2.Att A NCI WHS Hazard and Risk Assessment Psychosocial risk Full Release.pdf

Work Health and Safety Management
System (WHSMS) Handbook

Appendix B WHS Hazard and Risk Assessment T emplate
•  This form is used when a documented risk assessment is required in accordance with Appendix A of WHSMS Handbook Chapter 3.1.
•  Original risk assessments must be located in a convenient location in the local area accessible by all people affected by the risk assessment.
•  Risk assessment for static hazards/tasks/activities must be forwarded to local WHS Of icer/Manager for inclusion in the School/Service
Division Static Risk Assessment Template.

Static Risk
Assessment Date
Reviewed by
Version
Assessment No.
Date
To be assigned by WHS  20/04/2020
20/04/2021
2
Of icer/Manager or
equivalent

Name of the
Psychosocial risks – NCI operations
Top Residual Risk (L, M, H, E)
Task/Activity/Area/Hazards
This RA is based on the outcomes of an NCI all staff
assessed
survey undertaken in early April 2022. 21 from
H
approximately 63 staff responded. Percentages listed
against hazards below are the percentage of respondents
identifying some risk of that hazard occurring at NCI.
Description of the
NCI operations – delivering a 24/7 computing service to the Australian research community.
activity/task & location
School/Service Division
NCI
Location and Supervisor
Location  143
Supervisor
Sean Smith
Ph  59800
Risk Assessment Team
Name
Donna Chan
Email
xxxxx.xxxx@xxx.xxx.xx
Ph  53522

Have you completed ANU WHS
Name
Brian Davis
Email
xxxxx.xxxxx@xxx.xxx.xx
Ph  54541
Risk Management Training?
Name

Email

Ph
Y    N

Name

Email

Ph
IF NO, DO NOT PROCEED
Who are affected by this
Al  people in the location
              A group/s of people (list below)
RA?
A single person (list below)
All NCI Staf

Who are consulted on this
List the names of people who are consulted – Mandatory unless there is only 1 person affected
RA? (All persons affected or
All NCI Staf
their representatives needs to be
(Hazard survey undertaken and RA consultation and review process)
consulted)
WHS Legal and Other
Work Health and Safety Act 2011 (Cth)
Requirements
Work Health and Safety Regulations 2011 (Cth)
• WHSMS Handbook Chapter 3.1 Hazard Management
• WHSMS Handbook Chapter 3.15 Psychosocial Risk Management

Recommended reference: Managing psychosocial hazards at work - Code of Practice.
(Safe Work Australia, July 2022)
https:/ www.safeworkaustralia.gov.au/sites/default/files/2022-08/model_code_of_practice_-
_managing_psychosocial_hazards_at_work_25082022_0.docx
(SafeWork NSW)
https://www.safework.nsw.gov.au/resource-library/mental-health/mental-health-strategy-
research/stress-tip-sheets/managing-relationships-and-work-related-stress-tip-sheet-9
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
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Work Health and Safety Management
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Type of RA
Static RA (long term and   > 6 months)  - Send a copy (electronic) to WHS Of icer/Manager and keep
original locally near the activity/location, accessible to all people affected.
Dynamic RA (short term and < 6 months or once off) – Keep the original locally (electronical y or
physically) near the activity/location, accessible to all people affected.

Risk Assessment Instruction
1.  Select hazards from Table 1 below and transfer them into the ‘Hazards’ column of the RA Form.
2.  Enter where and when this hazard exists. This may include specification of during which step, this hazard exists.
3.  Estimate inherent risk of the hazard (without any controls in place) by using Likelihood against Consequences (defined in Table 2) and the
ANU WHS Risk Matrix (Table 3). List them in ‘Inherent Risk’ column of the RA Form.
4.  Develop control measures in accordance with the Hierarchy of Control Principle (Table 4) and list them in ‘Control’ column of the RA Form.
5.  Estimate the residual risk of the hazard after implementing all controls. Remember that administrative control can only reduce the likelihood of
an event occurring, not the consequences.
6.  Identify any controls that are not in place as corrective actions and implement them before undertaking the activity.
7.  Obtain approval from relevant people as identified.
8.  Identify if this is a static risk assessment (> 6 months) or dynamic risk assessment (< 6 months).
9.  Send a copy of the static risk assessments to WHS Of icers/Managers/Equivalent – Keep on file for 7 years.
10. Keep originals of risk assessments in close vicinity of the activities. Dynamic risk assessments can be destroyed 1 year after the activity
ceases.
11. Review the static risk assessments and associated safe work procedures in accordance with 3.1.2.6 Step 4: Review Control Measures
requirements
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
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Work Health and Safety Management
System (WHSMS) Handbook

Table 1. Hazard Selection Table for Hazard Profil  es

Electrical
Chemical
Plant and Equipment
Ergonomics and Manual Tasks
Public Safety
  Electrical Shock (both minor and major)
  Chemical spill – Controlled or uncontrolled
  Potential exposure to fluids under high
Transfer of item(s) up or down stairs, using
  Use of VR, AI or emerging technology on
  Electrical Burns (both minor and major)
pressure
  both hands or requiring the use of lifting
experiment participants
  Exposure to Hazardous Materials (e.g.
equipment from one level to another
  Overheating and fire
Asbestos, Lead or Mercury).
  Other (not listed above)
Provide experiment participants with

  Repetitive, monotonous work, at a high pace
  confronting materials that would cause
  Electrocution
  Other (not listed above, e.g. hazard
interactions)
Noise
traumatic events

  Other (not listed above)

  Exposure to 85dB(A) LAeq, 8h
Duress and Security Stress
Supply/inject/apply substances (e.g. alcohol,
  chemical, S4-S9 drugs) to experiment

Biological
Personal life threat e.g. violence behaviour,
Chemical
participants
  Live animal handling (e.g. bites, al ergies)
  Exposure to peak noise level of 130 dB(C)
any time during the work activity
  attacking with knives, guns, clubs, or any
type of weapon
  Other (not listed above)
  Airborne contaminants that poses a health
Potential of uncontrolled outbreak of an
Exposure to ototoxic chemicals:
hazard

infectious disease
At any noise level
Personal threat e.g. aggressive behaviour,
Physical/Environmental
Flammable
  physical abuse, assault (includes home visits,
  Pathogen or body fluid contamination

> 50% of the OEL of the chemical at any noise
public interview)

Liquid     Solid     Gas
level
  Animals (e.g. hazardous wild animals, bees,
Exposure to viruses including blood borne
snakes)
Airborne contaminants

At over 100 dB noise level but any level of
  Verbal abuse, threat
viruses
exposure to ototoxic chemicals
  Explosive substances
  Sexual assault/Raping
  Confined space entry (e.g. pit, tank, silo,
  Infective microorganism exposure
  Exposure to vibration & ototoxic chemicals
entry through a hatch)
  Self-reactive or self-heating chemicals
  Bomb threat or unidentified package
  Exposure to communicable or infectious
  Nuisance level of noise causing discomfort
  Fall from a height (e.g. ladder, elevated
platform, cliff, scaffolding)
  Organic peroxide or peroxide-forming
disease as a research object
  Throwing objects, pushing, shoving, tripping,
chemicals
grabbing, kicking, hit ing
  GMO exposure and security
  Other ((not listed above)
  Fire (potential for uncontrolled fire due to
  Oxidising substances
ignition sources)

  Sharps and contaminated sharps
  Contact with body fluid (e.g. biting, spit ing,
scratching)
  Hydrofluoric acid (HF)
Radiation
  Flying or moving items/plant/vehicles, falling
  Biological material spillage
object(s)
Corrosive
  Sealed or Unsealed sources (alpha, beta or
  Kidnaping in a public location while
gamma)
conducting interviews

  Other (not listed above)
Substances    Gas    Airborne
  Hazardous terrain or environment including
wet/slippery surfaces
contaminants

