resulting from the risk will depend upon how adequate and effective the current measures are.
For example:
Traffic management controls have been implemented in a warehouse to separate moving forklifts from pedestrians by using signs and painted lines on the floor. These controls may need to be upgraded to include physical barriers.Could any changes in your organisation increase the likelihood? The demand for goods or services in many organisations varies throughout the year. Changes in demand may be seasonal, depend on environmental conditions or be affected by market fluctuations that are driven by a range of events. Meeting increased demand may cause unusual loads on people, plant and equipment and systems of work. Failures may be more likely.
For example:
Inner city restaurants and bistros are very busy in the period prior to Christmas, placing extra demands on kitchen and serving staff. The increase in volume of food to be prepared and serving a larger number of patrons increases the potential for human error and the likelihood of harm.Table 2 continued
Questions to ask in determining likelihood Explanation and examples Are hazards more likely to cause harm because of the working environment? Examples of situations where the risk of injury or illness may become more likely:
- Environmental conditions change. For example, work performed in high temperatures in a confined space increases the potential for mistakes because workers become fatigued more quickly; wet conditions make walkways and other things slippery.
- People are required to work quickly. The rate at which work is done (e.g. number of repetitions) can over-stress a person’s body or make it more likely that mistakes will be made.
- There is insufficient light or poor ventilation.
Could the way people act and behave affect the likelihood of a hazard causing harm? The possibility that people may make mistakes, misuse items, become distracted or panic in particular situations needs to be taken into account. The effects of fatigue or stress may make it more likely that harm will occur. Do the differences between individuals in the workplace make it more likely for harm to occur? People with disabilities may be more likely to suffer harm if the workplace or process is not designed for their needs.
New or young workers may be more likely to suffer harm because of inexperience.
People who do not normally work at the workplace will have less knowledge than employees who normally work there, and may be more likely to suffer harm. These people include contractors, visitors or members of the public.4. STEP 3 – HOW TO CONTROL RISKS
The most important step in managing risks involves eliminating them so far as is reasonably practicable, or if that is not possible, minimising the risks so far as is reasonably practicable.
In deciding how to control risks you must consult your workers and their representatives who will be directly affected by this decision. Their experience will help you choose appropriate control measures and their involvement will increase the level of acceptance of any changes that may be needed to the way they do their job.
There are many ways to control risks. Some control measures are more effective than others.
You must consider various control options and choose the control that most effectively eliminates the hazard or minimises the risk in the circumstances. This may involve a single control measure or a combination of different controls that together provide the highest level of protection that is reasonably practicable.
Some problems can be fixed easily and should be done straight away, while others will need more effort and planning to resolve. Of those requiring more effort, you should prioritise areas for action, focusing first on those hazards with the highest level of risk.
4.1 THE HIERARCHY OF RISK CONTROL
The ways of controlling risks are ranked from the highest level of protection and reliability to the lowest as shown in Figure 2 below. This ranking is known as the hierarchy of risk control. The WHS Regulations require duty holders to work through this hierarchy when managing risk under the WHS Regulations.
Figure 2: The hierarchy of risk
You must always aim to eliminate a hazard, which is the most effective control. If this is not reasonably practicable, you must minimise the risk by working through the other alternatives in the hierarchy.
Level 1 control measures
The most effective control measure involves eliminating the hazard and associated risk. The best way to do this is by, firstly, not introducing the hazard into the workplace. For example, you can eliminate the risk of a fall from height by doing the work at ground level.
Eliminating hazards is often cheaper and more practical to achieve at the design or planning stage of a product, process or place used for work. In these early phases, there is greater scope to design out hazards or incorporate risk control measures that are compatible with the original design and functional requirements. For example, a noisy machine could be designed and built to produce as little noise as possible, which is more effective than providing workers with personal hearing protectors.
You can also eliminate risks by removing the hazard completely, for example, by removing trip hazards on the floor or disposing of unwanted chemicals.
It may not be possible to eliminate a hazard if doing so means that you cannot make the end product or deliver the service. If you cannot eliminate the hazard, then eliminate as many of the risks associated with the hazard as possible.
Level 2 control measures
If it is not reasonably practicable to eliminate the hazards and associated risks, you should minimise the risks using one or more of the following approaches:
·Substitute the hazard with something safer
For instance, replace solvent-based paints with water-based ones.
·Isolate the hazard from people
This involves physically separating the source of harm from people by distance or using barriers. For instance, install guard rails around exposed edges and holes in floors; use remote control systems to operate machinery; store chemicals in a fume cabinet.
·Use engineering controls
An engineering control is a control measure that is physical in nature, including a mechanical device or process. For instance, use mechanical devices such as trolleys or hoists to move heavy loads; place guards around moving parts of machinery; install residual current devices (electrical safety switches); set work rates on a production line to reduce fatigue.
Level 3 control measures
These control measures do not control the hazard at the source. They rely on human behaviour and supervision, and used on their own, tend to be least effective in minimising risks. Two approaches to reduce risk in this way are:
·Use administrative controls
Administrative controls are work methods or procedures that are designed to minimise exposure to a hazard. For instance, develop procedures on how to operate machinery safely, limit exposure time to a hazardous task, use signs to warn people of a hazard.
·Use personal protective equipment (PPE)
Examples of PPE include ear muffs, respirators, face masks, hard hats, gloves, aprons and protective eyewear. PPE limits exposure to the harmful effects of a hazard but only if workers wear and use the PPE correctly.
Administrative controls and PPE should only be used:
·when there are no other practical control measures available (as a last resort)
·as an interim measure until a more effective way of controlling the risk can be used
·to supplement higher level control measures (as a back-up).
Regulation 44-47: The WHS Regulations include specific requirements if PPE is to be used at the workplace, including that the equipment is:
· selected to minimise risk to health and safety
· suitable for the nature of the work and any hazard associated with the work
· a suitable size and fit and reasonably comfortable for the person wearing it
· maintained, repaired or replaced so it continues to minimise the risk
· used or worn by the worker, so far as is reasonably practicable.
A worker must, so far as reasonably able, wear the PPE in accordance with any information, training or reasonable instruction.
4.2 HOW TO DEVELOP AND IMPLEMENT CONTROL OPTIONS
Information about suitable controls for many common hazards and risks can be obtained from:
·codes of practice and guidance material
·manufacturers and suppliers of plant, substances and equipment used in your workplace
·industry associations and unions.
In some cases, published information will provide guidance on the whole work process. In other cases, the guidance may relate to individual items of plant or how to safely use specific substances. You may use the recommended control options if they suit your situation and eliminate or minimise the risk.
Developing specific control measures
You may need to develop specific control measures if the available information is not relevant to the hazards and risks or circumstances at your workplace. This can be done by referring to the chain of events that were recorded during the risk assessment.
For each of the events in the sequence, ask: “What can be done to stop or change the event occurring?” An example of this approach is shown in Appendix A.
