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Project NameWork Health and Safety Plan

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WHSClient Name Project No. *** Contract Reference Month / Year


Document and revision history

Document details

Title Work Health and Safety Plan

Client

Client reference no.

Laing O’Rourke contract no.

Revisions

Revision Date Description Prepared by Approved by

1 Initial Issue Project Leader

Management reviews

Review date Details Reviewed by

List major changes

Controlled: YES Copy no.: Uncontrolled: NO

Note: This plan is a near-final draft and will be reviewed subject to the advice that Laing O'Rourke is the preferred tenderer. This plan will be submitted to the Contract Administrator no later than 28 days after the award date.

C-T-7-0901 WHS Plan© Laing O’Rourke 2015, all rights reserved

Project NameWork Health and Safety PlanWHS

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Terms and definitionsThe following terms, abbreviations and definitions are used in this plan.

Term Definition

CMS Construction Method Statement

PPE Personal Protective Equipment

RTW Return To Work

SMP Site Management Plan

SMS Safety Management System

SWMS Safe Work Method Statement

WHS Work Health and Safety

WHSP Work Health and Safety Plan

Other Insert other Abbreviations in the appropriate position in the table

Table 1: Terms and definitions

Cross reference with contract requirementsThe following table outlines where the requirements of the Contract Particulars are addressed within this WHS Plan.

No. Contract requirements Relevant sections of this plan

Table 2: Specific requirements of Contract Particulars

© Laing O’Rourke 2015, all rights reserved


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Contents1. Introduction.......................................................................................................................61.1 Purpose..........................................................................................................................61.2 Scope of work.................................................................................................................62. Roles and responsibilities.................................................................................................62.1 Organisational chart........................................................................................................73. Next Gear...........................................................................................................................74. Health and Safety Management System compliance.......................................................75. Measurement and evaluation............................................................................................85.1 Objectives and targets.....................................................................................................85.2 Management review........................................................................................................85.3 Routine inspections.........................................................................................................95.4 Health and safety leadership engagement.......................................................................95.5 Fatal and severe risks review...........................................................................................95.6 Audits..............................................................................................................................95.7 Corrective actions............................................................................................................96. Hazard identification risk assessment and control........................................................106.1 Arrangements for controlling site risks and hazards........................................................10

6.1.1 Fatal and Severe Risks Controls Standard.............................................................106.1.2 Safety in Design (SiD)............................................................................................116.1.3 Project risk assessment.........................................................................................116.1.4 Safe Work Method Statements (SWMS)................................................................12

6.2 Project-specific risk........................................................................................................136.2.1 Hazardous chemical risk assessment and Safety Data Sheet Register...................136.2.2 Plant and structures...............................................................................................146.2.3 Others Project Specific Risk................................................................................16

7. Permits to work................................................................................................................167.1 Change management....................................................................................................188. Emergency preparedness and response.......................................................................188.1 Emergency procedures, evacuation and drills................................................................188.2 Communicating emergency procedures.........................................................................188.3 Emergency drills............................................................................................................188.4 Training and competencies of emergency personnel......................................................198.5 Emergency management of dangerous goods and hazardous chemicals......................199. Event (incident) Management.........................................................................................199.1 Incident notification and reporting...................................................................................19

9.1.1 Notification to authorities and regulators.................................................................209.1.2 Client reporting requirements.................................................................................20

9.2 Assistance, rehabilitation and return to work programme................................................209.2.1 Assistance.............................................................................................................209.2.2 Rehabilitation and return-to-work programme.........................................................20



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9.3 Director involvement protocol.........................................................................................219.4 Incident investigation.....................................................................................................21

9.4.1 Scene preservation................................................................................................219.4.2 Investigation...........................................................................................................21

9.5 Communication and sharing lessons.............................................................................219.6 Monthly statistical reporting............................................................................................2210. Whole-of-project consultation and engagement........................................................2210.1 Health and Safety Policy................................................................................................2210.2 Health and safety representatives..................................................................................2210.3 Health and Safety Committee........................................................................................2210.4 Pit Crew........................................................................................................................2210.5 Collective Insights..........................................................................................................2310.6 Investigating for Success...............................................................................................2310.7 Pit Stops........................................................................................................................2310.8 Toolbox Talks................................................................................................................2310.9 Daily Activity Briefings / Pre-Task Briefings....................................................................2310.10 Contractor Coordination Meetings..............................................................................2310.11 Observation Reporting...............................................................................................2310.12 Other Workplace Specific Consultation Methods........................................................2310.13 Consultation with others.............................................................................................2411. Selection and control of contractors and suppliers..................................................2511.1 Selection of contractors.................................................................................................2511.2 Control of contractors....................................................................................................2512. Project health and safety training...............................................................................2612.1 Inductions......................................................................................................................2613. Fitness for Work..........................................................................................................2713.1 Fatigue management....................................................................................................2713.2 Alcohol and other drugs.................................................................................................2714. Legal Obligations and Record Management..............................................................2814.1 Relevant legislation.......................................................................................................2814.2 Access to health and safety information.........................................................................28

14.2.1 Employees, subcontractors and site workers......................................................2814.3 Managing health and safety records..............................................................................28

14.3.1 Files and records................................................................................................2814.3.2 Archiving............................................................................................................29

Appendix 1: Health and Safety Policy...................................................................................30Appendix 2: Risk assessment...............................................................................................31Appendix 3: Site rules............................................................................................................32Appendix 4: Organisational charts........................................................................................33Appendix 5: RACI Chart.........................................................................................................34Appendix 6: Training needs analysis....................................................................................35



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Appendix 7: Emergency Response Plan...............................................................................38Appendix 8: Plant and Equipment Register..........................................................................39Appendix 10: Register of applicable legislation...................................................................40Appendix 11: Health and safety site activity schedule.........................................................41Appendix 14: Fatigue Management Plan..............................................................................421. Introduction.....................................................................................................................441.1 Objectives.....................................................................................................................442. Responsibilities...............................................................................................................44

2.1.1 Workers.................................................................................................................443. Symptoms and causes of fatigue...................................................................................454. Procedures......................................................................................................................464.1 Management requirements............................................................................................464.2 Hours of work................................................................................................................464.3 Irregular work and workers on call.................................................................................46

4.3.1 Overtime................................................................................................................464.3.2 Night shift...............................................................................................................474.3.3 Commuting............................................................................................................474.3.4 Engagement of casual/contractor workers..............................................................47

4.4 Incident investigations...................................................................................................474.5 Identifying fatigue risk sources.......................................................................................484.6 Assessing the level of risk..............................................................................................494.7 Implementing control measures.....................................................................................495. Nutrition and lifestyle......................................................................................................506. Evaluation of risk treatments..........................................................................................50



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1. IntroductionThis Work Health and Safety (WHS) Plan describes the Laing O’Rourke management systems, procedures and controls that Laing O’Rourke will use to:

• Achieve all project WHS objectives

• Deliver the project in a safe productive manner

• Provide innovative solutions that align with the overall project objectives

• Achieve exceptional and demonstrable outcomes in safety.

The WHS Plan is a dynamic document, which will be updated throughout delivery of the project, as required.

1.1 PurposeThe WHS Plan is a practical guide for operations on site in both the Planning Phase and the Delivery Phase. The details of this plan will be implemented on site to ensure project delivery is aligned with the project objectives. The plan demonstrates our commitment to maintaining business as usual during project delivery and how the works will be managed to achieve safe outcomes.

1.2 Scope of workInsert Scope of the project / workplace here

The project is split into ## areas, as outlined in the following table.

Stage Description

1

2

3

4

5

6

7

8

9

10

Table 3: Scope of work

2. Roles and responsibilitiesThe key safety roles and responsibilities are outlined in Table 4.

Role Responsibility

Contractor's Representative

• Maintains overall responsibility for the project to deliver to client contractual obligations• Acts as the primary point of contact attending all client meetings and key project forums

and managing all reporting requirements.

Project Leader • Maintains overall responsibility for the project to deliver to client contractual obligations



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Role Responsibility

• Acts as the primary point of contact attending all client meetings and key project forums and managing all reporting requirements.

• Implements construction sequencing solutions that minimise disruption to operations and maximise delivery efficiency

• Defines constructability reviews and processes for a seamless interface from design to construction

• Develops and implement management strategies to mitigate HS risk and promote Next Gear principles.

Construction Manager

• Manages on-site works safely• Develops site induction and emergency response procedures• Ensures management plan requirements are implemented• Ensures all personnel are inducted and trained• Provides updates to client via the Project Leader / Stakeholder Manager

Stakeholder Manager • Assists Project Leader in maintaining client interface• Acts as key communication conduit with Project personnel• Acts as the Laing O'Rourke security representative.

Engineer • Supports the Construction Manager to ensure the Construction Manager’s responsibilities are fulfilled with specific reference to the Engineer’s scope or package of works.