  Unauthorised persons gained access to a
Plant and Equipment
  Exposure to EM Radiations (e.g. X-ray, UV,
infrared)
building
  Lighting/visibility is compromised and
  Asphyxiate gas (e.g. CO2 including dry ice,
  Other (not listed above)
hazardous
liquid N
  Entanglement and trapping parts
2)
  Exposure to artificial radiation (e.g. laser)

  Toxic and health hazard substances
  Crushing, rotating and cutting parts
  Security of sealed and unsealed sources
Public Safety
  Exceedingly strong lighting both natural and
artificial
  Toxic gas (e.g. Hydrogen cyanide, cyanogen)
  Serious burn/cold
  Other (not listed above)
  Uncontrolled spread of hazardous materials
  Glare and reflections
to public
  Respiratory irritants (e.g. engineered
  Ejection of piece/s; shattering or

nanomaterials, dust, asbestos)
fragmentation; Explosion; Implosion
  Temperature or weather extremes (e.g.
Ergonomics and Manual Tasks
  Uncontrolled spread of GMO, communicable
hypothermia, major burns)
or infectious disease to public
  Chemical spraying (e.g. agricultural,
  Stabbing, puncturing, shearing, friction,
Dif icult to access work site,
pesticides)
abrasion
  Repetitive or sustained forces
  Natural disaster e.g. earthquake, flood,
  or a rescue effort would be dif icult in the
  Lifts or suspends a load (e.g. falling objects)
  Sustained awkward static postures
bushfire
event of an emergency
  Chemicals requiring health monitoring (e.g.
Schedule 14 Chemicals).
  Rollover or striking against the plant
  Repetitive movements
  Explosion of liquid nitrogen tanks or other
  Poor air quality or ventilation at work
  Prohibited and restricted carcinogens
tanks that would injure public
  Pressurised vessels (e.g. autoclave, boilers,
  Long duration
  Insufficient/poor amenities (e.g. toilets, lunch
  Mutagens or reproductive system hazards
steam generator)
  Loss of radioactive sources that are
area, breakout area, air-conditioner)
  High Forces
potentially hazards to students and public
Hazards during storage (e.g. mixed hazards
  Mobile lifting equipment and Elevated Work
  Fall on same level (e.g. slip, trip, wet or
  storage, dangerous when wet, temperature
Platform (e.g. heavy load fall from height)
  Hazardous wastes going into drinking
unstable surface)
sensitive, heat & friction sensitive etc)
  Long duration of the same posture (e.g.
water/public river/public sewage
  Hazardous levels of heat or vibration
standing, sit ing)
  Other (not listed above)
  Mix two chemicals to form a new chemical
(generated by plant to whole or part body)
  Use of industrial robots or University

  Animal handling or handling
designed robots
unbalanced/unpredictable load
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
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Work Health and Safety Management
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Traffic Safety
E vent Specific
High Risk Travel
Psychosocial
Psychosocial
  Lack of separation of vehicles, delivery
Organisational – Violent events such as
drivers and pedestrians
  Amusement structures/rides/inflatable
  Risk of violence or discrimination based on
  Organisational – Indirect exposure to
structures
gender or LGBTI identity
traumatic events at work
  robbery, assault, being threatened by
Lack of physical barriers to prevent
managers, colleagues or managers
  Animals and wildlife
Organisational –Shift work, casual
  interaction between vehicles, delivery drivers
  Unpredictable and potentially volatile security
situation
  employment, afterhours work, fatigue
Individual – innate susceptibility to stress;
and pedestrians
  BBQ using gas bottles
management
disabled worker; pre-existing mental and/or
  Other (not listed above)
Vehicles queue in a way that could create
physical conditions; age and experience of

risks to pedestrians, for example crossing
  Children under the age of 18 are part of the
event or attending
  Organisational – Frequently working in
worker, external stressors eg carer

unpleasant conditions
walkways or
Working Away from Campus
responsibilities, financial situation,
obstructing people’s view of vehicles
  Hit by a vehicle (e.g. moving cars in proximity
relationship status.
to pedestrians)
  Lack of appropriate communication tools/aid
  Organisational – Low job demands, too lit le
to do, monotonous tasks
  Routes are not wide enough to separate
  Lack of tracking to know where the person is
  Teaching – SELT Aggression or abuse
vehicles and pedestrians
  Held in a remote area, dif icult to access site)
  Organisational – Low job control
towards teaching staff from students
  Remote or isolated work locations
  Vehicles and pedestrians frequently interact
  Crowding
Organisational – Poor support, including
  Other (not listed above)
  Use of poorly maintained vehicles or use of
  emotional support, from employer, colleagues

  Activities done close to public areas (e.g.
  Communication problems/co-ordination of
Other Hazard Profiles not listed above
students coming out from a School building)
information/alerts
personal vehicles
and managers
  Wildlife or animals
Organisational – Workplace bullying,
  Please identify in the Hazard Profile here and
  Unsuitable road conditions, uneven terrains,
  Fatigue e.g. duration of the event, extreme
unregulated road routes
heat
  aggression, harassment and sexual
hazards in the form below
  Traffic accidents while going to or from
harassment, discrimination etc

Certain times of higher traffic volumes or
  Liquor license
Campus
  interactions between vehicles, delivery
Organisational – Poor relationship between
  No hazards are identified. No Risk
Assessment is required.
drivers and pedestrians
Medical emergency, dif icult to administer or
  Duress situations including being threatened
  supervisors/line managers and staff or HDR

  obtain first aid gain assistance e.g. access to
by the public
students or other NCI staff

  Poor lighting, visibility, shade or glare
medical facilities
  Poorly set-up/resourced offsite workspace
Organisational – Poor relationship between
Potential contact with stationary objects e.g.
  Scaffolding more than 4m in height
  supervisors/line managers and staff or HDR
  overhead structures, stationary plant or
  Social isolation and lack of day to day
support
students or other NCI staff
stored or discarded items.
  Food services and preparation
  Blind spots at the workplace caused by
  Loss of usual health/self-care routines such
  Organisational – workplace conflicts
stationary equipment and vehicles and other
  High risk work licence required in accordance
with WHS Regs
as exercise and sleep
Organisational – Perceived or actual lack of
areas of poor visibility or low lighting levels

  Other (not listed above)
fairness, equity and diversity; discrimination
  Other hazards e.g. noise, emissions or falling
High Risk Travel

against community groups or members (e.g.
objects surrounding the building
Psychosocial
LGBTQI)
  Pedestrian routes are not designed so
  Risk of kidnapping in this city/region
pedestrians wil  not take short cuts
  Current civil unrest/political tension
  Environmental – Workplace not compliant
Organisational – Low role clarity; uncertainty
  Intersections and bottleneck areas around
with WHS requirements
  about changes or frequent changes to tasks
driveways and entrances
  Violent crime
and work standards; conflicting job roles
  ‘Blind’ or convex corners
  Threat of attack from bordering nations
  Environmental – Poor air quality, high levels
of noise, extreme temperatures
Organisational – Poor organisational
  Lack of disabled access to and within a
  change management; poor consultation in
workplace
  Region affected by natural disaster
  Environmental – Lack of WHS consideration
change management
for unsafe plant
  NCI staff are not aware of insurance policy or
  Threat of regional disputes spreading
emergency procedure on road
Organisational – Low recognition and
  Environmental – Other: please list
  Heightened risk terrorist attacks can occur
  reward; low recognition in high WHS
  Lack of maintenance of bikes and cars
performance
provided to NCI staff
  Health risks from insect borne disease
  Organisational – High job demand, long
working hours
  Use of personal vehicle or bikes for work
Organisational – Poor organisational justice;
activities
  Health risks from water borne disease
  inconsistent application of policy and
  Organisational – High workloads, time
  Other (not listed above)
pressure, fast work pace
procedures; bias on resource allocation
  Health risks from other infectious disease in

the destination countries
Organisational – High emotional effort
Event Specific
  Organisational – No standardised WHS
  responding to distressing situations and to
management practices across the University

  Threat of assault and sexual assault in
Access to the event is restricted/controlled
foreign countries
aggressive colleagues or students
  Organisational – Frequent remote and/or
  Travel by some roads restricted due to risks
isolated work
  Amenities, including disabled amenities
  Organisational – Direct exposure to
inadequate/insufficient
traumatic events at work
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
Page iv
This process is uncontrol ed after printing.

Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
Environmental – Workplace not compliant
Possible
Moderate
High
Elimination - N/A
Unlikely
Minor
Medium
with WHS requirements
Substitution - N/A
Survey result - 9.52%
Isolation – N/A

Engineering
For information on safe physical work
•  ANU F&S building standards to ensure
environments see the Code of Practice:
suitable task lighting and sound control
Managing the work environment and facilities.
For information on designing structures which
•  Provide sit-stand desks where possible, or
wil , or could reasonably be, used as a
where an issue has been identified and the
workplace see the Code of Practice: Safe
staff member would benefit from daily sit-
design of structures
stand cycles.
Administration
•  Appropriately trained staff in WHS roles, with
support from ANU Work Environment Group.
•  ANU WHS processes to be documented and
procedures in place to monitor and control hazards.
•  OSLOs can refer affected staff members to
WEG via Figtree for additional expert
assistance.
PPE -  N/A

Environmental – Poor air quality, high levels  Unlikely
Minor
Medium  Elimination - N/A
Rare
Minor
Low
of noise, extreme temperatures
Substitution - N/A

Isolation – N/A
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
Page v
This process is uncontrol ed after printing.

Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
High physical demands may include:
•  Restricted swipe card access to only limited staff for
•  long, irregular or unpredictable work-
higher risk areas
hours (e.g. doing shift work or being on
Administration
call)
•  Job/work design
•  insufficient breaks (e.g. breaks are
•  Rostering,
infrequent, too short, strictly scheduled or
•  Cross skil ing of staf
regularly interrupted)
•  WFH option to reduce transit time in responding to
•  not being able to recover between
out of hours issues
periods of work (e.g. being expected to
•  WFH option to reduce transit time in responding to
work afterhours, be on call, or return to
out of hours issues
work with insufficient rest and sleep)
•  Check in and out procedures, and clear emergency
•  not having opportunities to use leave
contact details maintained and readily accessible.
entitlements
•  Recognition of out of hours work requirements,
•  high workloads (e.g. having too much to
including data centre work and out-of-time-zone
do)
conferences. Adequate time-in-lieu allocation and
•  physically demanding, challenging or
reasonable downtime.
tiring work (e.g. undertaking hazardous
•  Other controls in place for the inherent risks of the
manual tasks or strenuous physical
location.
tasks), and
•  Match workers’ level of autonomy to their skil s and
•  time pressures or fast paced work (e.g.
experience.
unreasonable deadlines or
•  Implement consultation arrangements to regularly
computer/machine paced work).
discuss the work, how it is done and any changes
High mental or cognitive demands may include:
impacting workers. Eg Weekly team meetings and
•  complex tasks frequently or severely
one on ones with supervisors to monitor workload
exceeding a worker’s capacity or
competency (e.g. workers’ lack the
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
Page viii
This process is uncontrol ed after printing.

Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
training, resources, skil s, authority or
•  Develop governance arrangements and approval
experience to reasonably or successfully
processes that balance risks and efficiency to
do tasks)
streamline lower risk tasks.
•  sustained levels of concentration or
•  Design processes and systems to deal with new
vigilance particularly when accuracy is
situations and provide autonomy for workers to apply
required or workers are looking for
their judgement when processes are not fit for
infrequent events (e.g. long-distance
purpose.
driving or security monitoring)
•  Physical work environment
•  work where errors may have high
•  Design processes and systems so workers control
reputational, legal, career, safety or
their workflow (e.g. use electronic systems to filter
financial risks (e.g. air traffic control,
client queues and give workers control over when
medical care or decisions affecting a
the next client issue is addressed).
large number of people)
•  If work is machine or computer paced, design
•  absence of systems to prevent individual
processes so workers can alter the pace of work,
errors (e.g. relying on workers to
change tasks, or pause the workflow to take breaks.
memorise information or perform manual
•  Provide workers with reasonable control over their
calculations without checks), and
physical environment (e.g. workers can adjust their
•
repeatedly or rapidly switching tasks so it
workstation).
is dif icult to concentrate and complete
•  Improving job control
tasks (e.g. being frequently interrupted or
•  Plan any regular additional work hours or changes to
having to do numerous things at once).
work in advance with workers (e.g. if additional hours
High emotional demands may include:
are usually required during key project
•
responding to distressing or emotional
implementation, or peak season, plan this in
situations (e.g. dealing with confrontation)
advance with workers).
•
managing other people’s emotions (e.g.
de-escalating an aggressive situation,
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
Page ix
This process is uncontrol ed after printing.

Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
undertaking disciplinary processes or
•  Involve workers in organisational decision-making
assisting people who are distressed)
processes and encourage suggestions for
•
providing support or empathy (e.g.
continuously improving work practices.
conveying bad news, providing advocacy
•  Plan deadlines, performance targets, work
or counselling), and
allocations and work plans in consultation with
•
suppressing emotions or displaying false
workers.
emotions (e.g. nursing staff hiding
•  Hold regular team meetings and discuss any work
distress for patients or retail workers
challenges with workers and discuss how problems
pretending friendliness with dif icult
could be solved.
customers).
•  Monitor staff in way that is not excessive or punitive.
Low job demands may include:
•  Safe work systems and procedures
•
having too lit le to do (e.g. running out of
•  Demonstrated behaviour culture from Executive and
work) or long idle periods where workers
Management Teams, leading by example.
cannot perform other tasks (e.g. where a
•  Encouraged use of the EAP
worker must monitor a process and
•  Training for all staff on working with people
cannot perform other tasks until it is
•  Create an environment where workers feel
complete)
empowered to raise safety concerns about work
•
highly monotonous or repetitive tasks
requirements.
which require low levels of thought
•  Encourage workers to suggest changes or adopt
processing and lit le variety (e.g. packing
efficiencies in their work.
products or monitoring production lines)
•  Provide leadership and supervision that supports
•
work that is too easy (e.g. significantly
workers to take reasonable control over their work.
below a worker’s skil s or abilities), and
•  Develop a performance management system that
•
idle periods when high workloads are
ensures workers have input into the way they do
present (e.g. having urgent work but
their work rather than focusing only on output.
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
Page x
This process is uncontrol ed after printing.

Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
•  workers have lit le influence on how they
do their work, when they change tasks or
take breaks (e.g. work is machine or
computer paced)
•  workers are unable to avoid dealing with
aggression or abuse (e.g. police or
healthcare services), and
•  workers do not have control over their
physical environment (e.g. working in
uncomfortable temperatures).

Organisational – Poor support, including
Likely
Moderate
High
Elimination - N/A
Unlikely
Moderate
Medium
emotional support, from employer,
Substitution - N/A
col eagues and managers. Not having the
Isolation – N/A
resources they need to do the job or
Engineering
support work performance.
•
.

