When Completing these activities, you can reference the information provided in this unit, however you

need to demonstrate you have undertaken your own research.

Project 1 As a simulated workplace activity perform a risk assessment of one area/aspect in the workplace

1. This policy establishes the process for the management of risks faced by motor repair business. The aim of
risk management is to maximise opportunities in all motor repair business activities and to minimise
adversity. The policy applies to all activities and processes associated with the normal operation of motor
repair business.

It is the responsibility of all Board members, staff, students and volunteers to identify, analyse, evaluate,
respond, monitor and communicate risks associated with any activity, function or process within their
relevant scope of responsibility and authority.

2. Definitions Risk is the likelihood is the likelihood that a harmful consequence (death, injury or illness) might
result when exposed to a hazard. Risk is characterised and rated by considering two characteristics: 1.
Probability or likelihood (L) of occurrence; and 2. Consequence (C) of occurrence. This is expressed as R (risk) =
L (likelihood) x C (consequence). Likelihood is a qualitative description of probability or frequency.
Consequence is the outcome of an event, being a loss, injury, disadvantage or gain. There may be a range of
possible outcomes associated with an event. Risk control means taking action to first eliminate health and
safety risks so far as is reasonably practicable, and if that is not possible, minimising the risks so far as is
reasonably practicable. Eliminating a hazard will also eliminate any risks associated with that hazard Risk
Assessment is the process of evaluating and comparing the level of risk against predetermined acceptable
levels of risk. Risk Management is the application of a management system to risk and includes identification,
analysis, treatment and monitoring.

3. 3. Principles Risk management is a key governance and management function. Motor repair business] is
proactive in its approach to risk management, balances the cost of managing risk with anticipated benefits,
and undertakes contingency planning in the event that critical risks are realised. Motor repair business has
the primary duty to ensure the health and safety of workers and other persons at the workplace. A duty to
ensure health and safety requires motor repair business to manage risks:  by eliminating health and safety
risks so far as is reasonably practicable; and  if it is not reasonably practicable to eliminate the risks, by
minimising those risks so far as is reasonably practicable. Deciding what is ‘reasonably practicable’ to protect
people from harm requires weighing up certain matters, including the likelihood of a hazard or risk occurring
and the degree of harm that would result, and then making a judgement about what is reasonable in the
circumstances
4. Risk Management All Board members and staff contribute to the establishment and implementation of risk
management systems for all functions and activities of motor repair business. Risk management practice
aligns with all federal and state legislation.

5. Policy Implementation Risk management forms part of strategic, operational and line management
responsibilities, and is integrated into strategic and service planning processes. Risk management is
embedded in all policies and procedures, with workers contributing to risk management systems.

6. Risk management involves four steps

(see Figure 1 below):

1. identify hazards – find out what

could cause harm
2. assess risks – understand the
likelihood of a hazard causing harm
and how serious it could be,
3. control risks – implement the most
effective control measure that is
reasonably practicable in the
circumstances, and
 4. review control measures to ensure
.

7. Consulting with workers Consultation with workers and their health and safety representatives is required at
each step of the risk management process. By drawing on the experience, knowledge and ideas of its workers
motor repair business is more likely to identify all hazards and choose effective risk controls.

8. Inspect the workplace

Regularly walking around the workplace and observing how things are done can help you predict what could
or might go wrong. Look at how people actually work, how plant and equipment is used, what chemicals are
around and what they are used for, what safe or unsafe work practices exist as well as the general state of
housekeeping. Things to look out for include:

The key risks for motor vehicle repair businesses are: fire safety, hot work safety (e.g. welding
and flame cutting) and the use of environmentally hazardous substances such as those used in
spray painting booths. Other important risk areas include: the use of equipment like forklifts,
vehicle hoists and jacks. It’s also important to have good risk management programmes in place
to control risk related to general housekeeping, waste management and health and safety. The
key risks for motor vehicle repair businesses are: fire safety, hot work safety (e.g. welding and
flame cutting) and the use of environmentally hazardous substances such as those used in spray
painting booths. Other important risk areas include: the use of equipment like forklifts, vehicle
hoists and jacks. It’s also important to have good risk management programmes in place to
control risk related to general housekeeping, waste management and health and safety.