Working through the events in the sequence will give you ideas about all possible ways to eliminate or minimise the risk. There may be more than one solution for each of the events. The control option you choose should be:
·one that provides the highest level of protection for people and is the most reliable – that is, controls located towards the top of the hierarchy in Figure 2.
·available – that is, it can be purchased, made to suit or be put in place.
·suitable for the circumstance in your workplace – that is, it will work properly given the workplace conditions, work process and your workers.
Where the hazard or risk has the potential to cause death, serious injury or illness, more emphasis should be given to those controls that eliminate or reduce the level of harm, than those that reduce the likelihood of harm occurring.
Make sure that your chosen solution does not introduce new hazards.
Cost of control measures
All risks can be controlled and it is always possible to do something, such as stopping the activity or providing instructions to those exposed to the risk. There will normally be a number of different options between these two extremes. Cost (in terms of time and effort as well as money) is just one factor to consider when determining the best control option.
The cost of controlling a risk may be taken into account in determining what is reasonably practicable, but cannot be used as a reason for doing nothing.
The greater the likelihood of a hazard occurring and/or the greater the harm that would result if the hazard or risk did occur; the less weight should be given to the cost of controlling the hazard or risk.
If two control measures provide the same levels of protection and are equally reliable, you can adopt the least expensive option.
Cost cannot be used as a reason for adopting controls that rely exclusively on changing people’s behaviour or actions when there are more effective controls available that can change the risk through substitution, engineering or isolation.
Implementing controls
The control measures that you put into operation will usually require changes to the way work is carried out due to new or modified equipment or processes, new or different chemicals or new personal protective equipment. In these situations, it is usually necessary to support the control measures with:
·Work procedures
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, instruction and information
Train your workers in the work procedure to ensure that they are able to perform the task safely. Training should require workers to demonstrate that they are competent in performing the task according to the procedure. It is insufficient to simply give a worker the procedure and ask them to acknowledge that they understand and are able to perform it. Training, instruction and information must be provided in a form that can be understood by all workers.
Information and instruction may also need to be provided to others who enter the workplace, such as customers or visitors.
·Supervision
The level of supervision required will depend on the level of risk and the experience of the workers involved. High levels of supervision are necessary where inexperienced workers are expected to follow new procedures or carry out difficult and critical tasks.
You may prepare a risk register that identifies the hazards, what action needs to be taken, who will be responsible for taking the action and by when. An example is provided at Appendix B.
4.3 HOW TO ENSURE THAT CONTROLS REMAIN EFFECTIVE
The following actions may help you monitor the control measures you have implemented and ensure that they remain effective:
·Accountability for health and safety
Accountability should be clearly allocated to ensure procedures are followed and maintained. Managers and supervisors should be provided with the authority and resources to implement and maintain control measures effectively.
·Maintenance of plant and equipment
This will involve regular inspection and testing, repair or replacement of damaged or worn plant and equipment. It includes checking that any control measures are suitable for the nature and duration of work, are set up and used correctly.
·Up-to-date training and competency
Control measures, particularly lower level controls, depend on all workers and supervisors having the appropriate competencies to do the job safely. Training should be provided to maintain competencies and to ensure new workers are capable of working safely.
·Up-to-date hazard information
Information about hazards, such as plant and substances, may be updated by manufacturers and suppliers and should be checked to make sure controls are still relevant. New technology may provide more effective solutions than were previously available. Changes to operating conditions or the way activities are carried out may also mean that control measures need to be updated.
·Regular review and consultation
Control measures are more effective where there is regular review of work procedures and consultation with your workers and their representatives.
5. STEP 4 – HOW TO REVIEW CONTROLS
The control measures that you put in place should be reviewed regularly to make sure they work as planned. Don’t wait until something goes wrong.
There are certain situations where you must review your control measures under the WHS Regulations and, if necessary, revise them. A review is required:
· when the control measure is not effective in controlling the risk
· before a change at the workplace that is likely to give rise to a new or different health and safety risk that the control measure may not effectively control
· if a new hazard or risk is identified
· if the results of consultation indicate that a review is necessary
· if a health and safety representative requests a review.
You may use the same methods as in the initial hazard identification step to check controls. Consult your workers and their health and safety representatives and consider the following questions:
- Are the control measures working effectively in both their design and operation?
- Have the control measures introduced new problems?
- Have all hazards been identified?
- Have new work methods, new equipment or chemicals made the job safer?
- Are safety procedures being followed?
- Has instruction and training provided to workers on how to work safely been successful?
- Are workers actively involved in identifying hazards and possible control measures? Are they openly raising health and safety concerns and reporting problems promptly?
- Is the frequency and severity of health and safety incidents reducing over time?
- If new legislation or new information becomes available, does it indicate current controls may no longer be the most effective?
If problems are found, go back through the risk management steps, review your information and make further decisions about risk control. Priority for review should be based on the seriousness of the risk. Control measures for serious risks should be reviewed more frequently.
Quality assurance processes may be used if you design, manufacture or supply products used for work to check that the product effectively minimises health and safety risks. Obtain feedback from users of the product to determine whether any improvements can be made to make it safer.
Case studies demonstrating how to manage work health and safety risks in consultation with workers are at Appendix C.
6. KEEPING RECORDS
Keeping records of the risk management process demonstrates potential compliance with the WHS Act and Regulations. It also helps when undertaking subsequent risk assessments.
Keeping records of the risk management process has the following benefits. It:
·allows you to demonstrate how decisions about controlling risks were made
·assists in targeting training at key hazards
·provides a basis for preparing safe work procedures
·allows you to more easily review risks following any changes to legislation or business activities
·demonstrates to others (regulators, investors, shareholders, customers) that work health and safety risks are being managed.
The detail and extent of recording will depend on the size of your workplace and the potential for major work health and safety issues. It is useful to keep information on:
·the identified hazards, assessed risks and chosen control measures (including any hazard checklists, worksheets and assessment tools used in working through the risk management process)
·how and when the control measures were implemented, monitored and reviewed
·who you consulted with
·relevant training records
·any plans for changes.
There are specific record-keeping requirements in the WHS Regulations for some hazards, such as hazardous chemicals. If such hazards have been identified at your workplace, you must keep the relevant records for the time specified.
You should ensure that everyone in your workplace is aware of record-keeping requirements, including which records are accessible and where they are kept.
APPENDIX A – Assessing how things go wrong
APPENDIX B – Risk REGISTER
Location: Date: Hazard 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 the current controls? What further controls are required? How will the controls be implemented? Action by Due Date When Completed APPENDIX C – case studies
Case Study 1:
Two years ago, the Burbs Municipal Council implemented a number of written health and safety procedures used to train workers how to carry out particular tasks safely. As these procedures had not been reviewed since their implementation, the Safety Manager (SM) implemented a new approach to not only review these procedures but also promote health and safety more widely across the organisation by encouraging staff involvement and co-operation.