Administration
Survey result - 33.33%
•  Job/work design

•  Implement good information sharing systems so
Poor support may include:
workers have quick access to the information they
•  insufficient, unclear or contradictory
need to do their jobs (e.g. ensure databases are kept
information (e.g. necessary information is
up to date and are user friendly).
not passed on or is communicated poorly)
•  Design work so supervisors have manageable
•  not having the things to do their job
workloads, sufficient resources and their span of
properly or on time (e.g. not having the
control allows effective supervision (e.g. supervisors
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
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Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
necessary tools, systems, equipment or
have time to answer questions or assist with
resources)
challenging tasks).
•  frequently needing to compete for the
•  Establish systems to ensure regular, fair, goal-
things needed to do the job (e.g. where
focused and constructive feedback discussions
multiple workers need to use equipment
occur between workers and supervisors to discuss
at the same time)
work tasks, and any support or development needs
•  poorly maintained or inadequate tools,
(e.g. implement end of shift debriefs or require
systems and equipment (e.g. tools are
supervisors to do quarterly check ins).
broken or IT systems do not work as
•  Provide clear management structures and reporting
intended)
lines (e.g. provide organisational charts or ensure
•  inadequate training for the task (e.g. new
workers understand who to go to for help).
workers are asked to do complex tasks or
•  Physical work environment
workers are expected to use new tools
•  Provide workers with the things they need to do their
without training)
jobs properly and safely (e.g. the right tools,
•  jobs where supervisors are unavailable to
equipment, systems and resources) and ensure
make decisions or provide support (e.g.
workers have sufficient access to them (e.g. they are
they work from a dif erent location or are
conveniently located and workers do not need to
frequently in meetings)
compete for access).
•  inadequate guidance from supervisors or
•  Provide workers with access to supervisors (e.g.
assistance from other workers (e.g. other
locate workers close to their supervisor or if working
workers are not available to help safely
remotely provide tools like videoconferencing).
complete tasks)
•  Design the work environment to facilitate cooperation
•  workers cannot ask for help when needed
and ensure people can ask for help (e.g. workers
(e.g. workers are not able to pause work,
can easily have discussions with others and there
leave their workstations or are working
are suitable meeting spaces).
remotely without means to contact
•  Increasing support
supervisors)
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
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Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
•  workplace cultures that discourage
•  Hold regular team meetings, and discuss any
supervisors or co-workers supporting
challenges, issues and support needs (e.g. ask
each other (e.g. highly competitive,
workers about any new challenges or training they
insecure, critical, uncooperative or
may need).
uncollaborative workplaces)
•  Build a workplace culture that values collaboration
•  working environments that discourage
and cooperation instead of competition (e.g.
discussion (e.g. lack of suitable spaces to
establish team rather than individual goals or praise
discuss sensitive issues or where workers
cooperation).
are physically separated)
•  Maintain tools, systems and equipment, and review
•  limited emotional support or unempathetic
whether they are suitable for the work (e.g. ensure
leadership (e.g. supervisors do not notice
equipment works and consider whether other
when workers are struggling, do not take
equipment might work better or more efficiently).
issues seriously or provide a safe space
•  Schedule meetings to ensure supervisors have
to raise issues), and
availability during workers’ usual hours to meet with
•  infrequent or poor performance feedback
them so workers can raise issues or ask questions.
and discussions (e.g. feedback is unclear,
•  Increase the level of support during peak periods or
unhelpful or not provided).
challenging tasks (e.g. roster more workers on
during peak season or check in more often for
challenging tasks).
•  Backfil  roles or redistribute work when workers are
out of the office or on leave.
•  Design rosters so supervisors are available to help
during dif icult or busy times.
•  Set clear work goals and clearly explain tasks.
•  Safe work systems and procedures
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
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Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
•  Provide development programs to improve
supervisors’ skil s.
•  Establish inductions, training and mentoring (e.g.
buddy programs) for new workers.

PPE -  N/A
Organisational – Workplace bul ying,
Likely
Major
Extrem
Elimination - N/A
Unlikely
Moderate
Medium
aggression, harassment and sexual
e
Substitution - N/A
harassment, discrimination etc
Isolation – N/A

Engineering
Survey result - 42.86%
•  Security

•  Security personnel or night-time security patrol.
Overt or extreme forms of these behaviours
•  Video surveil ance.
(such as physical violence) may be easier to
•  Communication systems like phones, intercoms and
identify and are not tolerated in most
alarm systems are in place, regularly maintained and
workplaces. However, more subtle forms like
tested.
crude language, sexist remarks and an overall
•  Access
workplace culture that is degrading or
intimidating may not be taken as seriously and
•  Controlling access to the premises (e.g.
can be more dif icult to identify.
electronically controlled doors with viewing panels

that allow surveil ance of public areas before the
Harmful behaviours may be an inappropriate
doors are opened from the inside).
response to other psychosocial hazards (e.g.
•  Preventing public access to the area when people
high job demands or inadequate support). To
are working alone or at night (e.g. via a security card
effectively control risks, you must control the
or code, asking guests to leave the room while
underlying causes as wel  as directly
workers clean).
addressing harmful behaviours.
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
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Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating

•  Providing facilities and amenities which give privacy
Things that increase the likelihood of violent or
and security (e.g. private and secure change rooms
aggressive behaviour include:
or facilities for workers to use which are separate
•
enforcement activities (e.g. the activities
from customers).
of police, prison officers or parking
•  Separating workers from the public with fixed or
inspectors)
removable barriers (e.g. high counters, furniture,
•
working alone, in isolation or in a remote
screens on counters or screens between a driver
area with the inability to cal  for
and passenger).
assistance
•  Visibility
•
interacting with customers, either face-to-
•  Ensuring internal and external lighting provides good
face, on the phone or online, or
visibility, including in car parks.
•
service methods or policies that cause or
•  Arranging furniture and partitions within the
escalate frustration, anger,
workplace to ensure good visibility of service areas,
misunderstanding or conflict (e.g. low
improve natural surveil ance and avoid restrictive
staffing levels, customer service policies,
movement.
setting unreasonable expectations of the
•  Improving natural surveil ance in areas such as
services an organisation or workers can
offices, storerooms and other segregated areas (e.g.
provide).
using semi opaque glass or screens).
Things that increase the likelihood of bullying
•  Environment
include:
•  Implementing appropriate temperature and noise
•
presence of other psychosocial hazards:
controls, such as in workstation or meeting room
o  high job demands
areas to reduce frustration.
o  low job control
•  Providing workers and others with a safe place to
o  low support
retreat. In other situations, it may be possible to
move the person behaving inappropriately (e.g. an
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
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Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
o  organisational change, such as
aggressive student could be removed from the
restructuring or significant
classroom while the behaviour continues).
technological change
•  Ensuring a safe working environment for workers
o  lack of role clarity, or
during travel (e.g. workers being in a vehicle
o  poor organisational justice
together), at conferences, off site, at client or
•
leadership or management styles:
customer premises, and any other location where
o  autocratic behaviour that is strict
work is performed.
and directive and does not allow