Fire safety
Fire represents a significant risk for any business. However, motor vehicle repair businesses are especially at risk
due to the amount of petrol and engine oils held on premise. Most also carry out paint spaying that involves the
use of flammable paint and solvents that give off vapours which are readily ignited and often toxic. Mixing,
applying and finishing vehicle bodywork fillers may also generate flammable and toxic fumes.
Most motor vehicle repair premises also contain ignition sources, such as cutting and welding operations and
sparking tools. Employees who smoke are another potential ignition source along with static electrical discharges
and lightning. The reality is that the only proven method of controlling a fire in a motor vehicle repair business is
with a properly designed and maintained automatic sprinkler system.
However, it’s important to have hand-operated fire extinguishers available as well.
The key elements of a well-planned fire protection system are outlined on the following pages. Fire extinguishers
and hose reels

9. Control risks
There are many ways to control hazards and risks. Some controls are more effective than others. I should
consider various control options and choose the control that most effectively eliminates the hazard or
minimises the risk in the circumstances. This may involve a single control measure or a combination of
 different controls that together provide the highest level of protection that is reasonably practicable. Some
problems can be fixed easily and should be done straight away, while others will need more effort and
planning to resolve. Of those requiring more effort, you should prioritise areas for action, focusing first on
those hazards with the highest level of risk.

Best practice for business premises is the installation of hand-operated fire extinguishers and/or hose reels.
Accidental fires are more likely to occur during working hours due to the greater use of electrical equipment,
heating and normal processes. Fire extinguishers should be installed by approved contractors and mounted
on brackets with clear signage indicating their positions so they can be easily located in an emergency. They
require annual servicing by approved contractors to ensure they remain ready for use and they should also
be checked regularly by staff on site.

10. Cost of control measures All risks can be controlled and it is always possible to do something, such as
stopping the activity or providing instructions to those exposed to the risk. There will normally be a number
of different options between these two extremes. Cost (in terms of time, effort as well as money) is just one
factor to consider when determining the best control option. The cost of controlling a risk may be taken into
account in determining what is reasonably practicable, but cannot be used as a reason for doing nothing. The
greater the likelihood of a hazard occurring and/or the greater the harm that would result if the hazard or risk
did occur, the less weight should be given to the cost of controlling the hazard or risk.

11. Implementing controls

The control measures that you put into operation will generally require changes to the way work is carried out
due to new or modified equipment or processes, or new personal protective equipment. To allow your chosen
control measures to operate effectively, you should:  Develop work procedures If the control measures are
designed to address significant risks then it may be necessary to develop a safe work procedure which describes
the task, identifies the hazards and documents how the task is to be performed to minimise the risks.  Provide
training, instruction and information i should train your workers in the work procedure to ensure that they are
able to perform the task safely. Training should require workers to demonstrate that they are competent in
performing the task according to the procedure. It is insufficient to simply give a worker the procedure and ask
them to acknowledge that they understand and are able to perform it. You should ensure that all training,
instruction and information is provided in a form that can be understood by all workers.

12. Review Risks

The controls that you put in place to protect the health and safety of people need to be monitored and
reviewed regularly to make sure they work as planned. Don’t wait until something goes wrong. There are
certain situations where you will be required to review your control measures under the WHS Regulations
and, if necessary, revise them. A review is generally required when:  a significant change occurs to the
workplace, work process or system of work  there is evidence that a risk control measure does not
adequately control the risk, or a notifiable incident occurs.