To do this, the SM established and facilitated safety workshops each Friday for an hour where a team would review a particular task and its procedures to identify hazards, assess risks and options to control these. The team included management, council workers, the respective health and safety representative and any contractors engaged to carry out the work.
The SM’s approach was to facilitate the workshops but then hand this role over to the relevant team supervisor, who would then facilitate future meetings to review other tasks conducted by the workers. The written health and safety procedures were not used in the workshops as the SM wanted to learn more about the hazards, risks and controls from the workers without prompting. However, any changes discussed and agreed during the meeting would be included in the revised written safety procedures.
The first safety workshop was conducted in the Parks and Gardens Branch and involved management, workers, their health and safety representatives and a representative from the maintenance shop that supplied the Parks and Gardens Branch with a variety of vehicles and equipment.
Safety workshop – 20 August 2010 Team Parks and Gardens Branch Task being reviewed Cleaning of the toilets in the council’s parks Description of task Undertaken by two workers each Monday morning in a Council truck who would clean the eight toilet blocks across the municipality What does the task involve? At the depot:
· Load the truck with the compressor and pressure hose along with cleaning chemicals and materials
At the park:
· Open toilet block
· Clean toilets
· Unload compressor and pressure hose, place them in toilet block and attach to tap, turn on compressor and hose walls and floors
· Put compressor and pressure hose along with cleaning gear back on truck
· Dry out toilet block floor by sweeping
· Leave park and go to next one
In order to gather advice and information from the team, the SM asked the following questions and shared the responses by writing them on a whiteboard or butchers paper:
What hazards are encountered when doing the task? What risks do these pose to the health and safety? How are these hazards and risks controlled? Plant
· Truck
· Compressor and pressure hose
· Truck - faulty truck could cause accident and cause injuries to workers and others
· Compressor and pressure hose - faulty fuel line in compressor could cause burns and injuries through fire or explosion
· Truck and compressor have maintenance schedule
· Checklist for visual inspection for all plant before it leaves depot
· Reporting and tagging system for all defective plant
Manual Handling
· Loading and unloading the compressor
· Carrying the compressor to and from the toilet block
· Heavy load can cause sprains, strains, back injuries or fractures and cuts if dropped on foot · Compressor has handles fitted to assist in lifting and carrying
· Two persons required to lift and carry compressor
· Only workers who have been trained able to lift and carry compressor
Chemical
· Cleaning agents used to clean toilets and basins
· Skin irritation, rashes and illness caused by exposure to chemicals and their vapours in confined space · Only non-toxic cleaning agents used
· Gloves provided to avoid skin contact
Noise
· Operating the compressor in a closed space with hard surfaces
· Hearing loss from prolonged exposure to the noise levels generated by the compressor · Hearing protection provided for wearing when hosing out the toilet block Slips, trips and falls
· Wet floor when hosing out the toilet block. · Cuts and bruises caused by slipping on wet surface · Safety boots were provided that had slip-resistant soles Many staff present at the workshop indicated it was a waste of time as everything discussed was covered by the health and safety procedure, which they knew backwards. The SM acknowledged this concern but then asked the team whether the way the task was being conducted could be changed to improve health and safety.
One staff member raised concerns about lugging the compressor around 16 times every Monday morning and that doing this tempted them to call in sick. The SM was curious about this and asked why it was necessary to take the compressor off the truck and place it in the toilet. The workers explained that the length of the hose on the pressure spray was short and could only be operated with the compressor in the toilet block.
After hearing this, the representative from the maintenance shop who supplied the compressor mentioned that he could attach a 10-metre hose to the compressor, which would mean the compressor would not have to be taken off the truck. The team agreed this was a good idea and would eliminate the manual handling risks associated with lifting and carrying the compressor. The SM asked what other impacts this would have. The team agreed this would also reduce the noise as the compressor would now be outside the toilet block, but that there could be new risks associated with handling and storing a 10-metre long hose. The team agreed to trial the new hose. It was then installed with a hose handling system.
Following the workshop, the SM asked the supervisor to ensure the modifications were made within two weeks and to revise the procedures and have them checked by the health and safety representative and workers.
Case Study 2:
Jane Smith has been working at the local grocery store for the last 12 months. She had recently taken on a new role as the bakery supervisor and was eager to review the work activities and safety procedures. In preparing for the review, Jane considered how she would conduct the review and who she should speak with.
As a first step, Jane identified the different activities and tasks that were carried out by the workers. These included:
·preparing a number of different products such as bread, cakes, slices and doughnuts
·cleaning items used in product preparation
·general housekeeping.
The next step was to analyse what was involved with each activity. Jane spent three mornings that week with the four bakers who worked in the bakery department. She talked to them about the work activities and what they thought could be changed to improve the safety of the workplace. One of the bakers had been working in the store for over 10 years, whilst another had been working for over 25 years. The other two bakers were apprentices and had only been working with the store for around six months.
From these discussions, Jane identified a number of key tasks the bakers carried out every day when preparing the baked products:
·moving the ingredients from their storage locations to the area of use
·mixing the ingredients together using specialised mixers
·transferring the mixture to the container for baking
·putting them in the oven and removing them from the oven
·slicing and decorating
·packaging the products.
During an inspection of the bakery, Jane and the bakers identified a number of hazards, including the following:
·the doughnut mixer was not guarded and the mixing bowl could be accessed when the machine was operating
·the concrete floors were slippery in the mixing room and flour was spilt where the bakers walked
·low lighting in the food preparation area
·there was narrow access and restricted movement in the storage area where the flour bags were kept.
Jane and the bakers discussed the risks associated with each of the hazards and what could be done to control these risks. In relation to the unguarded mixer, one of the bakers suggested purchasing or hiring a new model with an interlocking guard. After considering the ideas of the bakers, Jane completed the following risk register:
XYZ Grocery Store Pty Ltd
Work area: Bakery department
Form completed by: Jane Smith (Bakery supervisor)
Date form completed: 05/11/2010Hazard identification
Hazard: Doughnut mixer not guarded and mixing bowl can be accessed when machine is operating.
Risk Assessment
What is the harm the hazard could cause: The person operating the mixer could be injured by the moving parts if their hand slipped in while the machine was operating. Hand could be cut or could even lose a finger.
What is the likelihood of this happening: This machine is used several times a day. Two of the workers have not been working in the bakery for a long time and are not very experienced in using the equipment.
Persons at risk: All four bakers who operate the machine.
Existing control measure: Staff follow policy and operating instructions to use the mixer safely – not very effective because it relies on staff keeping hands away from the dangerous parts.
Consequence: Serious injuries
Likelihood: Very likely
Outcome: High risk - the mixer must not be used again until the risk has been controlled.