workers to be involved in decision
Administration
making
•  Communication
o  behaviour where lit le or no
•  Demonstrated behaviour culture from Executive and
guidance is provided to workers or
Management Teams, leading by example.
responsibilities are inappropriately
•  Communicate with workers when they are working in
and informally delegated to
the community or away from the workplace (e.g. a
subordinates, and
supervisor regularly checking in with the worker
o  abusive and demeaning behaviour
throughout their shift).
that may include inappropriate or
•  Clearly define jobs and seek regular feedback from
derogatory language, or malicious
workers about their role and responsibilities.
criticism and feedback, and
•  Clearly communicate to clients and customers that
tolerance of this behaviour
any form of violence, aggression harassment or
•
systems of work
bullying is not tolerated (e.g. in service agreements,
o  lack of resources or training
contracts or on signs).
o  inappropriate work scheduling, shift
•  Manage expectations of clients and customers by
work and poorly designed rostering
clearly communicating the nature of the products or
o  unreasonable performance
services you are providing (e.g. online and using
measures or timeframes
signage).
o  poor workplace relationships
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
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Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
o  poor communication
•  Put up signs at the workplace (e.g. zero tolerance of
o  isolation
aggression and violence; limits on products or
o  low levels of support, or
services; security cameras are in use; or limited cash
o  work group hostility.
held on the premises).
Things that increase the likelihood of
•  Procedures
harassment include:
•  Ban or refuse service to persons with a history of
•
acceptance of inappropriate behaviour
poor behaviour. If service is necessary, such as for
(e.g. racially or sexually crude
medical care, put in place additional measures to
conversations, innuendo or offensive
protect workers and others.
jokes are part of the accepted culture)
•  Provide alternative methods of customer service to
•
power imbalances along gendered lines
eliminate face-to-face interactions (e.g. online).
(e.g. workplaces where one gender holds
•  Establish procedures for dealing with harmful
the majority of management and
behaviour from customers or clients and how
decision-making positions)
workers and managers can respond.
•
workplaces organised according to a
•  Avoid the need for workers to work alone where
strict hierarchical structure (e.g. police
possible (e.g. working in pairs, closing the business
and enforcement organisations, medical
with security personnel present, or providing a safe
and legal professions)
escort to a worker’s transport).
•
use of alcohol at work activities and
•  Provide supervision of work and support for workers,
attendance at conferences and social
especially new, young and inexperienced workers.
events as part of work duties, including
•  Procedures for working in isolation.
overnight travel
•  Provide a sufficient number of workers (e.g. during
•
workers are isolated, in restrictive spaces
peak periods of customer attendance and for the
like cars or working from remote locations
level of care needed for clients).
with limited supervision or restricted
•  Alternate tasks in the workplace - particularly tasks
access to help and support
requiring high levels of customer interaction - with
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
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Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
•
working from home which may provide an
other work tasks and ensure workers have regular
opportunity for covert sexual harassment
breaks if aggression or incivility is likely.
to occur online or through phone
•  Encourage workers to keep records and screenshots
communication
if harmful behaviour occurs online or through phone
•
interacting with customers, either face-to-
communication and report the behaviour to their
face, on the phone or online, and
supervisor.
•
poor understanding among workplace
•  Assess risks of client aggression and violence and
leaders of the nature, drivers and impacts
whether additional control measures are required for
of sexual harassment.
dealings with some clients.
While anyone can experience harassment
•  Implement management plans where a client is
there are certain groups who are more likely to
known to have a history of aggression or violence.
experience it. Some workers may be at greater
Develop the plan in consultation with appropriately
risk because of their age, gender, sexuality,
qualified people and communicate it to all relevant
migration status, disability and literacy.
workers.

•  Reduce waiting times (e.g. by training ‘relief’ workers
to take calls or transferring calls to other areas).
Things that increase the likelihood of conflict or
•  Encourage workers to escalate problem tickets to
poor workplace relationships include:
senior workers.
•
culture of tolerating swearing, name
•  Encourage workers to report incidents and
calling, spreading rumours or rudeness
behaviours of concern.
within the workplace
•  Provide a range of accessible and user-friendly ways
•
lack of policies or processes to handle
to make a report informally, formally, anonymously
reports of unacceptable behaviour, and
and confidentially.
•
the presence of other psychosocial
•  Information and training
hazards (workers are more likely to be
•  Improve role clarity by ensuring workers have well-
uncivil when they are stressed).
defined roles and clear expectations.
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
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Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating

Engineering
Organisational – workplace conflicts
•
.
(47.62%)
Administration

•  Focus on improving internal communications
Survey result - % see above
•  Clear flow-through from Strategic Plan to annual

operational BAU and project priorities
Work colleagues can be important sources of
•  Published project briefs for all new and major
support, but they can also be sources of stress.
enhancements available to all staf  in NCI
Relationships with bosses, peers and
•  Project architecture & impact consultation carried out
subordinates can positively or negatively affect
when enhancements are being considered for
the way a worker feels. Wherever groups of
service development
people work together, it’s likely that some
•  Regular all staff meetings and team meeting
conflict will arise from time to time.
•  Weekly exec meeting

•
Conflict only becomes a stressor if it remains
  Weekly one-on ones with supervisor/staff
unresolved, if it becomes particularly intense or
•  Director chaired Strategic Initiatives Steering
if it becomes workplace bul ying. It is important
Commit ee formed to provide a forum for issue
that a person conducting a business or
resolution, with agenda in advance, and issue
undertaking (PCBU) takes proactive steps
tracking.
towards preventing or minimising conflict as
•  Role clarity
early as possible.
•  Provide all workers with a corporate induction and

ensure they are aware of their role in their immediate
Task conflict arises over resources, procedures
work team or unit, program area and the broader
and policies or disagreements about facts.
organisation
Modest levels of task conflict can encourage
•  Encourage workers to talk to their supervisor or
creative thinking and problem solving. High
manager early if they are unclear about the scope
and/or responsibilities of their role
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
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Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
levels of conflict may limit workers’ ability to
•  Ensure workers have an up to date role or position
focus on the task at hand.
description, which includes the role purpose,

reporting relationships and the key duties expected
Relationship conflict amongst workers can be
of them
harmful to both individuals and the
•  Assist workers to develop personal work plans that
organisation. It should be minimised or
clearly define task objectives and expected outputs
prevented as early as possible. Relationship
•  Ensure systems are in place to enable workers to
conflict can present itself in various ways,
raise concerns about any conflicts they have within
including animosity, social conflict and abusive
their role and responsibilities. For example, hold
supervisory styles.
regular team meetings to enable workers to discuss

any potential task conflict
Prolonged and unresolved relationship conflict
•  Communication
may result in more extreme forms of conflict
•  Encourage workers to have input into procedures
known as workplace bul ying. As workplace
and tasks. Wherever possible, involve workers in the
bullying may harm the health and safety of
decision-making processes which wil  impact on their
workers, all PCBUs have an obligation to
job tasks
manage exposure to risks of workplace bullying
under the Work Health and Safety Act 2011.
•  Hold regular team meetings to discuss the pressures

and challenges within the work unit
At the individual level, solutions are aimed at
•  Encourage workers to come up with practical
assisting individuals to cope or build resilience.
solutions for any task-related issues

•  Provide regular feedback on task
https://www.safework.nsw.gov.au/resource-
performance. Praise workers whenever tasks have
library/mental-health/mental-health-strategy-
been done well and be specific about what was done
research/stress-tip-sheets/managing-
well. Give workers practical advice and guidance on
relationships-and-work-related-stress-tip-sheet-
areas that need improving
9
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
Page xxv
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Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
Organisational – Low role clarity;
Likely
Moderate
High
Elimination - N/A

uncertainty about changes or frequent
Substitution - N/A
changes to tasks and work standards;
Isolation – N/A
conflicting job roles
Engineering

•
.
Survey result: 42.86%
Administration

•  Job/work design
Lack of role clarity may include:
•  Provide position descriptions that clearly outline all
•  unclear, inconsistent, or frequently
key tasks, responsibilities and role expectations.
changing jobs or role responsibilities
•  Design management structures with clear reporting
•  overlap in responsibilities between
lines.
workers (e.g. workers are given the
•  Provide workers with a single immediate
same task and are not clear who is
supervisor.
responsible for what)
•  Detail reporting lines in an organisational chart.
•  conflicting, uncertain, or frequently
•  Physical work environment
changing expectations and work
•  Provide a workplace which is compatible with
standards (e.g. workers are given
workers’ responsibilities (e.g. seat workers with
conflicting deadlines or instructions)
their teams).
•  conflicting, unclear or changing
•  Provide systems, tools and equipment which is
reporting lines
compatible with workers’ responsibilities (e.g. IT
•  missing or incomplete task information,
systems with profiles set up for dif erent users and
or a lack of clarity about work priorities
access to programs they need for their role).
(e.g. which tasks or stakeholder
•  Providing role clarity
relationships are most important).
•  Provide clear work instructions and expectations,

explain why roles, responsibilities and tasks have
been allocated, and ensure workers understand.
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
Page xxviii
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Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
them an opportunity to raise concerns about role
clarity.
•  Check with employees to ensure they understand
any additional or dif erent responsibilities or duties
following an organisational change or restructure.
•  Encourage workers to talk to their supervisor or
manager early if they are unclear about the scope
or responsibilities of their role.
•  Provide a realistic job summary and overview
during recruitment and selection processes so
applicants are aware of the role, expectations and
responsibilities