• Maintains site registers including personnel, vehicle and plant registers

WHS Manager • Supports the Construction Manager in developing site induction and emergency response procedures

• Reports health and safety issues internally and to relevant regulatory bodies, advising any corrective actions necessary and assists in their implementation

• Closes out any feedback on health and safety issues.

Table 4: Key safety management roles and responsibilities

2.1 Organisational chartThe organisational charts for the Planning and Delivery Phases showing the team structure and interfaces across the work streams are provided in Appendix 4.

3. Next GearNext Gear is our agenda that builds safety resilience into the organisation, founded on engagement and trust. Where we place our people at the heart of safety decision making and where safety performance focusses on understanding success and the many things that go right.

Next Gear challenges us to move beyond traditional safety practices and measures, by applying a framework described in the three principles:

1. People are the solution (as opposed to the problem)

2. Safety in the presence of positives (as opposed to the absence of negatives)

3. Safety is an ethical responsibility (as opposed to a bureaucratic activity).

Further information on the tactics that support Next Gear can be found at SR Next Gear.

4. Health and Safety Management System complianceIn conjunction with the Laing O’Rourke Group Core and Enabling Process, different components of the System provide for the development and implementation of site specific HS management and operating systems.



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There are three components to the System:

1. Fatal and Severe Risks (including Fatal and Severe Risks Controls Standard)

2. Primary Standards

3. System Requirments

Each of these System components has a purpose statement and required considerations to be included in the local systems developed to comply with the intent of the System.

This WHS Plan has been developed and prepared in accordance with the Laing O’Rourke Safety Management System (SMS). Where additional information or procedures are required, refer to the System Requirements, Primary Standards and Elements of the SMS.

5. Measurement and evaluation5.1 Objectives and targetsThe health and safety objectives and targets for this project will be set by the Project Leader, consistent with Laing O'Rourke corporate objectives and targets, relevant regional objectives and targets and HSE improvement strategies. Project objectives and targets will be addressed and monitored at the monthly project review and as part of the six-monthly WHS Plan review or after a significant change to the PRA, design risk assessment, company, project or legislative requirements.

The following table contains the project / workplace health and safety objectives and targets.

No. Objective Targets/frequency Responsibility Record

1. All personnel trained in Next Gear safety programme

Within one month of start on-site Project Manager • E-Induct• E-T-8-0907 Certificate

Holders Register.

2. Project Leader to engage with the workforce

Insert Project Manager • Insert

3. Health and safety communication with the workforce

Insert Project Manager • Insert

4. Fatal and Severe Risk reviews

Top (insert number) risks assessed each month

Project Manager • Fatal and Severe Risk assessment tool.

5. Collective Insights Insert Project Manager • Collective Insight tool.

Table 6: Health and safety objectives and actions

5.2 Management reviewThe WHS Plan and all appendices must be reviewed:

• Every six months (or as required to suit the phase of the project)

• After a significant change to the PRA or design risk assessment

It may also be reviewed:

• After a potential or actual Class 1 incident

• After an audit

• After changes to project or legislation requirements.



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A summary of the outcome, along with the names of the review attendees and date, will be recorded on the cover page of this plan. The original and subsequent revisions will be approved by the Project Leader. Copies of previous revisions will be archived to demonstrate the review process.

5.3 Routine inspectionsA routine inspection of every workplace will be carried out daily and recorded at least weekly. The project will record the responsibility, inspection activity and frequency on the HS Activity Scheudle. The schedule requires the Project Leader to incorporate Fatal and Severe Risk reviews. Items for inspection will be determined by the level of risk current risk to the project and be monitored by the Project Leader to ensure the workplace is appropriately reviewing site condtions and risks.

5.4 Health and safety leadership engagementThe HSE Leadership Visit Programme provides a vehicle for leaders to engage colleagues and subcontractors to demonstrate HSE leadership behaviours. Engagement involves honest and open discussion about HSE issues in the normal place of work on projects or on the work site. Senior management site safety and environment inspections should be recorded and copies provided to the project for review and close out.

Senior management leadership visits will be carried out in accordance with agreed programmes to maintain strong coverage while avoiding over-inspection and undue disruption. More details are provided in SR Leadership Engagement.

Any significant findings will be collated in IMPACT to generate a review of the WHSP or hazard and risk management processes specific to the tasks. These will be distributed to the relevant parties.

5.5 Fatal and severe risks reviewFSR’s will be monitored and assessed for adequacy on a schedule as per the Fatal and Severe Risk Control Monitoring Work Instruction. The Fatal and Severe Risks Controls Standard does not replace the SMS Primary Standards, but complements their use.

Reviews are used to assess implementation and monitor compliance to the SMS Primary Standards, obtain staff feedback and opportunities to improve the effectiveness of system processes.

Fatal and Severe Risks Controls Assessments and Audit findings are reviewed and discussed at the monthly Project Review and Regional SLT (Safety Leadership Meeting).

5.6 AuditsInsert description of the audit process here with reference to regional HSE audit schedules, client auditing requirements and self auditing where applicable.

The audits will be included on the HS Activity Schedule at appendix *.

5.7 Corrective actionsThe Project Leader is to ensure any non-conformance identified during audits, reviews or inspection not immediately rectified are logged on IMPACT for trending, monitoring and close out. The Project Leader may delegate this task for actioning, however it is his responsibility to ensure the IMPACT register is maintained, regularly monitored for timely close out.

The project Corrective Action Register is to be monitored and reviewed for close out by the target dates and for any trending. The review should identify trends such as system weaknesses,


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improvement opportunities to enhance the project safety management plan and or prompt action to rectify specific re-occurring workplace issues. These items are to be notified via email to the HSE Leader or their nominee for consideration and possible rectification.

Corrective actions should be selectively reviewed for effectiveness via inspections and observations. Corrective actions identified from Potential Class 1 events are to be reviewed by Directors.

More information can be found in C-P-8-0107 Continual Improvement, Corrective and Preventive Action.

6. Hazard identification risk assessment and control6.1 Arrangements for controlling site risks and hazardsAll risk analysis, assessments and SWMSs will be conducted with full consideration of probability, consequence and the hierarchy of control

Risk and hazard controls will comply with or exceed minimum requirements contained within legislation, standards and codes of practice and be subject to monitoring and review.

Laing O’Rourke requires the project team to undertake specific training in Hazard Identification Risk Assessment and Control to effectively partake in the risk management process. Refer to SR Risk Assessment and SiD for further detail.

6.1.1 Fatal and Severe Risks Controls Standard

The Fatal and Severe Risks (FSR's) provide clear guidance regarding the various minimum mandatory requirements that must be in place, demonstrated and working effectively with the intent of managing FSR's within our operations.

The Fatal and Severe Risk control standard is designed to be used at all stages of construction. Whilst it can be used as audit tool after an activity to confirm the critical controls were in place it is more important to use the tool throughout the other cycles of design, planning, procurement and Design Engineering to ensure the Critical Controls are in place to prevent fatalities and injuries arising from the Fatal and Severe activity. Embeded into the FSR’s is our “Go/No Go” operating philosophy. ‘Critical controls’ are considered non-negotiable across Laing O’Rourke workplaces and if not in place effectively could contribute to a potentially significant incident. The “Go/No Go” operating philosophy is designed to make it easier for delivery teams to consistently cease the relevant activity and determine appropriate action when the “critical controls” are not in place.

FSR’s and critical controls should be a focus (but not the only focus) when planning and assessing risks.



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6.1.2 Safety in Design (SiD)

The Project Leader will appoint an appropriately qualified / experienced person to manage the SiD process on the project.

The SiD system is designed to maintain the safety of all those building the project and the users of the design by implementing the hierarchy of control, from the start of the bid stage through the design, construction, maintenance and demolition stages. The SiD system is used on all projects to identify, eliminate or reduce risks to being as low as reasonably practicable (ALARP) and to communicate those residual risks to project stakeholders, associated with any project we undertake.

SiD Standards for SiD Coordinators outlines our requirements and procedures for implementing SiD on the project. The principles include:

• Producing a SiD Action Plan that documents how SiD will be executed across the entire project

• Undertaking SiD reviews and workshops as early as possible in the design process, as well as further reviews and workshops in later stages of design development. Workshops will be facilitated by a person competent in SiD. They will gather information from previous SiD assessments and hazard and operational analyses (HAZOPs) to share at the workshops, which will be attended by all relevant stakeholders throughout the design lifecycle

• Maintaining a SiD Risk Register, which will be prepared during the workshop. The register will document hazards associated with the design elements, as well as probability and consequence of the risk. Where risks are not already ALARP, control measures and alternative designs will be documented along with the residual risk. The outcomes will then be communicated to all relevant stakeholders through a SiD Report.

Any construction or end user residual risks documented on the SiD Risk Register will be carried over onto the Project Risk Register. Design change requests are also documented and a register maintained.