Control measures
Possible control options:
· Elimination – Eliminating the use of the mixer completely will mean the business cannot continue to sell baked products as the dough cannot be mixed. Business revenue will suffer.
· Substitution – Use of the mixer could be substituted by hand mixing the dough. One day’s production will be lost in the change over. This method can only be considered an interim option as it is not sustainable for more than a day or two with present staff. However, part time staff could be hired to mix the dough. Business income would be reduced and impact on revenue. Alternatively, the mixer could be replaced by purchasing a new, safer machine with a built-in guard.
· Engineering – The mixer could be modified by adding an interlocking guard. A mixer could be hired for the period the old mixer is in for repairs. One day’s production will be lost in this option. The modifications are estimated to cost $1600. Other costs included are: one day lost in production plus hire of substitute machine for approximately 10 days and transport. Estimated cost is less than $6000.
· Administrative or PPE – All staff told to keep hands away from the mixing bowl while it is in use. Only the more experienced bakers are to operate the mixer.
Preferred control option: Purchase a new mixer, which would not cost much more than having the old one modified. Mixing to be done by hand while waiting for replacement mixer to arrive. The costs involved are outweighed by worker safety and this option eliminates the risk of injury.
Implementation
Associated activities Resources required Person(s) responsible Sign off and date New mixer to be purchased. Mixing to be done by hand while waiting for new mixer. May require staff working more hours Less than $6000 Jane Smith – Bakery supervisor J Smith 9/11/10 Develop new work procedures
Provide training to bakers on using the new machine3 hours Jane Smith – Bakery supervisor J Smith 20/12/10 Review
Scheduled review date: 31 January 2011
Are the control measures in place?
- Yes – the new machine has an interlocking guard and bakers have been provided with training on how to use the machine in accordance with the manufacturer’s instructions.
Are the controls eliminating or minimising the risk?
- Yes – the interlocking guard prevents people from putting their hand in the mixing bowl.
Are there any new problems with the risk?
- No.
Jane repeated these steps for each hazard that she identified. The review of the work activities and the implemented control measures improved the safety in the bakery department at the grocery store.
TABLE OF CONTENTS
FOREWORD
SCOPE AND APPLICATION
1.
INTRODUCTION
1.1 Who has duties in relation to the work environment and facilities? 1.2 Identifying what facilities are needed 1.3 Maintaining the work environment facilities 2.
THE WORK ENVIRONMENT
2.1 Entry and exit 2.2 Housekeeping 2.3 Work areas 2.4 Floors and other surfaces 2.5 Workstations 2.6 Lighting 2.7 Air quality 2.8 Heat and cold 3.
WELFARE FACILITIES
3.1 Access to facilities 3.2 Drinking water 3.3 Toilets 3.4 Hand washing 3.5 Dining facilities 3.6 Personal storage 3.7 Change rooms 3.8 Shower facilities 4.
GUIDANCE FOR SPECIFIC TYPES OF WORK
4.1 Outdoor work 4.2 Remote or isolated work 4.3 Accommodation 5.
EMERGENCY PLANS
5.1 Preparing emergency procedures 6.
KEEPING RECORDS
APPENDIX A – WORK ENVIRONMENT AND FACILITIES CHECKLIST
APPENDIX B – EXAMPLES OF FACILITIES FOR DIFFERENT WORKPLACES
FOREWORD
This Code of Practice on managing the work environment and facilities is an approved code of practice under section 274 of the Work Health and Safety Act (the WHS Act).
An approved code of practice is a practical guide to achieving the standards of health, safety and welfare required under the WHS Act and the Work Health and Safety Regulations 2011 (the WHS Regulations).
A code of practice applies to anyone who has a duty of care in the circumstances described in the code. In most cases, following an approved code of practice would achieve compliance with the health and safety duties in the WHS Act, in relation to the subject matter of the code. Like regulations, codes of practice deal with particular issues and do not cover all hazards or risks that may arise. The health and safety duties require duty holders to consider all risks associated with work, not only those for which regulations and codes of practice exist.
Codes of practice are admissible in court proceedings under the WHS Act and Regulations. Courts may regard a code of practice as evidence of what is known about a hazard, risk or control and may rely on the code in determining what is reasonably practicable in the circumstances to which the code relates.
Compliance with the WHS Act and Regulations may be achieved by following another method, such as a technical or an industry standard, if it provides an equivalent or higher standard of work health and safety than the code.
An inspector may refer to an approved code of practice when issuing an improvement or prohibition notice.
This Code of Practice has been developed by Safe Work Australia as a model code of practice under the Council of Australian Governments’ Inter-Governmental Agreement for Regulatory and Operational Reform in Occupational Health and Safety for adoption by the Commonwealth, state and territory governments.
A draft of this Code of Practice was released for public consultation on 7 December 2010 and was endorsed by the Workplace Relations Ministers’ Council on 10 August 2011.
SCOPE AND APPLICATION
This Code of Practice applies to all types of work and all workplaces covered by the WHS Act, including workplaces that are mobile, temporary and remote.
It provides practical guidance for persons conducting a business or undertaking on how to provide and maintain a physical work environment that is without risks to health and safety. This Code covers:
·the physical work environment, such as workspace, lighting and ventilation
·facilities for workers, including toilets, drinking water, washing and dining areas, change rooms, personal storage and shelter
·remote and isolated work
·emergency plans.
This Code of Practice takes into account that new buildings and major renovations must also comply with the National Construction Code of Australia which specifies certain requirements, for example the number of toilets that need to be provided in buildings used as workplaces.
For more specific information about providing facilities at construction sites, refer to the Code of Practice: Managing Risks in Construction Work.
Guidance on the provision of first aid facilities can be found in the Code of Practice: First Aid in the Workplace.
NOTE:Regulation 761 of the WHS Regulations prescribes Part 2 (First Aid) of the Occupational Health and Safety Code of Practice 2008 for the purposes of sub item 23(1) of Schedule 2 to the Work Health and Safety (Transitional and Consequential Provisions) Act 2011. That Part is taken to be an approved code of practice approved for the purposes of the WHS Act.
How to use this Code of Practice
In providing guidance, the word ‘should’ is used in this Code of Practice to indicate a recommended course of action, while ‘may’ is used to indicate an optional course of action.
This Code of Practice also includes various references to sections of the WHS Act and the Regulations which set out the legal requirements. These references are not exhaustive. The words ‘must’, ‘requires’ or ‘mandatory’ indicate that a legal requirement exists and must be complied with.
1. INTRODUCTION
1.1 WHO HAS DUTIES IN RELATION TO THE WORK ENVIRONMENT AND FACILITIES?
A person conducting a business or undertaking has the primary duty under the WHS Act to ensure, so far as is reasonably practicable, that workers and other persons are not exposed to health and safety risks arising from the business or undertaking.
