| Occupational Health & Safety Compliance Notification
The Necessary provision of information by Suppliers to Dealers and Dealers to End-users
Oh no!
Not OHS Again (& Again & Again & Again)!
Oh yes.
Get used to it.
It means the survival of your business.
As the current nationally coordinated OHS Compliance program for equipment nears the completion of the “educational” phase TMA is now recommending that Dealers ensure that they obtain a written statement from all Suppliers confirming that the necessary Hazard Identification/Risk Assessment has been conducted BEFORE selling the first example of any machine. This should state that the item in question has either been designed and manufactured so as to eliminate any risks or, that it is equipped with the necessary safety features to reduce all risk as far as is practicable. The statement should also indicate where the required safety information documentation is contained.
OHS Notification
Where Dealers sell multiple number of the same machine it should not be necessary to obtain these statements from Suppliers for each individual unit. The statement should be obtained for the first unit of each model and kept on file. Should there be any modifications to a machine, the process must be repeated.
Suppliers should prepare appropriate compliance statements for the Dealers as soon as they have completed their Hazard Identification/Risk Assessment and Risk Control procedure on each new OR MODIFIED model, or model series in their product line. This should be either supplied to all a Supplier’s Retailers as soon as the product is available or with the first unit delivered to each retailer. It is possible that the Notification could be incorporated in each operator’s manual. However, in many cases these documents are produced overseas.
Dealers must ensure that they obtain the operator’s manual or equivalent information from Suppliers for each new machine they sell and pass it on to each purchaser.
Information for End-Users
Retailers are obliged to provide end-users with sufficient information (provided by the manufacturer/importer) to ensure that they are clearly advised of the intended use of machines and any hazards and risks that might arise from it use, including normal operation maintenance, servicing, transportation and storage. This should normally be in the form of a comprehensive operator’s manual supplemented by instructions and/or warning decals on those areas of the machine where it is necessary to highlight the safety precautions that should be adhered to.
The information should include:
Intended uses of the machine;
All operator competency requirements/licences
Safe starting
Safe operation
Safe stopping
Hazards/risks encountered in normal use
Identification of safety features
Care/use of safety equipment
Safe practices for regular inspection, cleaning & maintenance and storage
Safe transportation on and off-road
Safety information should be incorporated with general operating and maintenance information but should be highlighted and marked with safety warning symbols to clearly identify them.
Delivery & Hand-Over
Additionally, Dealers should ensure that during delivery and hand-over of each machine they instruct the purchaser about its safe operation and point out that the relevant safety information and all warning decals (explaining their meaning). A provision should be included in delivery documents to record this process and the purchaser should be asked to sign acknowledging that thus process has been performed and fully understood. Suppliers should ensure that such provisions are included in their formal delivery documents and checklists provided to dealers with new equipment.
The following is an example of a sample Compliance Notification that could be used to advise Retailers and others that in the opinion of the Supplier a machine complies with OHS requirements.
It should only be completed after having conducted an appropriate Hazard Identification/Risk Assessment and Risk Control procedure on a representative example of each particular model or model series (providing all models within the ‘Series” have common design features generating identical safety risks).
There is no obligation for Suppliers or Dealers to provide their completed Hazard Identification/Risk Assessment documents to others. Suppliers and Dealers should retain their Hazard Identification/Risk Assessment/Risk Control documents on file.
Naturally, this process should be immediately conducted on all models currently in all Suppliers’ product ranges, and thence prospectively as new, or modified, models are released.
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Outdoor Power Equipment Occupational Health & Safety Compliance Notification
Company:..........................................................................................................................
A Hazard Identification, Risk Assessment and Risk Control procedure has been carried out on a representative example of the product described below in accordance with the Occupational Health & Safety requirements of all States and Territories of Australia. Where found necessary the appropriate Risk Control measures have been incorporated in the product specifications.
The Operator’s Manual and/or Safe Operation Documents provided with the product contain all necessary Health and Safety information. Safety Warnings are applied to the product where necessary.
Product Description:..............................................................................................................
Model Number/s:...................................................................................................................
Signed on behalf of the above:....................................................................................................
Company:..........................................................................................................................
Name (Printed):...................................................................................................................
Position:.........................................................................................................................
Date:.............................................................................................................................
Details of the Unit Assessed for the Purpose of Occupational Health & Safety Compliance
Model Number:.....................................................................................................................