6.1.3 Project risk assessment

The Project Leader will convene a risk workshop comprising senior production and safety representatives to produce the E-T-8-0938 Project and Workplace Risk Assessment before work starts. This is a high-level risk analysis incorporating any SiD residual risks, recording the procurement and construction phase risks. This includes public safety hazards, associated with the company’s operations, products, services and first aid requirements and allocating ratings, control measures and residual risk ratings. It will be used to guide Laing O'Rourke and subcontractors in preparing and reviewing their SWMS. Risk controls must comply with or exceed requirements of legislation, codes and standards.

The E-T-8-0938 Project and Workplace Risk Assessment Probability and Consequence risk tables scoring system is a tool to measure the perceived risk level. The scoring system is:

• 0–6: Acceptable - Go

• 7–12: Acceptable with strict adherence to control measures

• 13–25: Unacceptable – No Go

Any activity with a residual risk rating of greater than 13 (unacceptable) must be abandoned and a safer alternative solution found and reassessed in line with our Go / No-Go philosophy. Risks will be prioritised with higher residual risk scores assigned higher priorities.


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The risk assessment process will refer to the SMS, Primary Standards, SiD Register, Project Risk Register, construction programme, information from company WHS subscriptions, learning bulletins and safety alerts for direction and consideration in compiling E-T-8-0938 Project and the workplace risk assessment. Project-specific hazards and risks are documented in Appendix 2 and are subject to subsequent reviews.

The PRA will be reviewed (insert frequency not greater than 6 monthly). While the whole risk assessment will be reviewed, those activities with the higher residual risk score will be prioritised. It will also be reviewed as required to suit the project phase; after a significant change to the design risk assessment; significant change in scope; potential Class 1 or actual Class 1 event; or change in company, project or legislative requirements. If required, the risk assessment and associated SWMS, work pack or equivalent system will be revised and communicated to the affected workers.

6.1.4 Safe Work Method Statements (SWMS)

The SWMS procedure involves the following three processes:

• E-T-8-0971a Safe Work Method Statement (risk assessment process)

• E-T-8-0971b SWMS Review Checklist

• E-T-8-0971c SWMS Task Observation.

6.1.4.1 Step 1: SWMS

All SMWS must be task-specific and must be in place for all high risk activities on-site as per SR SWMS and Daily Activity Briefings. SWMS must be developed in consultation with workers (or nominated representative) and supervising the works.

The high-level control measures that are outlined in the PRA in Appendix 2 should be addressed in more detail in the SWMS.

Developing the SWMS may identify new or unforeseen workforce requirements that require additional training for a particular skill set, health and safety or environmental tasks. These will be relayed to the Project Leader for approval and actioning.

SWMS will be reviewed (insert frequency here based on risk profile). The SWMS will also be reviewed when there is a change in activity, system, design, plant, legislative or company requirement. Reviews are conducted by a task observation and reviewed for suitability and effectiveness. Any changes made to a SWMS must be made in consultation with the work crew who will be performing these works.

A register of all SWMS will be maintained on form E-T-8-0977 Work Method Statements Review Register.

6.1.4.2 Step 2: SWMS review checklist

Before works covered by a SWMS can begin, the SWMS must be reviewed and assessed as compliant to the requirements of the E-T-8-0971B SWMS – Part B Review Checklist. This checklist includes the specific requirements of items such as legislation, Codes, Standards, qualifications and plant.

A SWMS may also be reviewed after design changes or variations or after a significant incident or trend. Any nonconformances or “No” answers must be actioned prior to work commencing. The actions needed to close out the nonconformance must be recorded on the comments page of the checklist.


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The Part B Review Checklist must be used for Laing O’Rourke and subcontractor SWMS. All subcontractor SWMS must be submitted and approved as being compliant to the checklist before any work covered by that SWMS can commence.

6.1.4.3 Step 3: Task observation

The E-T-8-0971c SWMS Task Observation process assesses if the works detailed in a SWMS are being carried out in the method described and that the documented control measures are in place, being used and effective – work as imagined vs. work as done.

The process also provides an opportunity to observe the skill levels of workers, the effectiveness of training to date and possible training needs for individuals. It also allows workers to report any hazards and raise any safety concerns that they may have regarding the task.

If work is not being carried out as per the SWMS, the required corrective actions must be recorded on the task observation document and communicated to the supervisor of the work crew immediately. Corrective actions that are not immediated addressed arising from task observations are to be managed on Impact for close out. A review of the work method may be required.

Where a serious risk has been identified, work must cease immediately until rectification has taken place. Where the work or control measures are not being adhered to but the practices observed are acceptable or an improvement on the recorded practices, the SWMS may need to be reviewed to include these improved practices.

The responsibility, timing and scheduling of task observations will be recorded on and monitored through the project HS Activity Schedule with reference to the risk profile of the task.

Task observation can be carried out by any member of the Laing O'Rourke management team and subcontractor representatives, and elected health and safety representatives or Health and Safety Committee members.

6.2 Project-specific risk Upon development of the Project Risk Assessment the major risks and strategies to mitigate those risks over and above the information detailed within the SMS are outlined below.

Delete and add to the below list as applicable – this template is not an off the shelf ready solution and will require analysis of the PRA and SMS to determine the project specific risks and processes below. For assistance contact your Regional HSE Manager

6.2.1 Hazardous chemical risk assessment and Safety Data Sheet Register

The current Safety Data Sheet (SDS) Register of suspected or known hazardous chemicals must be reviewed before any purchases are made for the project. Applicable first aid supplies must be available on site where required.

Risk assessments must be completed on any product that is deemed hazardous or harmful to humans or the environment. This can be done through the Chemwatch Gold FFX or documented on E-T-8-0984 Hazardous Substance Risk Assessment. If the chemical requires health assessment or monitoring, it will be rejected and substituted for a less hazardous product.

Hazardous chemicals and dangerous goods must be stored in accordance with the requirements of the SDS, adhering to the segregation and ventilation requirements, and a register maintained on site. This can be a manual register using E-T-8-0980 Hazardous Substances and the SDS Register or may be created online using the Chemwatch Gold FFX System (Refer to PS


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Hazardous Substances); however, it is recommended a hard copy is printed following each update and distributed to the First Aid Officer and project safety department.

The project WHS Manager will ensure the hazardous chemical register is kept in the first aid room, along with the current SDS for each chemical at all times. The SDS should be readily available at the storage location and point of use.

6.2.1.1 Health monitoring or assessment

Those workers exposed to or using a hazardous chemical must sign the risk assessment and SWMS to confirm they understand the appropriate controls. In the site files, Laing O'Rourke will maintain all SWMS, risk assessments, induction and training records, and copies of all subcontractors’ documents for the use of hazardous chemicals on site.

Where workplace monitoring is required, the type of equipment and how it is installed, maintained and stored must be clearly defined in the SWMS. The operation will only be performed by competent people with equipment calibrated by an ISO 9001 or NATA-certified laboratory. Copies of these records will be maintained on site. Workplace monitoring requirements may include:

• Chemical exposure including dust and fibres

• Noise level

• Lighting levels

• Radiation exposure.

In exceptional cases, where a chemical that requires health assessment or monitoring must be used or workers are exposed via demolition works or contamination, those performing the works will be informed of the health monitoring programme and requirements. A person conducting a business undertaking (PCBU) must ensure that health monitoring is provided to a worker if:

• They are carrying out ongoing work using, handling, generating or storing hazardous chemicals and there is a significant risk to the worker’s health because of exposure to a hazardous chemical mentioned in WHS Regulation Schedule 14, table 14.1, column 2

• There is a significant risk the worker will be exposed to a hazardous chemical (other than a hazardous chemical mentioned in Schedule 14, table 14.1) and either:

• Valid techniques are available to detect the effect on the worker’s health

• Valid techniques of determining biological exposure to the hazardous chemical is available and it is uncertain, on reasonable grounds, whether the exposure to the hazardous chemical has resulted in the biological exposure standard being exceeded.

Unplanned workplace exposure monitoring programmes not identified in the risk assessment will be investigated and may lead to corrective actions or amendment to system processes. Records of health surveillance will be maintained as secure and confidential for the statutory period by the company.

6.2.2 Plant and structures

6.2.2.1 Plant risk assessment and acceptance criteria

All plant and structures will comply with relevant Australian Standards. Where there is no relevant Australian Standard, the equivalent international standard will apply. Items of plant and



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structures where applicable will be registered and the design registered as required under OHS legislation.