The WHS Regulations place more specific obligations on a person conducting a business or undertaking in relation to the work environment and facilities for workers, including requirements to:
·ensure, so far as is reasonably practicable, that the layout of the workplace, lighting and ventilation enables workers to carry out work without risks to health and safety
·ensure, so far as is reasonably practicable, the provision of adequate facilities for workers, including toilets, drinking water, washing and eating facilities
·manage risks associated with remote and isolated work
·prepare emergency plans.
Persons conducting a business or undertaking who have management or control of a workplace must ensure, so far as is reasonably practicable, that the workplace, the means of entering and exiting the workplace and anything arising from the workplace is without health and safety risks to any person.
This means that the duty to provide and maintain a safe work environment and adequate facilities may be shared between duty holders, for example a business leasing premises will share the duty with the landlord or property manager of the premises. In these situations the duty holders must, so far as is reasonably practicable, consult, co-operate and co-ordinate activities with each other.
Persons who design and construct buildings and structures that are intended to be used as workplaces must ensure, so far as is reasonably practicable, that the building or structure is without risks to health and safety.
Officers, such as company directors, have a duty to exercise due diligence to ensure that the business or undertaking complies with the WHS Act and Regulations. This includes taking reasonable steps to ensure that the business or undertaking has and uses appropriate resources and processes to provide and maintain a safe work environment and adequate facilities for workers.
Workers have a duty to take reasonable care for their own health and safety and that they do not adversely affect the health and safety of other persons. Workers must comply with any reasonable instruction and cooperate with any reasonable policy or procedure relating to health and safety at the workplace.
1.2 IDENTIFYING WHAT FACILITIES ARE NEEDED
Decisions about workplace facilities and the work environment will depend on the industry the business is operating in, the nature of the work carried out as well as the size and location of the workplace and the number and composition of workers at the workplace.
The requirements in the National Construction Code of Australia will also determine what facilities are required for new buildings.
Consulting workers
Consultation involves sharing of information, giving workers a reasonable opportunity to express views and taking those views into account before making decisions on health and safety matters.
Section 47: The WHS Act requires that you consult, so far as is reasonably practicable, with workers who carry out work for you who are (or are likely to be) directly affected by a work health and safety matter.
Section 48: If the workers are represented by a health and safety representative, the consultation must involve that representative.
You must consult your workers when proposing any changes to the work environment that may affect their health and safety and when making decisions about what facilities are needed (for example, the number and location of toilets). The consultation should also cover things such as access, cleaning and maintenance of the facilities.
If the facilities are already provided at the workplace, you should consult your workers and their health and safety representatives when there are any changes that may affect the adequacy of the facilities. This will help you determine if you need to change or expand your facilities.
Consulting, co-operating and co-ordinating activities with other duty holders
Section 46: The WHS Act requires that you consult, co-operate and co-ordinate activities with all other persons who have a work health or safety duty in relation to the same matter, so far as is reasonably practicable.
Sometimes you may share responsibility for a health and safety matter with other business operators who are involved in the same activities or who share the same workplace. In these situations, you should exchange information to find out who is doing what and work together in a co-operative and co-ordinated way so that all risks are eliminated or minimised so far as is reasonably practicable.
For example, if you are a tenant in a building, you will share responsibility for providing a safe physical work environment and facilities with the property manager or building owner, and you should therefore discuss your requirements regarding these matters with them. This would include checking that they have arrangements in place for the proper maintenance of plant such as air-conditioning systems and facilities such as toilets.
Further guidance on consultation is available in the Code of Practice: Work Health and Safety Consultation, Co-operation and Co-ordination.
The nature of the work
To understand the nature of the work activities and the type of hazards involved, the following questions should be considered:
·Does the work involve exposure to infectious material or contaminants? If so, workers may need access to shower facilities before they leave the workplace.
·Do workers need to change out of their clothes? If so, they may need change rooms and appropriate personal storage.
·Is the work mostly conducted standing or seated? If so, floor coverings and seats should be considered.
·Is the work sedentary or physically active? If so, this may affect the ideal comfortable air temperature.
·Is the work done in shifts? If so, cleaning and maintenance schedules may need to take into account the times when the facilities are used.
Workers undertaking different work within the same workplace may also have different requirements for facilities depending on the work they do and the equipment they use.
Size, location and nature of the workplace
The type of facilities needed also depends on the size, location and nature of the workplace. For example, whether the work is carried out in a building or structure, or whether work is performed outdoors or in a workplace belonging to another business should be taken into consideration. Some workers may be mobile, for example sales representatives, tradespeople or visiting health care workers. The following questions should be considered:
·Does the workplace cover an extensive area, or is work undertaken in a single location?
·Do the workers travel between workplaces, to numerous work sites or to other locations?
·Is the workplace permanent or temporary?
·Is the workplace close to appropriate welfare facilities?
·Will the facilities be available at the times workers need to use them, for example during a night shift?
·Is the means of access safe?
Number and composition of the workforce
The number of workers at the workplace will determine the size and type of facilities required. For example, calculating the number of toilets and hand washing facilities should take account of the number of workers who usually use them at the same time.
Facilities should provide privacy and security for men and women. The requirements of workers with any particular needs (for example, pregnant or lactating women) or disabilities should also be addressed in the design of the workplace.
1.3 MAINTAINING THE WORK ENVIRONMENT AND FACILITIES
The work environment should be maintained so that it remains in a clean and safe condition. Broken or damaged furniture, fixtures and fittings, including chairs, plumbing, air-conditioning and lighting should be repaired promptly.
Facilities should be clean, safe, accessible and in good working order. Consumable items, including soap and toilet paper, should be replenished regularly. Equipment and furniture such as toasters, fridges, lockers or seating should be maintained in good working order.
Workplaces and facilities should be cleaned regularly, usually on a daily or weekly basis. The cleaning schedule of facilities such as dining areas, toilets, hand basins and showers should take into account shift work, the type of work performed, the likelihood of contamination and the number of workers using them.
Appendix A may be used as a checklist to help you review the work environment and the adequacy of facilities provided to workers.
2. THE WORK ENVIRONMENT
Regulation 40: A person conducting a business or undertaking must ensure, so far as is reasonably practicable, that:
·the layout of the workplace allows, and is maintained to allow, persons to enter and exit the workplace and move within it safely, both under normal working conditions and in an emergency
·work areas have space for work to be carried out safely
·floors and other surfaces are designed, installed and maintained to allow work to be carried out safely
·lighting enables each worker to carry out work safely, persons to move around safely and safe evacuation in an emergency
·ventilation enables workers to carry out their work without risk to their health and safety
·workers exposed to extremes of heat or cold are able to carry out work without risk to their health and safety
·work in relation to or near essential services (such as gas, electricity, water, sewerage and telecommunications) does not affect the health and safety of persons at the workplace.
2.1 ENTRY AND EXIT
The means of entry and exit to and from the workplace must be safe. This may include ensuring that workers with special needs or disabilities can safely enter and leave the workplace.