Serial Number:....................................................................................................................
Date of Inspection:...............................................................................................................
Location of Inspection:...........................................................................................................
__________________________________________________________________________________________________________________________________
Small businesses are usually characterised by good relations between the owner ("boss") and his staff. This is one of the advantages of smaller firms. However, as the business grows staff levels naturally increase and with them staff problems: high turnover, arguments on the job, absenteeism and low morale are just some examples of difficulties which can arise. When they do they can cost you money.
This series of articles in PEA aim to help readers: Find, train and retain the right kind of employees;
Diagnose staff problems before they become to large by finding workable solutions;
Understand employers' legal obligations in areas such as Income Tax, Industrial Relations etc;
Establish a simple records system.
In June, after looking at planning for staff requirements we discussed the recruitment and selection of employees. This issue we cover the areas of stafftraining and employee benefits.
Training New Staff
Experience reveals that between one-in-three and one-in-five new employees in manual jobs (one-in-ten in other areas) remain with their new employer for less than four weeks. While a certain amount of turnover is inevitable, figures like that mean real money losses to a business from the resulting poor quality, productivity and staff morale. These figures can be reduced by taking the important step of providing new staff with “induction training”.
If most new staff speak the same language, group discussions can be the most efficient method. However, if you have non-English speakers in your workforce, you may need to use simple multi-lingual handouts which tell them what they need to know. More elaborate - and therefore more costly - methods involve audio-visual aids which allow an immediate presentation of a standard package of information to each new starter, or booklets giving even greater detail about the activities of the firm. These sophisticated methods of providing information, however, may not suit either the information or the audience.
Regardless of how you tell it, the information you need to give at various stage during the first week of employment is:
Starting & Finishing Times, Wages & Working Conditions.
Give this in writing, if possible, as people tend to forget information relating to leave entitlements and other working conditions.
The Establishment's Physical Layout
The location of such things as toilets, first aid stations, tea-rooms etc are important to a new employee.
Safety Rules
Safety requirements at your premises may include the wearing of protective clothing or engaging in special drills. These often include what do in the case of accident or injury and how to report accidents.
Local Conventions & Customs
These may include the manner and time of payment, registering attendance, procedure in cases of lateness, smoking/non-smoking at work, tea breaks, practices in times of low work-load/rain etc.
Supervisory procedures.
Once new starters have been introduced to their supervisor and workmates, the job they have to perform can be explained to them. Make sure that they know who their boss or supervisor is.
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As the settling-in process continues, more information about the company should be given. It is usual to tell new employees about:
Company Size
Company History
Production Capacity
Marketing Philosophy
Growth Potential
Future Plans
Informal Training At Work
Informal on-the-job training is probably the most common training method used for simple jobs. The newcomer is placed beside an experienced operator, who explains how to do the job. Progress is checked periodically by the supervisor. Alternatively, the newcomer may work as an assistant to experienced staff. Such informal training has the advantage of minimising the interruption to normal work patterns. However, it can lead to poor work habits being passed on to the new employee.
Systematic On-the-job Training
Systematic training involves an investment of time and resources which, although not providing an immediately obvious return, pay dividends in the longer run. Experience shows that with systemic training (as opposed to more haphazard methods) the time taken to reach the acceptable standard of an experienced operator is significantly reduced. One reason is the fact that no important areas are inadvertently omitted.
What is involved in providing systematic training?
The first step is to go very carefully through all the tasks involved in the position. Write down the actions or processes involved; make a plan of what is done in the job and how to do it efficiently. (You may need to call in some of your experienced staff to assist with this.) If you have machinery, tools and equipment these should be described in simple language. If people understand how their equipment operates, they can be trained to diagnose simple faults or even to carry out basic maintenance. As you examine the details of tasks and equipment, you should be devising schedules and depicting in various manners all the elements of the job. These documents can then be used as aids for the training of your staff. They need not be elaborate or extravagantly produced, but they should be clear, concise explanations which can be used to reinforce practical experience.
Once produced, you should keep them on file for future reference. You will almost certainly find yourself facing training another employee for the job someday.
Off-the-job Training
If you have to train large numbers of employees, you may need formal, off-the-job training. In general, formal training should be designed and carried out by an experienced training officer. You could investigate the possibility of obtaining advice and assistance from an Industry Training Committee or industry association like the Outdoor Power Equipment Association.