All items of powered mobile plant must be risk assessed with consideration of its different lifecycle phases – including procurement, delivery, loading, unloading, operation, maintenance, service and inspections. The purpose and scope of work specific to the plant and site conditions must also be considered. E-T-8-0938 Plant Risk Assessment may be used to undertake that assessment (or plant assessor if applicable)

The following requirements apply to all construction plant and equipment operating on site:

• Plant is maintained and serviced as required in accordance with the original equipment manufacturer (OEM) maintenance schedules

• Plant is inspected before mobilisation and before use by a competent person

• A verification of competency (VOC) of operators is conducted

• Plant and people are separated and the defined work areas approved by the supervisor

• Stability and ground bearing pressure are verified for plant set up on outriggers

• Rolling object protection system (ROPS) and falling object protection system (FOPS) are verified and fitted to plant in compliance with the regulations and risk assessment

• All quick-hitches are the fully automatic double-locking hydraulic type to prevent attachments from falling and swinging

• All warning devices are operable and a positive way to communicate is in place

• Plant and vehicles are parked in a stable condition (chocks are fitted if fundamental stability is not achieved)

• Plant is only used for the purpose for which it was designed unless it is determined the proposed use does not increase the risk to health and safety

• Plant used for loading and offloading operations is fitted with a load indicator/weight measuring device

Plant on site will be recorded on the E-T-8-1553 Plant and Equipment Register or electronic equivalent.

6.2.2.2 Identification of ROPS and FOPS

ROPS designed and tested in accordance with AS 2294 must have a permanent label attached in a prominent position where it can be easily read and where damage by weather or abrasion is minimised. The label should contain the following information:

• The name and address of the manufacturer of the structure

• The type and serial number of the structure, if any

• The make and model of the plant that the structure is designed to fit

• The number of the standard or code that the ROPS meets, its approval number under that code, if applicable, and the name of the testing station

• Any other information deemed appropriate (for example, the installation date).

Following any repairs or modifications, an additional label should be put on the frame stating the repairs or modifications that have been made, when they were made and by who.


https://nextgearsmsdotcom.files.wordpress.com/2016/05/e-t-8-1553-plant-and-equipment-register.xlsx

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A sign should be prominently displayed in every ROPS, warning the operator to wear the seatbelt provided.

Where an item of plant is not prescribed to be fitted with ROPS or FOPS, the risk assessment must determine the need for protective structures, accounting for the manner in which the plant is to be operated. The operation, inspection, service and maintenance of plant – including the requirement for ROPS, FOPS and other additional controls – will form part of the PRA.

Unauthorised removal of ROPS or FOPS is not to occur without express approval from the Project Leader in consultation with Select (as subject matter experts).

6.2.2.3 Plant stand-down process

Should any plant be found to be defective or require immediate repair, or the logbook, plant risk assessment or other required documentation is unacceptable, the plant is to be stood down and parked, the key removed, and the plant locked (if possible) and tagged as “out of service” or removed from site.

Reinspection by a Laing O'Rourke Representative using the original Pre-Mobilisation Plant and Operator Checklist will be conducted before the plant can be used on site.

6.2.2.4 Subcontractor plant and structures

Before an item of powered mobile plant arrives on site, subcontractors must provide to Laing O’Rourke the following:

• Service reports and history (previous 12 months) complying with the OEM manual’s requirements (the item of plant must be accompanied by a copy of the OEM manual)

• Plant risk assessment

• SWMS incorporating all hazards for the use of the item of plant

• Pre-mobilisation report carried out by the supplier of the item of plant

• Confirmation of the operator’s competence to safely operate the item of plant

• Daily Inspection Book (logbook) specific to the needs of the OEM manual. The operator of each item of plant must conduct an inspection and record this in the logbook each day the plant is used. Where any fault that affects the operational safety of the plant is identified, the operator must isolate the plant from service until the fault is fixed.

6.2.3 Others Project Specific Risk Other project specific risks should include specific methods of managing the Fatal

and Severe Risks on the project and any other major risks identified in the PRA, such as

o Traffic Managemento Logistics Management processeso Risks associated with DfMAo Rail Safetyo Oil and Gas specific processeso Safety Interfaceo Allowing Contractors to utilise their own specialist systems



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7. Permits to workA PRA will be undertaken to determine which of the following permits to work will be applicable to the project:

• Work over water

• Confined space

• Hot work

• Excavation

• Electrical work isolation

• Plant isolation

• Crane workbox

• Asbestos removal

• Grid mesh, flooring and handrail removal

• Working at heights

• Permission to interrupt.

More information is provided in PS Permits to Work.

Permit issuers and permit holders will be appointed by the Project Leader and trained on their roles and responsibilities prior to issuing any permit. Work parties will be informed of the permit to work system in the project induction. The following table identifies those responsible for permits at the project / workplace.

Permit Authorities

Services Coordinator (name) All services at the workplace

Excavation Permit Authority (name) All excavation related ascpects asso-ciated with the workplace

Excavation Permit Issuers (name) Define area

(name) Define area

Service Isolation Permit Au-thority

(name) All electrical isolation related as-cpects associated with the workplace

Service Isolation Permit Is-suers

(name) Define area

(name) Define area

(name) Define area

Confined Space Entry Permit Authority

(name) All confined spaces related ascpects associated with the workplace

Confined Space Entry Permit Issuers

(name) Define area

(name) Define area

Work at Heights Permit Author-ity

(name) All work at heights related ascpects associated with the workplace

Work at Heights Permit Issuers (name) Define area



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Permit Authorities

(name) Define area

Grid Mesh / Penetration Permit Authority

(name) All grid mesh and penetration related ascpects associated with the work-place

Delegated Grid Mesh / Pentra-tion Removal Permit Issuers

(name) Define area

(name) Define area

Crane Workbox Permit Issuer (name)

Cannot be delegated and must be an appointed person

All use of crane workboxes at the workplace

Asbestos Removal Permit Au-thority

(name) All asbestos removal related ascpects associated with the workplace

Asbestos Removal Permit Is-suers

(name) Define area

Table 5: Permit Authorities and Issuers

A lock out/tag out procedure will be developed and implemented on the project.

7.1 Change managementChange will be managed in accordance with SR Change Management.

There are various processes and forms that support risk analysis, management and communication of change. These include Design Change, Project Risk Assessment, Safe Work Method Statements, Collective Insights, Plant Hazard Assessments, Chemical Risk Assessments, Pre-Start Meetings and Toolbox Meetings. Where these don’t effectively support the change management then the workplace shall identify a suitable alternative such as the LORAC template E-T-8-0992 Change Request form.

Specific change management process are:

8. Emergency preparedness and response8.1 Emergency procedures, evacuation and drillsAppendix 7 contains the Emergency Response Plan developed by the Construction Manger in consultation with appropriately trained personnel, containing details of emergency procedures, evacuations and drills. The type and location of emergency equipment will be planned and assessed by a suitably competent person. The emergency planning will be subject to the regular review process as part of the overall WHSP with rescue plans incorporated where required. This is documented in SR Emergency Planning and Response.

8.2 Communicating emergency proceduresSite and visitor inductions will be used to communicate the project emergency procedures and plans to all personnel on the project and visitors to the site. All visitors will be escorted by an inducted person at all times while on the site (refer to Section 12.1: Inductions).

Emergency response arrangements, evacuation points and emergency contact personnel will be displayed on the site noticeboard, meeting and crib rooms.



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8.3 Emergency drillsPractical application and understanding will be demonstrated during drills and documented on the E-T-8-0997 Emergency Response Drill Record. Analysis of the drill record will confirm the effectiveness of the location of emergency equipment, warning devices, signage, additional training requirements, evacuation routes, muster points and the need for any improvements.

Emergency drills will be conducted and documented in full on E-T-8-0997 Emergency Response Drill Record at intervals not exceeding six months or after an emergency situation. Emergency plans will be reviewed quarterly and revised as necessary to meet the phase of construction. Defence will be notified and approval sought before any emergency drills are conducted.

8.4 Training and competencies of emergency personnelEmergency Coordinator and other emergency response personnel, as required, will have clearly defined roles and responsibilities and will be formally appointed to their positions by the Project Leader.

External parties may be engaged to conduct the assessment of fire, emergency and rescue equipment. Records of competency will be retained in the contract files.

8.5 Emergency management of dangerous goods and hazardous chemicalsDangerous goods and hazardous chemicals will be managed in accordance with the requirements in 6.2.1 and Appendix 7 of this plan. Registers of the hazardous and dangerous chemicals on the site will be maintained and available to the Emergency Response Coordinator in the case of an emergency.

9. Event (incident) ManagementIncidents are classified into the three classes outlined in Table 7.

Incident Example

Class 1 injuries alter the future of an individual permanently.

• Fatality, quadriplegia/paraplegia, amputation• Impaired back, disfigurement, psychological disturbance.

Class 2 injuries alter the future of an individual temporarily.

• Fractures, contusions, sprains, lacerations requiring sutures.

Class 3 injuries do no more than inconvenience the person. This injury causes discomfort but allows the person to quickly return to carry out their normal duties.

• Minor cuts and bruises.

Table 7: Incident classifications

9.1 Incident notification and reporting An emergency response process (see Appendix 7) will be actioned as relevant to the incident. The Project Leader must be informed of any incidents on site as quickly as possible. For all actual and potential Class 1 incidents, the Project Manager is responsible for ensuring the following personnel are notified verbally within one hour of the incident occurring:

• HSE Leader

• Operational General Managers

• Relevant Director

• General Manager HSE

• The Client representive.