Entries and exits should be slip-resistant under wet and dry conditions.
Aisles and walkways should be at least 600 mm wide and kept free of furniture or other obstructions at all times. Where it is necessary to clearly define entry and exit routes, the boundaries of the route should be marked by a permanent line of white, yellow or other contrasting colour at least 50 mm wide or by glowing markers. Entry and exit routes, stairs and walkways should be adequately lit.
Open sides of staircases should be guarded with an upper rail at 900 mm or higher and a lower rail. A handrail should be provided on at least one side of every staircase. Additional handrails may be needed down the centre of wide staircases. Further information is available in AS 1657 – Fixed platforms, walkways, stairways and ladders - Design, construction and installation.
Separate entries and exits for mobile equipment (for example, forklifts or trucks) and pedestrians should be provided to minimise the risk of persons being hit by moving vehicles. If people and vehicles have to share a traffic route, use kerbs, barriers or clear markings to designate a safe walkway. Doors and gates should be fitted with safety devices if necessary. Doors on main traffic routes should have a transparent viewing panel (unless they are fire-rated doors).
Power-operated doors and gates should have safety features to prevent people being struck or trapped. Upward-opening doors or gates should be fitted with an effective device (such as counterbalance springs or ratchet devices) to prevent them falling back.
The location of exits should be clearly marked and signs should be posted to show the direction to exit doors to aid emergency evacuation.
2.2 HOUSEKEEPING
An untidy workplace can cause injuries in particular, injuries resulting from slips and trips, therefore good housekeeping practices are essential for all workplaces. For example:
·spills on floors should be cleaned up immediately
·walkways should be kept clear of obstructions
·work materials should be neatly stored
·any waste should be regularly removed.
It will be much easier to keep the workplace clean and tidy if it is well laid out with sufficient space for storage and for the movement of people. Space close to workstations should be allocated to allow for the storage of tools and materials that are used frequently, for example providing racks for hand tools above workbenches.
Tidiness throughout the working day can be difficult to maintain in industries where there is rapid production of finished goods and/or waste. In these situations, training all workers in good housekeeping procedures and their co-operation with these procedures is necessary to keep the workplace tidy.
Suitable containers for waste should be conveniently located and regularly emptied.
While it may be reasonable to expect workers to leave their immediate work area in a clean and tidy condition at the end of the working day, other options for carrying out the general cleaning of the workplace should be considered, for example engaging cleaners.
2.3 WORK AREAS
The layout of work areas should be designed to provide sufficient clear space between furniture, fixtures and fittings so that workers can move about freely without strain or injury and also evacuate quickly in case of an emergency. Space for aisles, passages and access to other areas is needed in addition to the space around workstations.
In determining how much space is needed, the following should be considered:
·the physical actions needed to perform the task
·the need to move around while working
·whether the task is to be performed from a sitting or standing position
·access to workstations
·the equipment to be handled and the personal protective equipment that may be worn to perform the work.
Environmental factors including heat or noise may require an increase to the space, as will work activities that involve manual tasks or the use of tools such as knives where the risk of injury is increased due to close working conditions.
Further guidance in relation to manual tasks and the layout of work areas is available in the Code of Practice: Hazardous Manual Tasks.
Table 2: Selecting RPE.
Fit testing of face pieces
The fit of a negative-pressure respirator to a worker’s face is critical. A fit test, in accordance with AS/NZS 1715:2009 Selection, Use and Maintenance of Respiratory Protective Devices and the manufacturer’s instructions, should be performed to assist in determining the best fit respirator for the individual worker immediately before commencing work and a fit check performed each time the respirator is to be used.
The performance of RPE depends on a good contact between the wearer’s skin and the face seal of the mask so that the mask is a tight-fitting face piece or full mask. A good face seal can only be achieved if the wearer is clean-shaven in the region of the seal and the face piece is the correct size and shape to fit the wearer’s face.
Workers using negative-pressure respirators should also be clean-shaven to ensure a good face seal. Workers with beards, stubble or facial hair should use a continuous-flow positive pressure respirator.
Workers wearing prescription glasses with side arms may not be able to use full-face respirators because of the loss of seal around the spectacle arms. If their glasses cannot be modified so they do not need the support of the ears, these workers should not use full-face respirators and should wear air supply hoods instead. Ensure that these hoods will provide a sufficient level of protection.
Where the half-face respirator has been selected as providing the most appropriate protection and a seal or fit is not achievable from non-disposable respirators, a disposable respirator may be used.
To conduct a full- or half-face respirator fit check:
· close off inlet to filter
· inhale gently
· hold for 10 seconds
· check that the face piece remains slightly collapsed, as it should.
APPENDIX C – EXAMPLE OF A CLEARANCE CERTIFICATESECTION A – CLEARANCE INSPECTION DETAILS
NOTE: Where asbestos removal work requires a Class A licence, a licensed asbestos assessor must carry out the clearance inspection and complete an asbestos removal clearance certificate if satisfied that the area is safe to reoccupy.
Client details Name of client:
Client contact details:
Removal work details Date removal work carried out:
Site address where removal work is being carried out:
Details of the specific asbestos removal work area(s):
Name of licensed asbestos removalist:
Name and contact details of licensed asbestos removalist supervisor (if different to removalist):
Inspection details Date of clearance inspection:
Time of clearance inspection:
SECTION B – ASBESTOS REMOVAL WORK PAPERWORK
Yes No Do you have a copy of the asbestos removal control plan ? Do you have a copy of the notification form? Is the removal work consistent with the control plan and the notification form? (e.g. use of enclosures, decontamination facilities, waste facilities) SECTION C – ASBESTOS REMOVAL WORK AREA
1. Visual Inspection
Yes No Inspection of the specific area detailed in Section A found no visible asbestos remaining as a result of the asbestos removal work carried out. Is air monitoring required (if no, proceed to Section E) Can the area be reoccupied? Has additional information been attached? (e.g. photos, drawings, plans)
2. Air monitoring
Yes No Air monitoring was carried out as part of the clearance inspection. The result was below 0.01 f/ml. Has the air monitoring sample been analysed by a NATA-accredited laboratory? Is the air monitoring report attached? Can the area be reoccupied? SECTION D – ENCLOSURES
1. Prior to dismantling the enclosure
Yes No The area within the enclosure and the area immediately surrounding the enclosure was inspected and no visible asbestos was found. Air monitoring was carried out as part of the clearance inspection. The result was below 0.01f/ml. Is the air monitoring report attached? Can the enclosure be dismantled? Number of samples collected:____________________
Sample 1 Sample 2 Sample 3 Sample 4 Sample 5 RESULTS
2. After the enclosure was dismantled and removed
Yes No An inspection of the area in which the enclosure was erected and the area immediately surrounding the area where the enclosure was erected was inspected and no visible asbestos was found. Air monitoring was carried out as part of the clearance inspection. The result was below 0.01f/ml. Is the air monitoring report attached? Can the area be reoccupied? Number of samples collected: ____________________
Sample 1 Sample 2 Sample 3 Sample 4 Sample 5 RESULTS SECTION E – CLEARANCE DECLARATION
I declare that:· the former enclosure, asbestos removal work area and the surrounding area are free from any visible asbestos
· the transit route and waste routes are free from any asbestos, and
· all asbestos in the scope of the removal work has been removed and any known asbestos is intact.