PPE -  N/A

Organisational – Poor organisational
Likely
Moderate
High
Elimination - N/A
Unlikely
Minor
Medium
change management; poor consultation in
Substitution - N/A
change management
Isolation – N/A

Engineering – N/A
Survey result: 52.38%
Administration

•  Job/work design
Poor organisational change management may
•  Managers must consult Workers who are, or are
include:
likely to be, affected by a work health and safety
•
not consulting workers on changes in the
matter. They must agree consultation
workplace (e.g. not talking to workers or
arrangements with staff and should design them to
genuinely considering their views)
suit the NCI. Managers must use agreed
NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
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Work Health and Safety Management
System (WHSMS) Handbook

Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
•
poor consideration of work health and
consultation arrangements when planning changes
safety risks or performance impacts of a
that raise work health and safety concerns.
change (e.g. not considering health and
•  Modify work plans to allow for a period of change
safety risks when downsizing, relocating
(e.g. adjusting performance targets while Workers
or introducing new technology or not
learn new roles). .
allowing for drops in productivity while
•  Plan any changes to duties, tasks, objectives and
workers learn new processes)
reporting arrangements to ensure they are
•
poorly planned changes (e.g. changes
reasonable and fair (e.g. ensure wil  not have too
are disorganised, do not have a clear
much to do
goal or do not account for workers’
•  Physical work environment
needs; inadequate communication with
•  Provide practical support for changes in duties,
stakeholders causing disruption)
tasks or objectives (e.g. ensure Workers have
•
poor communication about planned
access to the tools and resources they need to
changes (e.g. allowing rumours to spread
perform a new task).
without providing timely, authoritative
•  Provide mechanisms to guide staff and managers
information)
through the change process (e.g. provide
•
insufficient information is provided
information or feedback sessions to address any
regarding changes (e.g. information is
concerns).
unclear or does not provide enough
•  Managing and communicating organisational change
guidance for workers to understand and
•  Provide authoritative information about upcoming
engage with the change)
changes and options being considered as soon as
•
inadequate support for workers through
possible, keep Workers up to date, and ensure
the change process (e.g. not allowing
Workers understand the changes (e.g. provide
time for workers to learn new tasks), or
updates at team meetings or on notice boards).
•  Inform research collaborators and vendors about
changes and any impacts this wil  have.
NCI Static Risk Assessment number NCI-00005

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Review Date: 25 November 2022
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Work Health and Safety Management
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Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
•
providing insufficient training to support
•  Provide Workers with the reasons for changes.
changes (e.g. how to perform a new role
•  Provide emotional support to help Workers deal
or use a new process).
with challenges or frustrations resulting from

change and uncertainty.
•  Safe work systems and procedures
•  Encourage Workers to engage with the
development of new position descriptions and work
processes.
•  Encourage Workers to engage with consultation
and raise any issues, concerns, or suggestions.
•  Respect individual dif erences and recognise
Workers wil  respond to change in a range of ways
and wil  have dif erent needs in consultation and
engagement.
•  NCI Management must provide Workers any
information, training, instruction and supervision
necessary to safely complete their work (e.g. train
them on safely using new equipment).
•  Ensure the person communicating changes has the
skil s and authority to do so, and supervisors have
the skil s to support Workers through periods of
change.
PPE -  N/A
Organisational – Low recognition and
Likely
Moderate
High
Elimination - N/A
Unlikely
Moderate
Medium
reward; low recognition in high WHS
Substitution - N/A
performance
Isolation – N/A
NCI Static Risk Assessment number NCI-00005

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Review Date: 25 November 2022
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Work Health and Safety Management
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Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating

Engineering – N/A
Survey result:42.86%
Administration

•  Job/work design
Inadequate recognition and reward may
•  Use fair, transparent and meaningful ways of
include:
providing recognition and rewards to reflect
•  receiving unfair negative feedback
workers’ efforts (e.g. avoid only recognising the
(e.g. criticism on things workers
workers doing high profile work; recognise
cannot control or on things for which
teamwork and corporate contributions).
they have received insufficient
•  Design fair and transparent performance
training and support)
management processes (e.g. ensure performance
•  receiving insufficient feedback or
measures relate to aspects of work within a
recognition (e.g. workers do not
worker’s control and consult workers on
receive feedback on their work or are
performance expectations).
not given information to help them
•  Providing appropriate recognition and reward
improve; workers are not
•  Provide recognition or feedback promptly and
acknowledged or rewarded for high
ensure it is specific, practical, fair and clearly
effort or supporting colleagues)
relates to workers’ performance.
•  unfair, biased, opaque, or inequitable
•  Consult workers when designing reward and
distribution of recognition and
recognition systems.
rewards (e.g. workers being
•  Safe work systems and procedures
rewarded for the efforts of others)
•  Develop leaders’ abilities to provide constructive
•  limited opportunities for development
feedback and recognise good performance.
(e.g. a lack of job training or
•  Ensure performance management systems focus
development), or
on aspects of work that are within the worker’s
•  not recognising workers’ skil s (e.g.
control.
closely supervising or directing an
NCI Static Risk Assessment number NCI-00005

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Review Date: 25 November 2022
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Work Health and Safety Management
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Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
experienced staff member on simple
•  Ensure you attribute work correctly and ensure the
tasks).
right workers receive recognition for achievements.

•  Train supervisors on how to have dif icult
conversations and manage underperformance in a
way that prioritises improvement over blame. Safe
work systems and procedures
•  Implement systems to support performance (e.g.
training and mentoring) and provide opportunities
for development (e.g. allow workers to take
ownership of particular tasks).
•  Recruit or train supervisors with the skil s to provide
constructive feedback and recognise the
contributions of workers.
PPE -  N/A
Organisational – Poor organisational
Possible
Moderate
High
Elimination - N/A
Unlikely
Moderate
Medium
justice; inconsistent application of policy
Substitution - N/A
and procedures; bias on resource allocation
Isolation – N/A
(47.62%). Perceived or actual lack of
Engineering – N/A
fairness, equity and diversity;
Administration
discrimination against community groups
•  Job/work design
or members (e.g. LGBTQI) (38.10%)
•  Design unbiased and transparent workplace

processes, policies and procedures in consultation
Survey result: see above
with workers (e.g. decision making, recruitment,

promotion, performance management, task
Poor organisational justice involves a lack of
allocation, work health and safety or workplace
procedural justice (fair processes to reach
entitlement policies).
decisions), informational fairness (keeping
NCI Static Risk Assessment number NCI-00005

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Review Date: 25 November 2022
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Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
people informed), or interpersonal fairness
•  Consult workers when setting work standards or
(treating people with dignity and respect).
performance expectations. Ensure they are

achievable, and workers wil  not be penalised for
Poor organisational justice may include:
things outside their control
•  failing to treat workers’ information
•  Physical work environment
sensitively or maintain their privacy
•  Design a workplace environment where private
(e.g. having performance discussions
conversations can be held and ensure confidential
in front of others or using information
information is kept secure.
for a purpose it was not disclosed for)
•  Ensure the workplace accommodates reasonable
•  policies or procedures that are unfair,
needs of workers (e.g. provide accessible ramps,
biased or applied inconsistently (e.g.
doors or IT equipment).
promotion based on favouritism, or
•  Safe work systems and procedures
applying disciplinary policies
•  Provide mechanisms for workers to report issues,
inconsistently or discriminatorily)
raise concerns or appeal workplace decisions.
•  penalising workers for things outside
•  Regularly review policies, processes, procedures,
their control (e.g. for not producing a
performance expectations and decisions to ensure
sufficient number of products when
they are appropriate, fair and reflect the needs of
they did not have access to the
the workplace.
required materials)
•  Communicate processes and information to
•  failing to recognise or accommodate
workers in a timely and appropriate way (e.g. notify
the reasonable needs of workers
unsuccessful applicants privately before you
(e.g. failing to provide an accessible
publicly announce promotion decisions).
workplace)
•  Provide systems to protect workers who raise
•  discriminating against particular
safety concerns from discrimination (Sections 104-
groups or not applying policies fairly
109 of the WHS Act prohibit discriminatory,
to some groups
coercive or misleading conduct).
NCI Static Risk Assessment number NCI-00005

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Review Date: 25 November 2022
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Work Health and Safety Management
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Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
•  failing to appropriately address
•  Encourage workers to use available processes to
(actual or alleged) underperformance,
raise concerns, issues or complaints early, and use
inappropriate or harmful behaviour, or
appeal processes when necessary.
misconduct (e.g. not investigating
•  Ensure workers understand expectations and
allegations of sexual harassment or
performance targets.
not providing procedural justice for
•  Hire and promote workers based on merit using
workers accused of bullying)
transparent selection methods.
•  allocating work, shifts and

opportunities in a discriminatory or
PPE -  N/A
unfair way (e.g. giving ‘good’ shifts

based on friendships with
supervisor), or
•  no or inadequate processes for
making decisions affecting workers
(e.g. policies and processes do not
set out the key considerations for
disciplinary decisions).