13. Keeping records of the risk management process demonstrates potential compliance with the WHS Act and
Regulations. It also helps when undertaking subsequent risk assessments. Keeping records of the risk
management process has the following benefits. It:  allows you to demonstrate how decisions about
controlling risks were made  assists in targeting training at key hazards  provides a basis for preparing safe
work procedures  allows you to more easily review risks following any changes to legislation or business
activities  allows new staff to understand why risk control decisions have been made, and  demonstrates to
others (regulators, investors, shareholders, customers) that work health and safety risks are being managed.
Self-assessment risk management checklist
Fire safety equipment Yes No
Do you have fire extinguishers or hose reels?
Is the annual servicing up-to-date? (Check the inspection tag on the extinguisher/hose reel)
Have you and your staff been trained to use fire extinguishers?
If you have a fire sprinkler system, is it serviced regularly?
If you have a fire alarm system, is it serviced regularly?
Hot work fire safety Yes No
Do you have safety procedures for all hot work (e.g. welding, flame cutting, disc cutting)?
Do you have copies of NZI Hot Work Permit Cards?
Spray booth safety and compliance Yes No
Does your spray booth comply with the current joint Australian and New Zealand Standard?
Have your staff members been trained in safe operation of spray finishing?
Has your spray booth maintenance been checked within the past 12 months?
Do you have an up-to-date spray booth dossier with certification and inspection records?
Specific risk management solutions Yes No
Do you have a regular maintenance programme for all vehicle lifting equipment?
Do you have exhaust extract or ventilation systems for vehicle exhaust fumes?
Do you have safety procedures for handling petrol and other flammable liquids, including spillages?
Do you have a risk management procedure for all welding work?
Do you have regular safety training for all staff?
Battery safety Yes No
Do you have a designated area for the safe battery charging with correct ventilation and safety checklist?
Do you have staff members trained in battery charging?
Has your electric forklift or lift vehicle been inspected and serviced within the past 12 months?
Electrical safety Yes No
Have you had an electrical safety check by a registered electrician in the last 12 months?
Do you have an electrical installation Certificate of Periodic Verification?
Environmental best practice Yes No
Do you have safeguards to ensure wastewater is not discharged into storm water drains?
Do you have emergency ‘spill control’ safety kits?
Do you have a ‘wash bay’ for degreasing engine parts?
Do you have wastewater storage tanks for offsite recycling?
NZI Risk Solutions 21
Motor vehicle repairers risk management guide
Storage and handling of environmentally hazardous substances Yes No
Do you have any hazardous substances on site?
Are the hazardous substances stored in a hazardous goods store?
Do you have HSNO-approved handlers for hazardous substances?
Do you require a HSNO hazardous substances Location Test Certificate?
Security Yes No
Do you have an intruder alarm?
Has the intruder alarm been serviced recently?
Is the intruder alarm monitored by an external monitoring company?
Do you have security patrols?
Do you have security locks on doors?
Do you have security locks on windows?
Are your valuable items and cash stored in a safe?
Risk management programmes Yes No
Do you have a housekeeping programme?
Do you have a building maintenance programme?
Do you have a smoking control programme?
Do you have a waste management programme?
Do you have a health and safety programme?
Do you have a business continuity plan?
 Assessments Judgement Summary : Project
This should be used by the trainer/assessor to document the learner’s skills, knowledge and
performance as relevant to the assessment. Indicate in the table below if the learner is deemed
Satisfactory (S) or Not Satisfactory (NS) for the activity or if reassessment is required.

Learner’s name
Assessor’s name
Unit of Competence: Code and Title BSBRSK501 Manage risk
Date(s) of assessment

Has the activity been answered and performed fully, as required to assess the Yes No
competency of the learner?
(Please circle)

Has sufficient evidence and information been provided by the learner for the activity? Yes No
(Please circle)

Comments

Provide your comments here:

The learner’s performance was: Not Satisfactory Satisfactory

If not yet satisfactory, date for reassessment:

Feedback to learner:

Learner’s signature

Assessor’s signature