...........................................................
Signature of licensed assessor/competent person...........................................................
Assessor licence number (if applicable)...........................................................
Name of licensed assessor /competent personAPPENDIX D – EXAMPLES OF ASBESTOS REMOVAL WORK
NOTE: This appendix does not address hazards other than asbestos, including fall from heights or electrical hazards. These hazards also need to be identified and the associated risk controlled.
This appendix provides guidance on how to perform a specific task associated with asbestos removal work.
With all tasks, some general requirements include the following:
· Obtain the asbestos register prior to commencing asbestos removal work.
· Depending on the type of asbestos removal work, follow the requirements outlined in Chapters 2–4 of this Code (for example, laying plastic sheeting, isolating the work areas, signs and barricades, PPE, cleaning up site).
Asbestos cement products
Asbestos cement products consist of approximately 15 per cent asbestos fibres by weight. A wide range of products have been commonly found—including roofing, shingles, exterior cladding on industrial, public and some domestic premises, corrugated/profile sheets as well as flat sheets—that have been used for exterior flexible building boards.
If possible, you should remove the asbestos cement products whole. If some sections have been damaged prior to removal, these may be strengthened by applying duct tape.
Identify the method in which the asbestos cement product is held in place, then use a method that would minimise airborne dust generation in removing the product. For example:
· fasteners: dampen then carefully remove using a chisel
· bolts: dampen then use bolt cutters (or an oxy torch) – do not use an angle grinder
· screws: dampen then carefully unscrew with a screwdriver
· nails: dampen then carefully lever the panel or punch through if absolutely necessary.
Avoid breaking the asbestos cement products. If breakage is absolutely necessary to remove/dislodge the product, dampen the material and minimise breakage.
Remove the asbestos cement product wet/damp by applying a fine water spray, unless this creates an electrical risk.
Once removed from its position, spray the back of the product with a fine water spray. Frequent application of a fine water spray may be required depending on the circumstances (for example, a very hot day) but be careful not to create a slip hazard.
Personal decontamination must be carried out in accordance with the WHS Regulations and this Code.
Asbestos cement roof sheeting
Asbestos cement can become brittle with age, so any removal work on roofs should address the risk of fall hazards. If lichen is encountered on roof sheeting, caution should be exercised in the use of water and the choice of workers’ footwear because lichen can be slippery, especially when it is wet.
The removal of asbestos cement roofing must be performed in accordance with the WHS Regulations.
Angle grinders should not be used because of the potential for damage to the asbestos cement and subsequent fibre release. Anchoring screws/bolts should be removed from the roofing sheets using an oxy torch or another suitable device that will not significantly damage the sheet.
If the system of removal involves walking on the roof to remove roof sheeting (this should be the last option when choosing a method to remove roof sheeting), spray the asbestos cement roof sheeting with a PVA solution prior to removal. Ensure the PVA is dry before removing it so as to avoid a slip hazard. Once removed, spray the back (underside) of the asbestos cement with either a fine water spray or the PVA solution.
Where the asbestos cement product requires lowering to the ground, ensure this is done in a manner that will minimise the generation of respirable dust. Do not use chutes, ramps or similar gravity dependent devices. Examples of appropriate lowering methods for roof sheeting include:
· by hand, over short distances
· loading the wrapped sheets on to a cradle for support
· using scissor lifts or similar devices
· using scaffolds.
You should follow the cleaning, decontamination, waste removal and disposal procedures in this Code once the asbestos sheeting has been removed.
Where the area to be removed is greater than the size of an average domestic house or where considerable dust will be generated, you should use a full decontamination unit.
Ensure that clearance of the area has been completed and a clearance certificate has been issued prior to reoccupation of the area.
Personal decontamination must be carried out in accordance with the WHS Regulations and this Code.
Removal of floor tiles
Flooring products such as Polyvinyl chloride (PVC or vinyl) tiles often contain a few per cent (5–7 per cent) of very fine chrysotile. Black and brown thermoplastic tiles containing larger amounts and often visible clumps of chrysotile were also produced. Sheet floor coverings were sometimes backed with a thin layer of chrysotile paper. Some underfelts, such as hessian underlays for carpets and linoleum, were also manufactured containing asbestos. The mastics which were used to bond the floor covering to the surface could also contain asbestos. Some hard-wearing composite floors (for example, magnesium oxychloride) also contain about 2 per cent of mineral fibres, which could be asbestos.
Place a tool (such as a scraper or wide blade) between the tiles and lift the tile away from the floor, being careful to minimise breakage. A hammer or mallet can be used to tap the tool under
Minimise dust by spraying fine water mist under tiles as they are lifted.
Place the tiles into a 200 µm plastic waste bag or suitable alternate waste container dedicated for asbestos waste that is clearly labelled with an appropriate warning sign indicating asbestos waste.
Use the scraper to remove any adhesive that is left adhered to the floor after each tile has been removed and place this waste into the asbestos waste bag or suitable waste container.
The vinyl can be cut into strips prior to its removal to facilitate bagging, or it can be rolled into one roll and wrapped securely with plastic, making sure it is totally sealed.
If a heat source is used to soften the adhesive beneath a vinyl tile, care should be taken not to scorch or burn the tile. Burning or scorching vinyl tiles can result in the release of toxic decomposition products and generate a fire hazard. In some cases, the adhesive may contain asbestos.
Follow the cleaning, decontamination, waste removal and disposal procedures once the tiles have been removed.
Ensure that clearance of the area has been completed prior to reoccupation of the area.
Personal decontamination must be carried out in accordance with the WHS Regulations and this Code.
Removing bituminous (malthoid) products
This material is generally regarded as non-friable and includes bitumen products such as roofing felts and damp-proof courses that have been widely reinforced by the addition of asbestos, usually in the form of chrysotile paper. Bitumen-based wall and floor coverings were also produced.
Some mastics used to stick the bitumen products commonly had asbestos added to them for flexibility. Other sealants also had asbestos added to improve the performance of the product.
