Unit of competency Outline
Date retreived
22/07/2026 2:01 PM AWST
22/07/2026 2:01 PM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Participate in the coordination and maintenance of a systematic approach to managing OHS
Participate in the coordination and maintenance of a systematic approach to managing OHS
Unit of competency
National Code
BSBOHS501B
BSBOHS501B
State Code
D0903
D0903
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
21/07/2008
Field of Education
061301 - Occupational Health And Safety
Original Release Date
21/07/2008
Nominal Hours
50
Description
This unit describes the performance outcomes, skills and knowledge required to effectively participate in the coordination and maintenance of a systematic approach to managing occupational health and safety (OHS) in the workplace. It includes strategies, policies and procedures necessary to systematically manage OHS and its evaluation to ensure that the workplace is, as far as is practicable, safe and without risks to the health of employees and others.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1. Contribute to the strategic planning process
- 1.1. Take steps to ensure that managers at all levels are aware of their OHS responsibilities and the role of OHS in the overall management approach
- 1.2. Determine OHS needs and priorities in consultation with relevant managers and other workplace stakeholders and key personnel
- 1.3. Make recommendations for inclusion of OHS performance (including positive performance indicators [PPIs]) in the organisation's business plan
2. Participate in the development of an OHS plan
- 2.1. Identify potential motivators among stakeholders together with potential barriers to the implementation of a systematic approach to managing OHS
- 2.2. Develop an OHS plan in consultation with workplace stakeholders, based on agreed priorities and with measurable outcomes
- 2.3. Identify resources required for implementation of the OHS plan
- 2.4. Develop action plans with relevant responsibilities and time lines
- 2.5. Communicate action plans to key personnel
3. Support the implementation of the systematic approach to managing OHS
- 3.1. Apply knowledge of OHS management and OHS disciplines in consultation with stakeholders, OHS specialists and technical advisors, to the development of policies and procedures
- 3.2. Provide support to managers to meet OHS responsibilities and to implement action plans
- 3.3. Develop strategies to effectively integrate OHS within other functional areas and management systems that impact on the management of OHS
- 3.4. Identify OHS training needs and formulate recommendations for delivery
4. Provide advice to key personnel and stakeholders
- 4.1. Provide objective advice in an ethical and non-discriminating manner
- 4.2. Identify situations where OHS specialists may be required
5. Participate in monitoring OHS
- 5.1. Identify implications for the management of OHS and proposed changes to the workplace in consultation with stakeholders
- 5.2. Identify implications for the management of OHS, external changes and changes to available information and data in consultation with stakeholders
- 5.3. Access sources of workplace information and data as part of regular monitoring of OHS
- 5.4. Monitor achievement against action plans and update plans as appropriate
- 5.5. Take action to update systematic approaches to manage OHS, taking into account proposed changes
6. Participate in reviewing the management of OHS
- 6.1. Regularly review the effectiveness of systematic approaches to managing OHS
- 6.2. Determine frequency, method and scope of review in consultation with stakeholders
- 6.3. Provide stakeholders with input to the review
- 6.4. Identify targets for improvement in the management of OHS and make recommendations for improvement
- 6.5. Communicate to appropriate levels of authority through planning, documentation and implementation, improvement strategies arising from the review
employees
health and safety, and other employee representatives
managers
OHS committees
supervisors
managers from other areas
people involved in OHS decision making or who are likely to be impacted by decisions relating to OHS
data, facts or statistics which demonstrate how successfully a workplace is performing through measuring OHS processes
factors that make stakeholders likely to adopt OHS processes
barriers to communication, such as language/literacy
diversity of workers
structural factors, such as multiple locations, shift work and supervisory arrangements
workplace culture issues, such as management commitment, supervisors' approach to compliance and acceptance of the priority of safety
comprehensive processes that are combined in a methodical and ordered manner to minimise the risk of injury or ill health in the workplace
processes of:
allocation of resources
communication and consultation
hazard management
planning
record keeping and reporting
review and evaluation for ongoing improvement
training and competency
a document that is usually developed annually but may be developed for a shorter or longer period and reviewed regularly
OHS performance indicators (i.e. objectives and targets that are achievable and practical) reflecting systematic approaches to managing OHS
financial requirement for implementation
personnel, including time allocation
equipment
specialised resources
access to other resources such as:
OHS publications
OHS internal sites
industry-specific information
ergonomists
injury management advisors
occupational health professionals
occupational hygienists
engineers (such as design, acoustic, safety, mechanical and civil)
legal practitioners
maintenance and trades persons
workplace assessors and trainers
documents describing how tasks, projects, inspections, jobs and processes are to be undertaken
job/task statements
policies and procedures underpinning the management of OHS
purchasing and contracting procedures
quality system documentation
standard operating procedures
engineering and maintenance
environmental management
finance and auditing
human resources, industrial relations and personnel management including payroll
information, data and records management
logistics
purchasing, procurement and contracting
quality management
strategic planning
advice provided with the prime aim of reduction of workplace injury and ill health
changes to management practices
changes to work processes, work systems, work organisation, work practices and conditions
design of workplace
design or purchase of new plant or equipment