Organisational – Frequent remote and/or
Likely
Moderate
High
Elimination
Possible
Minor
Medium
isolated work (14.29%); Shift work, casual
•  Regular review of staffing levels and work loads
employment, afterhours work, fatigue
Substitution – N/A
management (19.05%)
Isolation – N/A

Engineering
Survey result:
•  Restricted swipe card access to only limited staff for

higher risk areas
Remote or isolated work may include:
Administration
NCI Static Risk Assessment number NCI-00005

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Review Date: 25 November 2022
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Work Health and Safety Management
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Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
•  working in locations requiring long
•  Job/work design
commutes to work sites
•  Rostering,
•  significant delays to entering or
•  Cross skilling of staff
exiting the worksite (e.g. prisons,
•  WFH option to reduce transit time in responding to
tower cranes or confined spaces)
out of hours issues
•  limited access to resources (e.g.
•  WFH option to reduce transit time in responding to
supplies are delivered infrequently or
out of hours issues
there are significant delays in getting
•  Check in and out procedures, and clear emergency
additional equipment if needed)
contact details maintained and readily accessible.
•  limited access to recreation or
•  Recognition of out of hours work requirements,
opportunities to escape work issues
including data centre work and out-of-time-zone
(e.g. living in workers’
conferences. Adequate time-in-lieu allocation and
accommodation in remote areas)
reasonable downtime.
•  reduced access to support networks
•  Other controls in place for the inherent risks of the
and lower capacity to meet family
location.
commitments (e.g. fly-in fly-out or
•  Match workers’ level of autonomy to their skil s and
offshore work)
experience.
•  working alone (e.g. lone workers on
•  Implement consultation arrangements to regularly
night shift)
discuss the work, how it is done and any changes
•  working away from the usual
impacting workers. Eg Weekly team meetings and
workplace (e.g. working in clients’
one on ones with supervisors to monitor workload
homes, offsite or from home)

•  where there is limited access to
PPE -  N/A
reliable communication and

technology (e.g. no phone reception
NCI Static Risk Assessment number NCI-00005

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Review Date: 25 November 2022
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Work Health and Safety Management
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Risk Assessment

Hazards
Inherent Risk
Control Measures
Residual Risk
Also list where and when can the hazards
When control a hazard, always fol ow Hierarchy of Control
present
Principle to go to the highest possible control before moving
to less effective controls (see Table 4).
Likelihood
Consequenc
Risk

Likelihood  Consequence
Risk
e
rating
rating
or IT systems are frequently offline),
and
•  dif iculties or long delays accessing
help in an emergency (e.g.
community nurses in remote areas,
working in underground mines).

Individual – innate susceptibility to stress;
Possible
Moderate
High
Elimination - N/A
Unlikely
Moderate
Medium
disabled worker; pre-existing mental and/or
Substitution - N/A
physical conditions; age and experience of
Isolation – N/A
worker, external stressors eg carer
Engineering – N/A
responsibilities, financial situation,
Administration
relationship status.
•  Organisational structures

•  ensure that management structures across the
Survey result: 19.05%
organisation and reporting lines within work teams

are clear. This wil  help workers know who they are
The way workers are supported is key to
accountable to (either overall or for particular tasks)
reducing or moderating work- related stress.
and where they can go for help with work problems
Support provided by supervisors and peers can
•  provide new workers with a proper induction to the
cushion the stress responses people might
organisation and work unit
otherwise experience when their jobs are
•  provide and promote an employee assistance
demanding and they feel they do not have
program (EAP) that responds to individual issues or
control over those demands.
concerns, both work and non-work related

•  promote a culture that values diversity in the
https://www.safework.nsw.gov.au/resource-
workplace
library/mental-health/mental-health-strategy-
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Work Health and Safety Management
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research/stress-tip-sheets/support-from-

•  provide and promote flexible work practices that best
supervisors-andor-co-workers-regarding-work-
suit individual and business needs. This may include
related-stress-tip-sheet-7
working from home or flexible working hours
•  Provision of assistance from a supervisor/manager or
colleague
•  assist with work demands, including clear work
goals
•  provide all workers with adequate information
•  provide workers with training and development
opportunities
•  conduct performance reviews and include
constructive feedback
•  provide additional assistance when workers are
undertaking challenging tasks, such as new duties
or roles
•  where possible, ensure adequate backfil ing of
roles or redistribution of work when workers are out
of the office or away on leave
•  Training and development
•  It is important workers feel confident and capable of
undertaking assigned tasks. Make sure they
receive enough training for them to be competent in
their roles
•  Training can be both task-specific and more
general including, for example, training in ethics
and behavioural expectations (code of conduct),
mental health and cultural awareness
•  Develop training refresher sessions to ensure
competencies are up to date
•  Make training available to part-time, casual and
shift workers and those in remote locations
•  Al  workers, contractors and labour hire workers
should be made aware of the policies concerning
acceptable behaviour in the workplace
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Work Health and Safety Management
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•  When appropriate, give workers managerial
responsibilities to encourage a wider understanding
of their tasks. This could include:
o  managing workload and resources
o  health and safety
o  performance management
o  managing conflict
o  interpersonal skil s
o  emotional intelligence, including empathy
and expressing and managing own
emotions
o  effective communication
•  Constructive feedback
•  Provide regular feedback on task performance
•  Formally or informally congratulate workers/team
members when tasks have been done well and be
specific about what was done well
•  Give workers practical advice and guidance on
areas that need improving
•  Use performance reviews to provide constructive
advice for future performance, and include
opportunities for skil  development
•  Emotional support from co-workers or supervisors can
have a protective effect and may reduce worker strain,
particularly in situations of high demand and low control.
•  support open communication and encourage
workers to share their concerns about work-related
stressors at an early stage
•  try to be aware of non work-related stressors that
might be present in workers’ lives and allow flexible
work arrangements where practicable
•  promote a team culture in which workers assist
each other and provide support when required
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Work Health and Safety Management
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•  provide the time to talk through problems with
workers and try to promote an ‘open door’ policy
•  deal sensitively with workers who are experiencing
problems
•  pay attention to a team member who is behaving
out of character
•  hold formal and informal team-building activities to
improve team cohesion
•  establish a peer support system and a
mentoring/buddy program for new starters
•  take an interest in workers’ lives beyond the
workplace whilst being respectful of personal and
professional boundaries
•  At the individual level, solutions are aimed at
assisting individuals to cope or build
resilience.
•  corporate induction programs
•  access to EAP
•  training about resilience
•  health and wellbeing programs
•  counselling/therapy for people experiencing
distress from sources both in and outside of the
workplace