When removing bituminous products:
· seal access points (for example, skylights) with material such as 200 µm plastic sheeting and duct tape
· where there are exhaust vents from gas fired equipment in the area, it is dangerous to seal over them. Turn the gas off if possible
· cut and remove manageable sections. Place cut pieces in a lined skip or wrap in plastic sheeting
· remove adhering material by dampening and gently scraping. Consider using an industrial vacuum cleaner fitted with a HEPA filter while scraping
· remember that mastics are flexible and may require removal by using scraping and chipping tools. The pieces removed should be kept as intact as possible
· if heating is used to soften the material to enable the material to be peeled, it is important not to burn the material, as this can release respirable asbestos fibres. Excessive heating is also likely to generate toxic fumes and gases and generate a fire hazard
· collect all debris and dispose of waste according to the waste disposal procedures.
Personal decontamination must be carried out in accordance with the WHS Regulations and this Code.
Removal of ceiling tiles
False ceiling tiles or suspended ceilings sometimes need to be removed so maintenance work can be performed. If asbestos has been used on structural materials above a false ceiling there could be contamination on the upper surface of the tiles.
The minimum respiratory protection suitable for this operation is a P1 or P2 filter with a half-face piece respirator. If considerable amounts of asbestos dust or debris are likely to be involved, full-face air-purifying positive pressure respirators should be worn.
Any surface below the tiles that might be contaminated should be covered with plastic sheeting.
The first tile should be lifted carefully to minimise the disturbance of any asbestos fibres. The top of each tile should be thoroughly vacuumed and wet wiped, where possible, prior to removing subsequent tiles.
Where non-asbestos ceiling tiles are to be reused, they should be covered with plastic as they are removed from the ceiling to prevent further dust settling on them.
Wrap the asbestos ceiling tiles in a double layer of heavy-duty, 200 μm thick plastic sheeting.
Waste containment, disposal and clearance must be carried out in accordance with the WHS Regulations and this Code.
Personal decontamination must be carried out in accordance with the WHS Regulations and this Code.
Removal of gaskets and rope seals
This material is generally regarded as friable. If there is any doubt, advice should be sought from a person with knowledge and experience in dealing with asbestos.
Gaskets reinforced with asbestos were once used extensively in plant and equipment exposed to high temperatures and/or pressures. These gaskets were typically used between the flanges of pipes.
Asbestos rope was often used for lagging pipes and valves and for sealing hatches. It is likely that the asbestos in gaskets and rope from plant and equipment will be friable. When removing gaskets and rope seals:
· ensure the plant or equipment is shut down and isolated
· dismantle the equipment carefully. Protect any other components with plastic sheeting
· ensure the plant and equipment has been made safe (pipework emptied, electrical supply isolated and equipment shutdown, etc.)
· unbolt or unscrew the flange or dismantle the equipment
· once accessible, dampen the asbestos with a fine water mist or similar. Continue dampening the asbestos as more of it is exposed/accessible
· ease the gasket or rope seal away with the scraper and place into the waste container positioned directly beside/beneath it. Keep the area damp and scrape away any residue
· consider using an industrial vacuum cleaner fitted with a HEPA filter while scraping.
Personal decontamination must be carried out in accordance with the WHS Regulations and this Code.
Removal of pipe lagging using a glove bag (small section)
Asbestos was widely used to insulate pipes, boilers and heat exchangers.
There are several types and forms of insulation, often with multi-layer construction. Pre-formed sections of asbestos insulation were made to fit the diameter of the pipe. These would be strapped on and calico-wrapped and sometimes painted (for example, ‘Decadex’ finish) or sealed with a hard plaster (often asbestos-containing) to protect against knocks and abrasion. Other types of asbestos-containing felts, blankets, tapes, ropes and corrugated papers were also used. For bends and joins, ensure the plant and equipment has been made safe (for example, pipework emptied, electrical supply isolated and equipment shut down).
Set-up/attach the glove bag and perform the removal work as described in this Code. Remove and dispose of waste according to the relevant sections of this Code.
Personal decontamination must be carried out in accordance with the WHS Regulations and this Code.
Fire retardant material
These are normally homogeneous coatings sprayed or trowelled onto reinforced concrete or steel columns or beams as fireproofing. Sprays were also commonly used on the underside of ceilings for fireproofing and sound and thermal insulation in many high-rise premises. Warehouses and factories commonly had sprayed asbestos applied to walls, ceilings and metal support structures for fireproofing.
Some fire doors contained loose asbestos insulation sandwiched between the wooden or metal facings to give them the appropriate fire rating. Loose asbestos was also packed around electrical cables, sometimes using chicken wire to contain it.
Mattresses containing loose asbestos were widely manufactured for thermal insulation. Acoustic insulation has been provided between floors by the use of loose asbestos in paper bags, and in some areas near removal works it is known that loose asbestos has been used as a readily available form of loft insulation.
Asbestos textiles were manufactured for primary heat (for example, insulation tapes and ropes) or fire protection uses (for example, fire blankets, fire curtains and fire-resistant clothing). Textiles were also used widely as a reinforcing material in friction products/composites.
It will depend on where the fire retardant material is located and the quantity of the material as to how the removal process is conducted, however the asbestos is friable and a Class A licensed asbestos removalist must perform the asbestos removal work.
An asbestos removal control plan must be developed.
· Establish the extent of the removal area and move all items out of the area or cover them with 200 µm plastic sheeting if they could be contaminated during the removal work.
· Develop an enclosure that allows smooth flow of air from the decontamination unit to the negative air units. In constructing the enclosure, pay particular attention to penetrations through the floor and ceiling/roof. Set up the enclosure and decontamination unit, and remove and dispose of asbestos.
· Ensure all air-conditioning equipment has been shut and isolated/blanked from this area.
Maintain regular checks on the negative air unit and decontamination unit. A licensed assessor must conduct/control air monitoring throughout the asbestos removal work.
· Clearance monitoring by a licensed assessor and the issue of a clearance certificate is required before re-entry into the removal work area.
Personal decontamination must be carried out in accordance with the WHS Regulations and this Code.
Removal of asbestos-backed vinyl and millboard from beneath a vinyl floor
As asbestos millboard is typically 100 per cent asbestos and very friable. A full enclosure with negative air extraction units must be used for this type of asbestos removal work.
The asbestos millboard should be wetted down as the vinyl is peeled from the floor, preferably with the millboard attached. The vinyl can be cut into strips prior to its removal to facilitate bagging, or it can be rolled into one roll and wrapped securely with plastic, making sure it is totally sealed. If the vinyl sheeting cannot be removed without leaving some of the asbestos millboard on the floor surface, the remaining asbestos millboard should be wetted down and, when thoroughly soaked, scraped off the floor surface.
Sufficient water should be used to dampen the asbestos millboard, but not so much that run-off or pools of contaminated water will occur.
If a heat source is used to soften the adhesive beneath a vinyl tile, care should be taken not to scorch or burn the tile. Burning or scorching vinyl tiles can result in the release of toxic decomposition products and generate a fire hazard.
Alternative removal methods should only be used if they do not result in excessive fibre release from the asbestos millboard and do not result in any additional hazard.
Personal decontamination must be carried out in accordance with the WHS Regulations and this Code.
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