OPEA President Ross Harman has been in contact with Barton TAFE concerning the OPE Industry's training requirements. Barton TAFE recommended that the OPEA prepare a position on the industry's training needs which focusses on competency requirements.
An appropriate off-the-job program can cover many areas other than simply workshop mechanics. Small business management, Safety, Job costing quoting/estimating, Parts ordering, Customer liaison, Stock control, Records management, Sales, Job planning and Merchandising are all important skills that a dealership employee should possess.
Training became something of a "boom" industry following the previous government's "Training guarantee" scheme. After the guarantee's demise many businesses have relapsed into less than desirable training practices. A well-trained workforce is essential for any business to function properly.
These days many suppliers are offering external training programs such as Briggs & Stratton's "Master Service Technician" program which requires Technicians to successfully completed a four-hour examination of five parts: Microfiche Reader & Warranty; Service & Repair
Instructions; Troubleshooting; Component Names & Bore Measurement; Theory & General Knowledge.
Contact your suppliers for more information.
Apprentices
In general, apprentices serve with their employer for a four-year training period during which they learn the trade and undertake academic training in TAFE schools or similar external facilities.
In order to ensure a continuing supply of skilled tradespeople, the Commonwealth Government has a number of schemes designed to support apprentices or trainees. Many of these programs are currently in a state of flux following the election. The new Liberal Cabinet is presently introducing legislation that will affect some of these areas.
Training Provided by Employer Groups
Many useful courses and seminars are organised by employer groups. Topics are wide-ranging, and management subjects such as productivity, staff-management relations and how to understand industrial awards are frequently covered.
Employee Benefits
Employee benefits, beyond normal award wages and conditions, have become a popular form of remuneration. Such benefits can strengthen employee morale and satisfaction. However, if basic working pay and conditions are poor, no amount of "Fringe Benefits" will buy employee loyalty.
Extra benefits may include:
Extra paid leave for recreation, compassionate reasons, shopping, maternity, paternity, sickness or accident.
Training, whether directly related to the job or of a more general nature
First Aid Classes
Clothing & Equipment
English language
Discounts on goods produced or sold
Provision of transport or subsidies towards transport costs and, or accommodation.
Amenities and services such as a canteen, small food service, recreational facilities (pool table, dart board), child minding facilities.
The "Company Car" is probably the most common form of such benefits. Benefits such as housing loans may also be offered depending on circumstances. Sometimes a group of employers have found that pooling resources in these areas can enable even small firms to provide such benefits on a co-operative basis.
However, before adopting any of the above schemes an employer should weigh up the costs to the business against the benefits of improved staff morale. The Fringe Benefits Tax has subjected most of these non-cash forms of remuneration to tax. In some instances merely maintaining the appropriate paperwork to be able to calculate the correct impost according to the requirements of the law make offering a benefit undesirable.
On the other hand, there are ways in which the taxable value can be minimised. This is especially the case should employees contribute all, or part of the benefit's value (eg Petrol for private car use). Employers should consult their financial advisers to ascertain the best approach. Even if you cannot afford to give employees costly benefits it is possible to make inexpensive tokens of appreciation that recognise employees' efforts. A bunch of flowers sent to a sick employee or on their birthday can demonstrate the fact that they are valued by the business. The Tax Office accepts that small value items, such as a bottle of whisky or picnic hamper, (Under $50.00) may be given to employees as "end of year" gifts without tax liability.
Communication
Good communication between employees, supervisors and management is essential if you aim to get full cooperation from your staff. Communication should work two ways: Both from management to employees and from employees to management. Small businesses have a natural advantage when it comes to communication. Messages can often be conveyed directly, with few "middle men" to distort, or edit the meaning. A small group also retains the advantages of informality which can engender greater frankness.
Make the most of your advantage by ensuring that what you say is clear and easy to understand. Foster an atmosphere of mutual trust by trying to:
Keep employees informed about developments in the company (A simplified version of the annual report could be useful)
Explain management actions and discount false rumours
Provide guidance to employees on matters which affect them
Show you are interested in employee's idea (Suggestion schemes can be helpful - provided you are prepared to act on good suggestions or explain why you did not use the others).
Review employees' performance giving praise where due. If improvement is needed, discuss the problem constructively and in private.
Resolve friction as soon as it is manifested anwhere in the business.
Next Issue: Controlling Absence & Minimising Labour Turnover
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