materials purchases
changes to legislation
new information and data available on OHS
audits
hazard, incident and investigation reports
material safety data sheets (MSDSs) and registers
minutes of meetings
questionnaire information and data
reports - including those from external consultants
workplace inspections
health and safety, and other employee representatives
managers
OHS committees
supervisors
managers from other areas
people involved in OHS decision making or who are likely to be impacted by decisions relating to OHS
data, facts or statistics which demonstrate how successfully a workplace is performing through measuring OHS processes
factors that make stakeholders likely to adopt OHS processes
barriers to communication, such as language/literacy
diversity of workers
structural factors, such as multiple locations, shift work and supervisory arrangements
workplace culture issues, such as management commitment, supervisors' approach to compliance and acceptance of the priority of safety
comprehensive processes that are combined in a methodical and ordered manner to minimise the risk of injury or ill health in the workplace
processes of:
allocation of resources
communication and consultation
hazard management
planning
record keeping and reporting
review and evaluation for ongoing improvement
training and competency
a document that is usually developed annually but may be developed for a shorter or longer period and reviewed regularly
OHS performance indicators (i.e. objectives and targets that are achievable and practical) reflecting systematic approaches to managing OHS
financial requirement for implementation
personnel, including time allocation
equipment
specialised resources
access to other resources such as:
OHS publications
OHS internal sites
industry-specific information
ergonomists
injury management advisors
occupational health professionals
occupational hygienists
engineers (such as design, acoustic, safety, mechanical and civil)
legal practitioners
maintenance and trades persons
workplace assessors and trainers
documents describing how tasks, projects, inspections, jobs and processes are to be undertaken
job/task statements
policies and procedures underpinning the management of OHS
purchasing and contracting procedures
quality system documentation
standard operating procedures
engineering and maintenance
environmental management
finance and auditing
human resources, industrial relations and personnel management including payroll
information, data and records management
logistics
purchasing, procurement and contracting
quality management
strategic planning
advice provided with the prime aim of reduction of workplace injury and ill health
changes to management practices
changes to work processes, work systems, work organisation, work practices and conditions
design of workplace
design or purchase of new plant or equipment
materials purchases
changes to legislation
new information and data available on OHS
audits
hazard, incident and investigation reports
material safety data sheets (MSDSs) and registers
minutes of meetings
questionnaire information and data
reports - including those from external consultants
workplace inspections
Overview of assessment
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
participation in organisational coordination and maintenance of OHS and associated systematic approaches
knowledge of relevant OHS legislation (acts, regulations, codes of practice, associated standards and guidance material).
Context of and specific resources for assessment
Assessment must ensure:
access to office equipment, resources and workplace documentation
access to relevant legislation, standards and guidelines.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
analysis of responses to case studies and scenarios
assessment of written reports on the effectiveness of the OHS management system
demonstration of techniques used to implement and maintain systematic OHS approaches
direct questioning combined with review of portfolios of evidence and third party reports of on-the-job performance by the candidate
observation of performance in role plays
observation of presentations
oral or written questioning to assess knowledge of the requirements for record keeping that addresses OHS, privacy and other legislation
evaluation of OHS needs and priorities
review of OHS plan and actions plans
review of OHS training needs and recommendations for delivery
monitoring of achievement against action plans and updating of plans.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
BSBOHS601B Develop a systematic approach to managing OHS.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
participation in organisational coordination and maintenance of OHS and associated systematic approaches
knowledge of relevant OHS legislation (acts, regulations, codes of practice, associated standards and guidance material).
Context of and specific resources for assessment
Assessment must ensure:
access to office equipment, resources and workplace documentation
access to relevant legislation, standards and guidelines.
Method of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
analysis of responses to case studies and scenarios
assessment of written reports on the effectiveness of the OHS management system
demonstration of techniques used to implement and maintain systematic OHS approaches
direct questioning combined with review of portfolios of evidence and third party reports of on-the-job performance by the candidate
observation of performance in role plays
observation of presentations
oral or written questioning to assess knowledge of the requirements for record keeping that addresses OHS, privacy and other legislation
evaluation of OHS needs and priorities
review of OHS plan and actions plans
review of OHS training needs and recommendations for delivery
monitoring of achievement against action plans and updating of plans.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
BSBOHS601B Develop a systematic approach to managing OHS.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| C7795 | BSBOHS501A | Participate in the coordination and maintenance of a systematic approach to managing OHS | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| WE738 | BSBWHS506A | Contribute to developing, implementing and maintaining WHS management systems | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| D175 | BSB51307 | Diploma of Occupational Health and Safety | Qualification |
| J151 | SIR50112 | Diploma of Retail Management | Qualification |