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All incident reporting and investigation must be recorded in IMPACT as soon as possible and no longer than 24 hours after the incident occurring. IMPACT can be accessed from iGATE or remotely via the internet where direct access to iGATE is not available. If there is no intranet or internet connection, the documents C-T-8-0918 Incident Investigation and E-T-8-0918 Incident Investigation must be used. These completed documents must then be forwarded to a location where the information can be inputted into IMPACT.

9.1.1 Notification to authorities and regulators

The following are notifiable incidents: (Refer to local legislative requirements)

• The death of a person

• A serious injury or illness of a person

• A dangerous incident.

The HSE Leader will report all notifiable incidents to the relevant state and federal authorities as required under relevant acts and regulations. The regulator is to be notified immediately after a notifiable incident occurs on the worksite. A record of all notifications will be kept.

The relevant authorities include:

• Work Safe (jurisdiction)

• Office of the National Rail Safety Regulator (ONRSR)

• Office of the Federal Safety Commissioner.

Notifications to various other regulators and authorities are required by dangerous goods, electrical, mine, rail and workers' compensation acts and regulations, as well as the relevant health and safety legislation in the area of jurisdiction. The HSE Leader will be consulted on all regulator notifications.

9.1.2 Client reporting requirements

In addition to reporting notifiable incidents to the regulators, Laing O'Rourke is also required to report specific WHS incidents to:

Describe client requirements here

9.2 Assistance, rehabilitation and return to work programme

9.2.1 Assistance

Each person can be affected by and deal with stress and trauma differently following an incident. Some require professional assistance – either physically or emotionally or both. Laing O’Rourke has retained the services of Optum, an international organisation that specialises in employee wellbeing. Optum has free and confidential access to professionally qualified counsellors and support services to assist in times of personal or family need.

All face-to-face counselling sessions are provided off-site at one of Optum's national counselling locations. Alternatively, counselling is available 24 hours a day, seven days a week over the phone on 1300 361 008. Great care is taken to maintain and ensure the privacy and confidentiality of users. Should the service be used, the only information relayed to Laing O'Rourke is statistical reports on patterns of use. No personal identifying information is contained in the reports.



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9.2.2 Rehabilitation and return-to-work programme

An injured worker who is required to attend a medical centre or see a specialist medical practitioner must be accompanied by a Laing O'Rourke representative or Return to Work Coordinator. A copy of the Important Information for Treating Doctor must be taken to the appointment where possible. Where this is not practical, the letter should be forwarded to the treating medical practitioner as soon as possible. For direct company employees, the medical certificate and accounts for the treatment of the injured worker must be sent with the completed claim form to the National Workers' Compensation Claims Manager. All subcontractors are responsible for managing their own compensation claims and developing return-to-work programmes before a worker is permitted to return to the project.

Under the Workers Compensation Act and as employers, Laing O'Rourke and contractor employers must provide rehabilitation and return-to-work programmes detailing suitable duties for all injured employees. A Laing O'Rourke representative, the injured party and the treating medical practitioner should agree the most suitable injury management and return to work as soon as practical. The full process can be found in SR Injury Management and Return to Work.

9.3 Director involvement protocolWhere a Potential Class 1 incident has occurred the Project Leader must provide a status report immediately to the Relevant Director and General Manager HSE and a response will be managed in accordance with SR Event Management and Reporting.

9.4 Incident investigation

9.4.1 Scene preservation

The Project Leader will ensure there is no continued risk to health and safety and that the scene is not disturbed until facts are established. If the incident is notifiable to the regulatory authority, the scene will not be disturbed until there is approval from the regulator.

9.4.2 Investigation

At least one investigation team member will have been trained in the company-approved investigation techniques. For Class 1 actual or potential incidents, investigations must be completed by a person trained in the chosen methodology as determined by the HSE Leader.

The investigator must be able to conduct the investigation autonomously without interference from other interested parties. The investigative team must have freedom to obtain evidence and to access the site as often as necessary. All incident investigations will be recorded in IMPACT.

Where a Class 1 actual incident has occurred, the HSE Leader and Relevant Director will initiate the investigation and allocate responsibilities. An external consultant may be engaged. This will occur within 24 hours.

Findings from the investigation, such as corrective actions and recommendations, will be used by the project WHS Manager to review all relevant risk assessments, SWMS, checklists, HSMS System Requirements and Primary Standards for required changes and their subsequent implementation and monitoring through the WHSP review process.

Corrective actions will be developed to address each causal factor. The WHS Manager will ensure all corrective actions and causal factors are logged in IMPACT. The HSE Leader or nominee will refer any identified recommendations for HSMS changes to the General Manager HSE or their nominee.



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9.5 Communication and sharing lessonsSharing lessons may take several forms including:

• HSE bulletins generated where incidents findings may need to be communicated internally across a project or to another project or workplaces. For distribution outside the project, the bulletins will be forwarded to the HSE Leasder or nominee who will distribute them through the central HSE team. At a project level, the bulletins should be communicated to the Health and Safety Committee and posted on the project noticeboard.

• Safety alerts are designed to prevent a repeat of an incident. All safety alerts must be approved by the General Manager HSE or nominee before distribution.

The bulletins and alerts may be distributed by email or uploaded to iGATE. At a project level, they should be communicated to the Health and Safety Committee, posted on the project noticeboard and presented as toolbox talks, as appropriate.

9.6 Monthly statistical reporting All projects, offices and workplaces have a unique reporting page within IMPACT to provide statistical information and monitor the health and safety performance. The statistical data collected on the project will form part of the C-T-8-0742 Contract Review. This information is used as a tool to assist in trend analysis. The reports are reviewed by senior management, the Hub Safety Board and reported to the Europe Hub globally for review and monitoring.

10. Whole-of-project consultation and engagementLaing O’Rourke is committed to maintaining communication and encouraging consultation, cooperation and coordination of duties with all duty holders, work groups and subcontractors. SR HS Consultation and HS Meetings describes the minimum requirements for consultation to be implemented at the project. The following methods of consultation and coordination will be utilised at the workplace to support the Next Gear agenda and to meet legislative requirements.

10.1 Health and Safety PolicyThe current Health and Safety Policy (contained in Appendix 1) will be communicated to workers, subcontractors and other organisations by the following methods:

• Displayed in the project reception/visitor area and on the site noticeboard

• Included in the site-specific induction

• Included in tender documentation sent to subcontractors.

10.2 Health and safety representativesThe process of electing health and safety representatives must be documented to show which work group elected which representative. Each representative must undergo the requisite training, including:

• An initial health and safety training course after being elected

• A one-day refresher training each year starting one year after the initial training.

10.3 Health and Safety CommitteeThe workplace may establish a HSC for the purposes of consulting with work groups as per legislative requirements. The HSC will meet at intervals agreed by the members of the HSC documented within the HSC constitution. The minutes of the meeting will be made available to


http://igate.web/Processes/AUS-Processes/Core%20Process/SUPERSEDED/SUPERSEDED%20C-T-8-0742%20Contract%20Review%20Oct16.docx


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the workforce using different methods including posted on noticeboards, multi-media and/or digital copies.

10.4 Pit CrewThe workplace may establish a Pit Crew to investigate opportunities for improvement in the ap-plication of the Next Gear principles at the workplace. Membership of the Pit Crew is at the dis-cretion of the project team and will be an informal network of person that take active interest and involvement in the application of the principles.

10.5 Collective InsightsThe workplace will hold collective insights at regular intervals to obtain direct feedback from work groups on activities that they are involved in to identify areas that are working well as well as areas for improvement. The collective insights process may be recorded on the form available within the SMS or using other digital or multi-media methods providing the method used accur-ately captures the items discussed at the session and the persons in attendance.

10.6 Investigating for SuccessThe workplace will undertake investigations into high risk activities that are completed success-fully to understand conditions required for success. The workforce are a critical part of this pro-cess to understand why people are required to adapt to build resilience within the workplace. Lessons learnt will be distributed across the workplace as necessary. To allow for innovative methods of capturing this information, no set form is prescribed, however completed records of the activity taking place should be recorded in Impact.

10.7 Pit StopsThe workplace may undertake a ‘Pit Stop’ to understand the gap between work as imagined vs. work as done. Pit Stops may be a formal recorded session or informal sessions intended to identify opportunities to build resilence and contingency. Where critical issues are identified dur-ing a pit stop this may lead to a collective insight or investigation for success to more formally in-terrogate the identified issue.

10.8 Toolbox TalksThe workplace will hold toolbox talks at regular intervals to disseminate important safety informa-tion, changes and updates. These toolbox talks will provide another venue for consultation and coordination of activities. Toolbox talks may be recorded on the form available within the SMS or using other digital or multi-media methods providing the method used accurately captures the items discussed at the session and the persons in attendance.

10.9 Daily Activity Briefings / Pre-Task BriefingsThe workplace will hold pre-task briefings to coordinate workplace activities and to highlight risks and controls pertinent to completing the task safely. Pre-task briefings may be recorded on the form available within the SMS or using other digital or multi-media methods providing the method used accurately captures the items discussed at the briefing and the persons in attendance.

