Unit of competency Outline
Date retreived
22/07/2026 9:28 PM AWST
22/07/2026 9:28 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.
Evaluate the WHS performance of organisations
Evaluate the WHS performance of organisations
Unit of competency
National Code
BSBWHS604A
BSBWHS604A
State Code
WE746
WE746
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
19/03/2013
Field of Education
061301 - Occupational Health And Safety
Original Release Date
19/03/2013
Nominal Hours
50
Description
This unit describes the performance outcomes, skills and knowledge required to evaluate an organisation’s arrangements for identifying hazards, assessing and controlling risks, monitoring and improving the effectiveness of the management of work health and safety (WHS), and complying with agreed benchmarks.
Notes
Elements and Performance Criteria
1. Evaluate the effectiveness of the organisation’s arrangement for identifying WHS hazards
- 1.1 Identify workplace hazard identification activities and compare them with organisational WHS policies and procedures
- 1.2 Examine products, processes and systems to determine whether hazards of long latency and low frequency/high consequence are included and minimised
- 1.3 Examine products, processes and systems to determine whether risks to persons other than workers are identified and minimised
- 1.4 Identify organisational factors that impact on WHS
- 1.5 Review outcomes of examinations with specialist personnel, if required
2. Evaluate the effectiveness of the organisation’s arrangements for WHS risk management
- 2.1 Evaluate appropriateness of the organisation’s risk assessment tools and processes
- 2.2 Assess outcomes of risk-assessment processes with regard to validity, reliability and inclusion of all major WHS risks
- 2.3 Evaluate risk controls for suitability and effectiveness in relation to the organisation’s management of WHS
3. Evaluate the effectiveness of the organisation’s processes for monitoring WHS
- 3.1 Identify organisational processes to monitor the implementation and status of its WHS management
- 3.2 Evaluate the quality of information and data obtained from the monitoring processes
- 3.3 Evaluate management’s response to issues identified by the monitoring processes
4. Assess outcomes of the organisation’s arrangements for managing WHS
- 4.1 Evaluate performance indicators, including positive performance indicators (PPIs), to determine whether they provide a true, reliable and timely measure of the effectiveness of the organisation’s WHS management
- 4.2 Compare reported performance with evidence gathered and document the differences
- 4.3 Evaluate WHS performance outcomes and document them in a clear and objective manner
- 4.4 Determine whether arrangements for managing WHS have produced improvement in WHS risk management
5. Assess and advise on the organisation’s WHS compliance against agreed benchmarks
- 5.1 Undertake systematic analysis to identify areas of WHS compliance and noncompliance with agreed benchmarks
- 5.2 Provide advice on compliance with WHS legislation with regard to the organisation’s arrangements for managing WHS
- 5.3 Document outcomes of evaluation of compliance and report to key personnel and stakeholders
The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.
Hazards of long latency may include:
conditions, illnesses and other health risks that result from longer-term exposure to specific triggers and do not manifest themselves in the shortterm, such as:
chemicals
noise
psychosocial factors
radiation.
Hazards of low frequency/high consequence may include:
high impact events that may result in very serious injury, death or multiple death situations that occur rarely, such as:
building collapses
explosions
fires.
Persons other than workers may include:
contractors
customers/clients
neighbourhood or local community members
visitors.
Organisational factors may include:
authority
geographical spread of sites
nature of hazards and level of risk
other management systems requiring interface or integration with management of WHS
participatory arrangements
reporting structure
roster and shift arrangements
supervision structure
workforce structure, such as:
contractors
cultural diversity
labour hire
part-time and casual workers
workplace culture, including industrial relations and safety culture.
Specialist personnel may include:
external consultants specialising in specific areas of WHS, such as:
ergonomics
occupational health
occupational hygiene
psychology
safety engineering
toxicology
specialist staff within government agencies offering assistance in specialist or problem areas within WHS.
Benchmarks may include:
industry-specific standards
organisation’s business plan
specific legislation
WHS management system standards.
WHS legislation may include:
Acts
regulations
codes of practice.