PPE -  N/A

Actions
The activity must not be commenced until al  controls are in place.
List below which controls are currently not in place, who wil  implement them and by when. Add additional rows as needed.
List of Controls not in place
Who is to implement them?
Timeframe
Date Completed
Appropriately trained staff in WHS roles, with
Director, NCI
June 2023

support from ANU Work Environment Group
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Work Health and Safety Management
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NCI Executive and Management teams to develop
NCI Executi
ve and Management teams
June 2023

and encourage a culture that respects other
members of the work area, and that controls
excessive sound and other anti-social practices
Regular review of staffing levels and work loads
NCI Executive and Management Teams

(Policy development and scheduled review dates)

Recognition of out of hours work requirements,
NCI Executive Team

including data centre work and out-of-time-zone
conferences. Adequate time-in-lieu allocation and
reasonable downtime. (Policy development)
Match workers’ level of autonomy to their skil s and
Management Team

experience. (Regular scheduled workforce and
operation planning)
Design processes and systems to deal with new
Management Team

situations and provide autonomy for workers to
apply their judgement when processes are not fit for
purpose. (Policy and process development)
Plan any regular additional work hours or changes
Management Team

to work in advance with workers (e.g. if additional
hours are usually required during key project
implementation, or peak season, plan this in
advance with workers).  (Policy development and
scheduled planning review dates)
Involve workers in organisational decision-making
Executive Team

processes and encourage suggestions for
continuously improving work practices. (Policy
development with automatic consultation processes
built into planning activities)

Plan deadlines, performance targets, work
NCI Executive and Management Teams

allocations and work plans in consultation with
workers.
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Work Health and Safety Management
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Demonstrated behaviour culture from Executive and NCI Executi
ve and Management Teams

Management Teams, leading by example.
(processes and activities incorporate behaviour
expectations)

Training for all staff on working with people
NCI Director / HR

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Work Health and Safety Management
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If the level of residual risk is assessed as high or ext  reme,
1.  Stop the activity immediately; AND
2.  Tag out the plant/equipment; and/or
3.  Secure any chemical; and
4.  Implement, or seek advice from WHS Of icer or Subject Matter Experts to implement, additional controls to reduce the residual risk further to
medium [Supervisor signature required];
5.  If the above is absolutely not possible, seek approval from relevant authority (High – School/Division Director/Col ege Dean; Extreme – COO).
NOTE: Approval wil  only be granted in exceptional circumstances after consultation with Associate Director, WEG and/or a Subject
Matter Expert. See Chapter 3.1 for details.

  Approval required

Worker conducted RA
Student conducted RA
Residual  Authority required  Signature and date
Residual
Authority
Signature and date
Risk
Risk Level
required
Level
Low
Author of RA

Low
Supervisor

Medium  Supervisor

Medium
Supervisor

High
School/Service

High
School/Service

Division Director

Division Director

Col ege Dean
Col ege Dean
Extreme  COO

Extreme
COO

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Work Health and Safety Management
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Table 2.1 Likelihood Table
Ranking
Description
Probability or frequency of event happening
Almost certain  The hazard is expected to lead to an event  A daily to monthly occurrence
in most circumstances at the University
Likely
The hazard could lead to an event in most
Between monthly to yearly occurrence
circumstances at the University
Possible
The hazard has led to an event at some
Occurs once between 1 to 5 years
time at the University
Unlikely
The hazard could lead to an event at some  Occurs once between 5 to 20 years
time
Rare
The hazard may lead to an event in
Occurs once between 20+ years
exceptional circumstances
Table 2.2 Consequences Table
Ranking
Injury, Il ness or Disease  Plant, Equipment and
Environment
materials
Catastrophic
Fatality / fatalities or permanent  Destroyed or cannot be reused
Long term permanent effect to
disability. Permanently unable
ecosystems. Significant
to work
intervention required to
remediate
Major
Requiring extensive medical
Damage requiring repairs/rebuild  Notification to environmental
treatment such as
and possible recertification prior
agency, ecosystem wil  need
hospitalisation as in patient and  to reuse, lost use for one or more  time to recover, intervention
possibly a Notifiable Incident
days
required to remediate
LTI >1 week
Moderate
Minor medical treatment injury,  Damage requiring a repair/service  Contamination event that does
such as treated by a health
by a trade/technician within the
not impact on ecosystem. Short
professional, hospital
day
impact does not need
outpatient, no potential to be a
intervention
Notifiable Incident
LTI < 1 week and can return to
normal duties
Minor
Injury needing significant first
Equipment able to be reset or
Minor contained contamination
aid treatment and can return to  gotten back into operation by the
ceasing when the short event is
work within shift
operator
over, can remediate (e.g. spil
kit)
Insignificant
Report only, no injury OR minor  Report only, no damage
Report only, no contamination
first aid (e.g. bandaid); short-
term discomfort

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Review Date: 25 November 2022
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Work Health and Safety Management
System (WHSMS) Handbook

Table 3 ANU WHS Risk Matrix

Insignificant
Minor
Moderate
Major
Catastrophic
Almost
Medium (10)
High (14)
Extreme (21)  Extreme (22)  Extreme (25)
certain
Likely
Medium (7)
High (13)
High (16)
Extreme (20)  Extreme (24)
Possible
Low (4)
Medium (9)
High (15)
High (18)
Extreme (23)
Unlikely
Low (2)
Medium (6)
Medium (8)
High (17)
High (19)
Rare
Low (1)
Low (3)
Low (5)
Medium(11)
Medium (12)
Table 4. Hierarchy of Control
Level
Examples
Effectiveness
Elimination
•  Remove the hazards completely
Most
•  Cease the activity
Effective
•  Dispose of unwanted hazardous chemicals or plant etc
Substitution
•  Use less hazardous chemicals
•  Use safer plant equipment
•  Use handset instead of telephone
•  Move smal er weight loads instead of large weight
Isolation
•  Physical separation from the hazard by distance or complete shielding
•  Instal  guard rails around edges and holes to floors
•  Move Workers to a new room away from hazardous noise
Engineering
•  Use ventilation system
Control
•  Use fume cupboard when working with hazardous chemicals
•  Install guarding around rotating and crushing parts
•  Use trolley or hoist to lift heavy loads
•  Use duress alarm system while doing home interview or of site field work
Administrative  •  Use Safe Work Procedures [See section 3.1.3.1]  or instructions
Control
•  Induction and WHS information
•  Training [See Handbook Chapter 3.2]
•  Contingency Planning and Testing [See section 3.1.3.2]
•  Permit to Work system [See section 3.1.3.3]
•  Signage
Personal
•  Lab coat
Protective
•  Safety glasses/face shield
Equipment
•  Gloves/cryogenic gloves
Least
(PPE)
•  Respirators/Masks
Effective
•  Personal hearing protectors

NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
Page viii
This process is uncontrol ed after printing.

Work Health and Safety Management
System (WHSMS) Handbook

Table 5 Risk Assessment and SWP review timefr  ame
Use this Table to determine risk assessment and safe work procedure review timeframe and frequency and put in the front of the risk
assessment.
  Residual  Review Frequency
What to do during the review.
Risk
Extreme  6 monthly
And/or
Stop work. Review the control measures

and introduce additional control
After an incident where deficiencies  measures to reduce the residual risk to
in identifying or control ing hazards
Medium as a maximum.
High
Annual y
have been observed
Stop work. Review the control measures
When changes to the activity need
and introduce additional control
measures to reduce the residual risk to
to occur
Medium as a maximum.
Medium
Two yearly  When significant changes (e.g.
Review the control measures.
renovation) to the workplace need to
occur
Low
Three yearly
Review the control measures.
When HSRs request a review

NCI Static Risk Assessment number NCI-00005

Version 1.1

Based on WHSMS Handbook Chapter 3.1 Hazard Management - Appendix B WHS Hazard and Risk Assessment Template
Approved by: Associate Director, Work Environment Group

Version: 1.0
Release Date: 25 November 2019
Review Date: 25 November 2022
Page ix
This process is uncontrol ed after printing.