10.10 Contractor Coordination MeetingsThe workplace will hold contractor coordination meetings (explain the frequency and process employed at the workplace for contractor coordination). Contractor coordination meetings allow for consultation with the contractor’s management team as well as providing a forum for lateral consultation between contractors to self-manage their interfaces safely.



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10.11 Observation ReportingAll workers are encouraged to report any hazards and positive observations they may observe The project will establish observation reporting mechanisms, including noticeboards, observation cards and the use of the Gearbox Mobile application for the project team to report concerns and to encourage innovative ways of work.

All reported observations will be entered onto IMPACT. Feedback will be provided on actions taken, lessons learned.

10.12 Other Workplace Specific Consultation Methods (Descibe here or delete)

Method Frequency By whom Form

Toolbox talks Minimum once per week Project Leader, manager/supervisor with direct control

E-T-8-0913

Health and Safety Committee

As per HSC Constitution Project Leader, Project Manager, WHS Manager or advisor, workforce representation

E-T-8-0953

Emergency meetings As required by Laing O'Rourke Project Leader, WHS Manager E-T-8-0110

Written instructions As required Manager/supervisor with direct control

E-T-8-0937

Verbal instructions As required Manager/supervisor with direct control

NA

Walkabouts Daily Manager/supervisor with direct control

NA

Design coordination meetings

To be agreed by Project Leader Project Manager, Senior Project Engineer, Design Manager

E-T-8-0110

Works coordination meetings

As required Manager/supervisor with direct control, project engineers

E-T-8-0110

SWMS Each activity Those conducting the works E-T-8-0971a SWMS

SWMS reviews As required on the SWMS Project-specific procedure E-T-8-0971b SWMS Review Checklist

Task observation Project-specific procedure Project-specific procedure E-T-8-0971c SWMS Task Observation

Collective Insights Project-specific procedure Project-specific procedure E-T-8-0924 Collective Insights Process

Leadership visits Project-specific procedure Project-specific procedure E-T-8-0905 or email

Daily Activity briefing Project-specific procedure Subcontractor supervisors Daily Activity briefing.

Table 8: Methods for communication and consultation

10.13 Consultation with othersHealth and safety issues will be communicated to other groups using the methods outlined in Table 9.

Group Consultation and communication method

Client and client's • Weekly meeting



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Group Consultation and communication method

representative • Monthly report• Formal correspondence.

Designers • Design coordination meetings• Design risk review meetings• Weekly meetings• Formal correspondence such as document transmittal and requests for information (RFIs).

Employees, site workers, and subcontractors

• HSE inductions• Learning bulletins (distributed each month and saved on iGATE)• Project health and safety noticeboards• Signs and posters• Conferring with elected health and safety representatives• Weekly Health and Safety Committee meetings• Collective insights• Task observation• SMS Direct• Development and review of SWMS• Daily pre-task meetings• Weekly toolbox talks• Risk assessments• Site instructions• Daily start-up procedure• Asite memos.

Site supervision team and other duty holders

A daily coordination meeting will be held to review plant and vehicle movements and to consult, cooperate and coordinate other HRCA. This meeting will be documented and required actions communicated to the site work teams by way of the daily activity briefing or other formal documentation.

Table 9: Communication with other groups

11. Selection and control of contractors and suppliers11.1 Selection of contractorsThe procedure for selecting and evaluating subcontractors is set out in SR Supply Chain Management. Project specific arrangements for selection of contractors includes:

Insert as applicable

The following documents will be provided to subcontractors as part of the procurement and engagement process:

SR Next Gear This WHS Plan The Workplace / Project Risk Assessment The WHS General Prelims The Fatal and Severe Risks Controls Standard Applicable Primary Standards (or links to the relevant standards)

Contractors will also have ready access to the Laing O’Rourke SMS via www.nextgearsms.com


http://www.nextgearsms.com/


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11.2 Control of contractorsAll subcontractors will be required to:

• Review and comply with the relevant sections of the Laing O’Rourke WHSP, Fatal and Severe Risks Controls Standard and Primary Standards.

• Provide a copy of their SWMS, work pack or equivalent at least seven days before their planned start on site, or as instructed by Laing O’Rourke.

• Develop their SWMS and work packs in consultation with those who will perform the tasks.

• Provide copies of general induction cards or other written evidence of general induction at least seven days before their planned start on site for each of the subcontractor workers about to start work on site.

• Adhere to the provisions of the WHS Plan (this document), approved hazard and risk management processes, SMS Primary Standards and comply with all statutory health and safety acts and regulations, advisory standards and codes of practice as amended.

• Observe all contract conditions for health and safety and follow site instructions issued by the Laing O’Rourke project management team.

• Provide adequate training to their workers to allow them to perform their tasks safely and proficiently. Training will include a work activity induction including consultation and explanation of hazard and risk management processes. Additional training must be provided when any amendments relevant to the subcontractor's work are made to the WHS Plan.

• Supervise workers under their control at all times.

• Provide evidence that plant and equipment is maintained and instruct workers in the safe use of such equipment.

• Provide Laing O’Rourke with a plant register and relevant records for all plant arriving on the project.

• Ensure the orderly conduct of their scope of works so site activities do not put at risk workers, or members of the public on or near the project.

12. Project health and safety trainingRefer to SR Onboarding, Training, Induction and VOC for the minimum requirements and methodology for health and safety training. Project specific arrangements are outlined below.

12.1 InductionsTable 104 outlines the inductions to be undertaken before personnel enter and start work on site.

Induction Description

General industry induction

All people who will perform work on a Laing O'Rourke project must have completed the relevant general health and safety industry induction.

Site-specific induction All persons required to undertake work at the workplace wil undergo a full induction that covers off on the content of this plan, site specific rules and produres and the Next Gear Workshop. This induction is intended to ensure that all persons are informed of the arrangements contained within this plan and to provide an opportunity to attendees to clarify any questions they have about the workplace. The induction is not required to be a power point presentation, however this in an acceptable method. The workplace has implemented the following method to completing the induction:. All personnel, including subcontractors, who receive a site-specific induction will state

and provide a copy of their qualifications and certificates of competency, be required to



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Induction Description

provide their individual details by completing E-T-8-0949 Site Induction Record for Employees and Subcontract workers, and complete the assessment to confirm they understand the induction.

Copies of qualifications and certificates of competency will be filed with the induction record and record the details on E-T-8-0907 Certificate Holders Register.

The induction officer will file the completed E-T-8-0949 and E-T-8-0949a forms in site records under the trade or subcontractor to which the person belongs.

To allow quick confirmation of induction details, the induction officer will complete E-T-8-0983 Site Induction Register and E-T-8-0907 Certificate Holders Register for trades/subcontractors for large inductions (for example, 20 or more).

Laing O'Rourke’s site induction stickers and induction cards will be issued at the time of induction. Each person inducted will be required to immediately fix the sticker to their helmet in a visible position and carry their induction cards at all times on site.

Insert Induction booking requirements, timings etc.

Visitor's induction All visitors will undertake a short visitor induction covering the basic emergency response information. Visitors are not allowed to undertake work at the workplace and must be accompanied by a fully inducted person at all times. Evidence of visitor induction will be captured (describe workplace method i.e. sign on, e-induct, project specific form etc).

Delivery and driver inductions

Ad-hoc deliveries to the site office do not require a driver induction. Driver’s required to be unloaded by machinery at the workplace or that are required to drive into a construction / production related area at the workplace require a driver induction. The driver induction will cover basic emergency response information, traffic management information and loading and unloading requirements. The driver induction may also cover off on chain of responsibility requirements for Heavy Vehicles where applicable. This includes the driver’s offsiders and passengers. Details will be recorded on E-T-8-0949b Site Induction Record for Delivery Drivers. The following protocols apply to deliveries:• Mail and parcel deliveries to the site office: Require no further action• One-off deliveries to site: Delivery drivers induction and briefing on the loading/unloading

procedure• Regular deliveries to site: Delivery driver induction or full site-specific induction as

determined by PRA or any process delivered by the project to ensure delivery drivers are aware of the hazards and risks and aware of their obligations.

Table 104: Inductions

13. Fitness for Work13.1 Fatigue managementManagers and supervisors must manage the operational and safety risks related to fatigue as stipulated in PS Fitness for Work. Appendix 14 contains a Fatigue Management Plan that includes:

• Fatigue risk assessment

• Method for monitoring hours of work and travel

• Staffing levels

• Workload

The Fatigue Management Plan will be further developed following contract award.



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13.2 Alcohol and other drugsLaing O'Rourke's goal is to establish a framework that ensures as far as practical that workers and other people present on any Laing O’Rourke site are protected from exposure to risks associated with a person working under the influence of alcohol or other drugs. All workers can be tested for alcohol or other drugs at any time. Types of testing will include random, post-incident, reasonable grounds to suspect impairment, targeted testing and voluntary self-testing.