Key personnel and stakeholders may include:
board/committee of management and shareholders
customers/clients
management, persons in control of the workplace, and supervisors
workers and other parties across a range of levels and roles, including health and safety representatives, and health and safety committee members.
Hazards of long latency may include:
conditions, illnesses and other health risks that result from longer-term exposure to specific triggers and do not manifest themselves in the shortterm, such as:
chemicals
noise
psychosocial factors
radiation.
Hazards of low frequency/high consequence may include:
high impact events that may result in very serious injury, death or multiple death situations that occur rarely, such as:
building collapses
explosions
fires.
Persons other than workers may include:
contractors
customers/clients
neighbourhood or local community members
visitors.
Organisational factors may include:
authority
geographical spread of sites
nature of hazards and level of risk
other management systems requiring interface or integration with management of WHS
participatory arrangements
reporting structure
roster and shift arrangements
supervision structure
workforce structure, such as:
contractors
cultural diversity
labour hire
part-time and casual workers
workplace culture, including industrial relations and safety culture.
Specialist personnel may include:
external consultants specialising in specific areas of WHS, such as:
ergonomics
occupational health
occupational hygiene
psychology
safety engineering
toxicology
specialist staff within government agencies offering assistance in specialist or problem areas within WHS.
Benchmarks may include:
industry-specific standards
organisation’s business plan
specific legislation
WHS management system standards.
WHS legislation may include:
Acts
regulations
codes of practice.
Key personnel and stakeholders may include:
board/committee of management and shareholders
customers/clients
management, persons in control of the workplace, and supervisors
workers and other parties across a range of levels and roles, including health and safety representatives, and health and safety committee members.
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Overview of assessment
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
making a comprehensive assessment of an organisation’s WHS performance
focusing on the organisation’s strategic planning in relation to WHS
knowledge of the nature and use of information and data that provide valid and reliable results on performance of WHS management processes (including PPIs) and limitations of other types of measures.
Context of and specific resources for assessment
Assessment must ensure access to:
a workplace, including personnel involved in areas to be evaluated
organisational documentation, information and data.
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
direct questioning combined with review of portfolios of evidence and third-party reports of onthejob performance by the candidate
demonstration of techniques used in reviewing the organisation’s WHS performance
observation of performance in role plays
observation of presentations
oral or written questioning to assess knowledge of roles and responsibilities under WHS legislation of workers, supervisors, contractors and WHS inspectors
evaluation of the organisation’s risk assessment tools and processes
evaluation and documentation of performance outcomes
review of report developed to document outcomes of evaluation of compliance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
BSBWHS601A Apply legislative frameworks for WHS
BSBWHS602A Facilitate WHS activities
BSBWHS603A Implement WHS risk management
BSBWHS606A Conduct a WHS audit.
Overview of assessment
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
making a comprehensive assessment of an organisation’s WHS performance
focusing on the organisation’s strategic planning in relation to WHS
knowledge of the nature and use of information and data that provide valid and reliable results on performance of WHS management processes (including PPIs) and limitations of other types of measures.
Context of and specific resources for assessment
Assessment must ensure access to:
a workplace, including personnel involved in areas to be evaluated
organisational documentation, information and data.
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
direct questioning combined with review of portfolios of evidence and third-party reports of onthejob performance by the candidate
demonstration of techniques used in reviewing the organisation’s WHS performance
observation of performance in role plays
observation of presentations
oral or written questioning to assess knowledge of roles and responsibilities under WHS legislation of workers, supervisors, contractors and WHS inspectors
evaluation of the organisation’s risk assessment tools and processes
evaluation and documentation of performance outcomes
review of report developed to document outcomes of evaluation of compliance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
BSBWHS601A Apply legislative frameworks for WHS
BSBWHS602A Facilitate WHS activities
BSBWHS603A Implement WHS risk management
BSBWHS606A Conduct a WHS audit.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| D0913 | BSBOHS602B | Develop OHS information and data analysis and reporting and recording processes | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AUH03 | BSBWHS604 | Evaluate the WHS performance of organisations | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| J348 | BSB60612 | Advanced Diploma of Work Health and Safety | Qualification |