The acceptable limits for workers and other drugs are:

• For alcohol, a blood alcohol concentration (BAC) of 0.00%. BAC testing will be conducted using a breathalyser that meets the relevant Australian Standard.

• For other drugs, testing may be conducted using either oral fluids (saliva) or urine instant testing. The cut-off concentrations will be those specified in AS 4760 Procedures for Specimen Collection and the Detection and Quantisation of Drugs in Oral Fluid or AS/NZS 4308 Procedures for Specimen Collection and the Detection and Quantification of Drugs of Abuse in Urine, depending on the testing method used.

All testing will be conducted using NATA-certified equipment and testing methods. Calibration records for Laing O’Rourke testing equipment will be maintained at the workplace.

The consequences for a positive test result are set out in PS Fitness for Work.

14. Legal Obligations and Record Management14.1 Relevant legislation The principal legislation relevant to this project is the Work Health Safety Act 2011 and Work Health Safety Regulation 2011, as well as applicable codes of practice. The project risk assessment (PRA) (contained in Appendix 2) will identify other applicable compliance requirements for the project and jurisdiction. Appendix 10 contains a register of all applicable registration. Alternatively the project may utilise SafetyLaw subscription to maintain a register of applicable legislation.

Workers will be notified of the applicable legislative codes and standards and how to access this information at the site induction and by notices displayed throughout the site.

The SMS has reference to applicable legislation and has been developed with the intent of meeting those requirements. Application of the System Requirements and Primary Standards in accordance with their intent should provide assurance that legislative requirements are being met onsite.

14.2 Access to health and safety information

14.2.1 Employees, subcontractors and site workers

The project team will have ready access to current health and safety information via the company intranet, iGATE and through the open source website www.nextgearsms.com that hosts the Laing O’Rourke SMS. This information includes:

• System Requirements and Primary Standards

• Health and safety Acts

• Regulations

• Australian standards

• Codes of practice


http://www.nextgearsms.com/


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• Other relevant health and safety documentation.

14.3 Managing health and safety records

14.3.1 Files and records

Project records must be maintained and readily accessible. Refer to SR Legal Obligations and Record Management. Asite will be the document management system used to distribute and register contractual correspondence. Soft-copy records must be maintained on the project server established with the E-T-6-0155 Contract Filing System Structure.

It is not necessary to create hard-copy folders if they are not going to be used. All hard-copy records should be:

• Legible, complete, accurate and contain appropriate signatures and dates where necessary

• Identified, collected, indexed and placed in the relevant subsection of the filing system E-T-6-0155 Contract Filing System Structure.

14.3.2 Archiving

The Project Leader is responsible for ensuring the correct process is used to archive company records. Archiving must occur following contract completion. The project team must consolidate all related documentation into one system/location.

Records are usually held for seven years, except where specified in contract documents or for selected documents such as personnel records, which may be held for 10 years or even longer. Health surveillance records are required to be kept for up to 40 years.



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Appendix 1: Health and Safety Policy

Insert Image of current HS Policy here


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Appendix 2: Risk assessmentA live copy of the Workplace / Project Risk Assessment is managed electronically separately from this plan.



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Appendix 3: Site rulesSite-specific rules

No. Site rules

1 Go / No-Go • Critical Controls listed in the Primary Standards must be in place or the activitiy shall not proceed or shall be ceased immediately.

2 • Insert IF required

3 •

4 •

5 •

6 •

7 •


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Appendix 4: Organisational charts



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Appendix 5: RACI Chart



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Appendix 6: Training needs analysisJob descriptions identify the skills and knowledge requirements for the position titles associated with this project. This matrix is to be compiled, reviewed and maintained by the Project Leader to identify any additional training needs for specific position titles that maybe required or apparent following the compilation of the Project Risk Assessment. The matrix is to be reviewed and updated as necessary by the Project Manager as part of the overall WHS Plan review process in consultation with the project team. No changes can be made to the foundation training requirements on this matrix. Refer to the Laing O'Rourke Training and Competency Matrix for the specific competencies mapped to the Supervisor Essential, Safety Essential and HSMS Training. These tables will be completed following contract award.

Key:

• I = internal training

• E = external training

• F = foundation training required for each position and recorded in Success Factors

• X = training identified by training needs analysis as required for the Stage Two Garden Island Recovery Project.

Foundation training courses

Safety training

Inte

rnal

or

exte

rnal

cou

rse

Cont

ract

ors

Proj

ect s

taff

Fore

man

Cons

truct

ion

Man

ager

Proj

ect

Engi

neer

/Sen

ior

Proj

ect E

ngin

eer

Proj

ect M

anag

er

Cont

ract

or’s

Co

ntra

ct

Man

ager

Proj

ect L

eade

r

Envi

ronm

enta

l M

anag

er

WHS

Man

ager

Next Gear programme

OHS industry induction

Incident investigation (facilitate)

Supervisor Essential programme

Safety Essentials Programme



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Safety training

Inte

rnal

or

exte

rnal

cou

rse

Cont

ract

ors

Proj

ect s

taff

Fore

man

Cons

truct

ion

Man

ager

Proj

ect

Engi

neer

/Sen

ior

Proj

ect E

ngin

eer

Proj

ect M

anag

er

Cont

ract

or’s

Co

ntra

ct

Man

ager

Proj

ect L

eade

r

Envi

ronm

enta

l M

anag

er

WHS

Man

ager

Due diligence and health and safety legal obligations

Return to work coordinator

Auditor

Environmental Management System

Safety in Design



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Project-specific training requirements

Safety training

Inte

rnal

or

exte

rnal

cou

rse

Cont

ract

ors

Proj

ect s

taff

Fore

man

Cons

truct

ion

Man

ager

Proj

ect

Engi

neer

/Sen

ior

Proj

ect E

ngin

eer

Proj

ect M

anag

er

Cont

acto

r’s

Cont

ract

Man

ager

Proj

ect L

eade

r

Envi

ronm

enta

l M

anag

er

WHS

Man

ager

Heal

th a

nd S

afet

y Re

pres

enta

tives

Heal

th a

nd S

afet

y Co

mm

ittee

Project-specific induction

Senior first aid

Occupational first aid

Health and Safety Committee Representative

Emergency planning

Traffic control

Work at height

Mobile plant safety

In-ground and overhead services

Noise management

Hazardous substances

Confined spaces

Elevated work platforms (+ or – 11m)

Lock out/tag out



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Appendix 7: Emergency Response Plan



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Appendix 8: Plant and Equipment RegisterFollowing is a sample Laing O'Rourke Plant and Equipment Register. A register specific to the Project will be developed following contract award.



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Appendix 10: Register of applicable legislationThe Project is to be conducted in accordance with all relevant state legislation, including legislation:

• Listed in the table below

• Identified in the project risk assessment

State/region Principal legislation Authority Internet address

Commonwealth Work Health and Safety Act 2011Work Health and Safety Regulations 2011

Safe Work AustraliaFederal Safety Commissioner www.safeworkaustralia.gov.au

www.fsc.gov.au

State


http://www.safeworkaustralia.gov.au/

http://www.fsc.gov.au/


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Appendix 11: Health and safety site activity scheduleFollowing is a sample Laing O'Rourke health and safety site activity schedule. A schedule specific to the Project will be developed following contract award.



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Appendix 14: Fatigue Management Plan

Document and revision history

Document details

Title Fatigue Management Plan

Client

Client reference no.

Laing O’Rourke contract no.

Revision historyThe original and subsequent revisions are to be approved by the Project Leader.

Revision Date Description Prepared by Approved by

A

Note: This plan is a draft and will be reviewed subject to the advice that Laing O'Rourke is the preferred tenderer.



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Terms and definitionsThe following terms and definitions are used in this plan.

Term Definition

Extended working hours

Any working hours in excess of established project rostered hours and includes overtime.

Fatigue Primarily caused by wakefulness or insufficient and/or disturbed sleep and can be further influenced by physical or emotional exertion. The effects of fatigue can be short term or long term.

On-call personnel A person who may be interrupted during non-rostered hours to perform work-related activities and/or who is rostered on call.

Residence A person’s residence during non-operational hours. This may include camp and camp facilities; for example, wet messing and travel camp/site.

Roster A planned roster that would operate if there were no operational or crewing changes; for example could include to 21 days on, 7 days off.

Rostered hours The hours for which a person is rostered to work.

Shift work Unlike day work, shift work is an arrangement of work that can be performed in shifts commencing and finishing during any of the 24 hours during the day and any 7 days of the week.

Sleep A state marked by lessened consciousness, lessened movement of the skeletal muscles and slowed down metabolism.

Week Any consecutive period of seven days irrespective of rostered working arrangements.

Work or shift patterns

The working period scheduled between any significant break away from work



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1. IntroductionThis Fatigue Management Plan should be considered as the minimum standard for fatigue management principles on the Project. The plan forms part of the strategy in defining fitness for work under the legislation with alcohol and other drug management and health assessment standards.

This plan sets out the fatigue management arrangements for the Project. It should be read in conjunction with Primary Standard PS 18 Fitness for Work.

1.1 ObjectivesThe objectives of the Fatigue Management Plan include:

• Providing the project with a primary standard for the management of fatigue-related risk

• Promoting a systematic approach to identifying, assessing and controlling the risk factors associated with fatigue while providing options in managing these processes

• Requiring the development and application of awareness training to provide practical guidance to workers and their families to minimise risks arising from hazards associated with shift work and working extended hours

• Providing significant benefits for both the employer and employee by promoting effective management of fatigue at the workplace.

2. ResponsibilitiesThe following sections outline the roles that will be responsible for implementing the requirements of this Fatigue Management Plan.

Project Leader

The Project Leader will:

• Ensure this plan is implemented

• Ensure key personnel and management staff are informed of the risks associated with fatigue and how to control risks

• Ensure working hours, work rosters and work cycles are structured and managed to avoid or minimise fatigue

• Ensure continued support and resources where necessary for implementation

• Ensure risk identification and control strategy documentation is maintained on site.

2.1.1 Workers

All workers must:

• Ensure activities outside of work do not impede on their ability to carry out their duties without risk to their own or to others safety and health while at work

• Ensure they obtain adequate sleep and are not in a fatigued state before commencing a shift

• Report to their supervisor any personal medical signs or symptoms related to their own or others’ ability to conduct tasks in a safe and proficient manner

• Report to their supervisor if they feel in any way fatigued to the extent where they believe it may affect their own and others’ safety.



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3. Symptoms and causes of fatigueFatigue can result from a number of factors in the workplace or a person’s private life that result in a person being deprived of adequate sleep. These include:

• Long or arduous work

• Physical requirements of the job

• Irregular and unpredictable working hours

• Time of day when work is performed and sleep obtained

• Mental stimulation of the job

• Continual noise exposure

• Poor workplace ventilation, lighting and design

• Workplace climate; for example, too hot or cold

• Continual vibration from equipment

• Constant concentration on a fixed or moving point

• Shift work

• Excessive work schedules.

A subjective sensation of sleepiness or reduced alertness is the most common symptom exhibited. A feeling of tiredness and underperformance prevails.

The most common symptoms associated with fatigue are:

• Increased sleepiness

• Poor problem solving abilities

• Lower motivation levels

• Lower morale

• Poorer communication skills

• Lack of concentration

• Temporary memory loss

• Slowed reaction times

• Irritability

• Headaches and general body aches

• Mood swings

• Reduced physical strength and capabilities

• Reduced hand-eye coordination

• Poor judgement

• Effects to general health and wellbeing, such as loss of appetite and weight and relationships with family, friends and work colleagues.



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4. Procedures4.1 Management requirementsWork-related fatigue is an identifiable and potential workplace safety hazard and the management of workplace fatigue will occur within a work health and safety framework.

This requires joint employer–employee consultation in the identification assessment and control of risks.

Managing fatigue includes:

• Identifying the sources of risks associated with fatigue

• Assessing the level of risk associated with these risk factors

• Identifying appropriate risk treatments, including timeframes and accountabilities for implementation

• Evaluating the effectiveness of the risk treatments once they have been implemented.

4.2 Hours of workProject hours are worked in accordance with the Laing O’Rourke Australia Workplace Agreements and within local authority requirements.

As a guideline:

• Construction activities will be typically carried out between the hours of 7 am and 5 pm Monday to Friday and 7 am to 3.30 pm Saturday (Saturday work by exception only).

• A maximum of 12 hours per day will be worked by every individual, inclusive of travel times (Project Leader approval will be required for any extension of work hours.)

• The Project Leader and Construction Manager must ensure that all personnel are suitably rested. This requires that the work hours are structured in such a way as to ensure rest periods between shifts is at least 10 hours. Where personnel are required to change shift from day to night shift, and vice versa, they must be given a full 24-hour rest period prior to commencing the new shift.

4.3 Irregular work and workers on callWhere it is not possible to roster work to predictable start and finish times and/or where staff is rostered on call, an alternative method of assessment will be available. In order to determine whether an employee working under these conditions is fit to commence work, the following will apply to ascertain the fitness for work.

• An employee can be considered fit-for-work if they have obtained a minimum of 5–6 hours of sleep in the 24 hours prior to commencing work.

• A minimum rest period of 10 hours will apply between shifts.

4.3.1 Overtime

Fatigue management planning includes contingency situations in the event that the planned work period is extended and/or workers are called in for duty in addition to rostered shifts.

Extensions of fatigue risk may be permitted in contingency circumstances provided that strategies are in place to manage the increased level of fatigue risk.

Such strategies may include:



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• Establishing limits of numbers of consecutive shifts or call outs

• Limiting the number of times an additional shift may be permitted in a roster period

• Prescribing the maximum number of hours worked beyond which mandatory action would be necessary

• Limiting duties and responsibilities of employees following occurrence of additional hours of work

• Limiting the availability of the employee for future rostering following additional hours of work.

4.3.2 Night shift

Approval for any night shift work must be obtained from the Project Leader and a risk assessment and subsequent SWMS be developed and approved prior to start.

It is critical for all personnel to understand that night shift operations will disrupt an employee’s circadian rhythm and performance level. Consequently, workers are accountable to control and minimise the influence of fatigue.

Sleep deprivation is most likely to accrue when working at night, and generally a sleep debt is only replaced at the rate of one hour per night; for example, recovery from eight hours of lost sleep may take up to eight or nine days.

Control measures for the execution of night shift operations may include:

• Isolated accommodation for personnel required to work at night or shifts different from others

• Restricted areas preventing other scheduled daytime activities from interrupting or disturbing night shift personnel

• Rescheduled activities for servicing amenities in areas of night shift personnel.

4.3.3 Commuting

The commuting distance and time spent commuting between place of residence and the project will be considered for fatigue management.

It is recommended that journeys are planned and hence classified as either local journey or non-local journey. Non-local journey (defined as being journeys over 100km) must be planned and the effects of simultaneous work and tasks must be taken into account by all managers and supervisors.

4.3.4 Engagement of casual/contractor workers

Where it is necessary to engage casual/contractor workers whose prior work history is unknown, management at the worksite will ascertain from the worker whether they have had sufficient sleep and rest before commencing work.

4.4 Incident investigationsFatigue will be included as a potential causal factor in the investigation of incidents.

Managers must establish a process whereby workers report the following occurrences:

• Insufficient sleep

• Having a level of fatigue they believe is incompatible with operating in a safe and reasonable manner



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• They believe fatigue may have played a contributing role in an actual or near-miss incident

4.5 Identifying fatigue risk sourcesA systematic approach will be used to identify all risks that have the potential to contribute to fatigue.

Risk factors can be identified through the following:

• Findings from incident investigations

• Discussions with workers

• Employee surveys or questionnaires

• Walk through inspections

• Audit results

• Work shifts and schedules

• Night shift

• Type of work

• Commuting

• Potential exposure to other hazards, including environmental conditions such as heat or humidity.

The following is a list of possible environmental risk factors that may be associated with fatigue:

• Continual noise exposure

• Poor workplace design

• Continual vibration from equipment

• Extreme temperatures

• No or inadequate external stimuli

• Accommodation facilities

• Available nutrition

• Overactive social or sporting commitments

• Working in isolation

• No means of early identification of signs of fatigue

• Poor ventilation

• Moving vehicles.

The following is a list of possible task-related risk factors that may be associated with fatigue:

• Physically or mentally over or under demanding

• Shiftwork, particularly irregular shifts

• Call-outs of on-call personnel

• Lift up and lay backs of start times

• Safety critical tasks



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• Irregular or unpredictable hours

• Work that requires sustained high levels of concentration

• Work that involves the operation of machinery or plant

• Boring, repetitive, monotonous or under-challenging tasks

• Duration of jobs or long hours

The following personal risk factors may be associated with fatigue

• Amount of prior sleep and wakefulness

• Other commitments, such as family, social and financial

• Recent illness or injury

• Other work or job.

4.6 Assessing the level of riskRisk assessments will be conducted and regularly reviewed for each of the risk factors identified above and incorporated in this plan and the respective JSA where appropriate.

4.7 Implementing control measuresRisk treatments will be developed for each of the risks identified and should include such strategies as:

• Assessing all rosters to determine their potential for inducing work-related fatigue

• Assessing alertness of workers through subjective means during a shift, using observation by other workers and monitoring communications where practicable.



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5. Nutrition and lifestyleDuring inductions and awareness sessions such as toolbox meetings, all personnel will be advised and reminded of the benefits to their fitness for work through nutrition and lifestyle.

6. Evaluation of risk treatmentsRisk treatments will be evaluated to ensure they are effective in managing fatigue risk and they are not creating subsequent issues or hazards.
