Provide leadership in the supervision of diverse work teams RIILAT402E

STUDENT ASSESSMENT TASKS

RIILAT402EProvide leadership in the supervision of diverse work teams

About this unit

This unit describes the skills and knowledge required to provide leadership in the supervision of diverse work teams in the resources and infrastructure industries. It applies to those working in supervisory roles. They are generally responsible for the output of others, contribute to the development of technical solutions to non-routine problems and apply management plans to the workplace. No licensing, legislative or certification requirements apply to this unit at the time of publication.

The Elements and Performance Criteria of this unit are outlined below. Elements describe the essential outcomes. Performance criteria describe the performance needed to demonstrate achievement of the element.

Assessment Requirements

For more information relating to the RTO assessment requirements, including the management of student progression, please refer to the Campbell Institute Student Handbook.

1. Students are required to complete all the assessment tasks included in this document. The assessment tasks are summarised in the Assessment Plan in this document.

2. Your assessor will discuss all of the assessment requirements with you prior to undertaking this unit. The deadline for completion of this assessment is advised in your Moodle unit.

3. You can submit your completed assessments before it is due. If however, you cannot hand it in by the due date, you will need to negotiate with your trainer/Assessor prior to the assessment due date (except in circumstances that prevent you from doing so).

4. Following submission of your assessment, you will be provided with feedback and if required, further training may be arranged to facilitate achievement of competency.

5. If on second attempt you are unable to meet the requirements, we request you emailacademics@campbellinstitute.edu.auto arrange educational support to improve your understanding and skills.

6. Students have the right to appeal an assessment decision at any time. (Please refer to Campbell Institute Student Handbook for the Appeals process).

Recognition of Prior Learning and Credit Transfer

Recognition of Prior Learning (RPL) is an assessment process that allows experienced individuals to gain a full or part qualification by producing evidence of what they already know, can do, and have done.

RPL provides an opportunity for prospective students to gain recognition based on the skills and knowledge they have recently gained through experience, as well as any training that have been completed outside of formal training arrangements.

RPL has many benefits:

• Students can finish their training earlier
• It avoids duplication of training and maximises its value
• It creates a learning culture by valuing and recognising learning that has occurred in the workplace.

You may want to apply for RPL or Course Credit. For more information, please refer to the Campbell Institute Student Handbook and discuss this with your Trainer/Assessor.

Reasonable Adjustment

A reasonable adjustment is an adjustment to the assessment process or materials that allows a student with a disability fair access to the assessment, and fair opportunity to successfully complete it. Adjustments must be reasonable and must not compromise the integrity of the assessment.

Examples of reasonable adjustment could include providing support to individual students, assistive technology, modifying the assessment process or the format of materials, or adjusting the physical environment.

Make sure you discuss your assessment needs with your trainer/assessor prior to the assessment.

Assessment Submission Requirements

Before you upload your assessment tasks, you are required to:

1. Submit your assessment tasks online in your unit Moodle
2. You will need to complete the Student Declaration in Moodle as part of your Assessment submission

More Information?

You will find more information about assessment in the Campbell Institute Student Handbook, including our assessment policies and procedures, as well as what to do if you do not agree on the outcome of an assessment, an assessment appeal.

Assessment Plan

The assessment tasks forRIILAT402E Provide leadership in the supervision of diverse work teamsare outlined in the assessment plan below. These tasks have been designed to help you demonstrate the skills and knowledge that you have learnt during your course.

Please ensure that you read the instructions provided with these tasks carefully. You should also follow the advice provided in theStudent Guide. The Student Guide provides important information for you relating to completing assessment successfully.

Assessment Submission Method

Assessment Plan

This Student Assessment Guide is designed for you to complete the following:

• Student Declaration: Refer to the Moodle instruction, as the Student Declaration is electronic and forms part of the requirements for this unit.
• Assessment Task 1: Knowledge Questions
• Assessment Task 2: Project Portfolio

Student Details

Assessment Task One:Knowledge Questions

Information for students

Knowledge questions are designed to help you demonstrate the knowledge which you have acquired during the learning phase of this unit. Ensure that you:

• comply with the due date for the assessment
• adhere with submission guidelines
• answer all questions completely and correctly
• submit work which is original and, where necessary, properly referenced
• do sharing your answers with other students.

Questions

Provide answers to all of the questions below:

1. Todays workforce is comprised of people from numerous cultural, ethnic, religious, and national backgrounds and identities. Increasingly, organisations are recognising the value of cultural diversity, cultural capability, and global workforce experience.
   1. Provide a definition of cultural diversity.

Student Answer:

1. Go to the ABS (Australian Bureau of Statistics) article onCultural diversity of Australia Information on country of birth, year of arrival, ancestry, language and religion(accessible via the link:https://www.abs.gov.au/articles/cultural-diversity-australia). Read this article and answer the following:
   1. How many overseas born people were in Australia in 2021?

Student Answer:

1. How many overseas born people were in Australia in the first census in 1911?

Student Answer:

1. Identify the top 5 countries of birth in Australia by number, 2021

Student Answer:

1. Identify the top 5 increases in country of birth by number from 2016 to 2021

Student Answer:

2. To minimize the adverse effects of personal diversity, companies employ cross-cultural communication and diversity awareness training to improve cultural intelligence. Programs and policies that reduce prejudice and stereotypes and promote friendly interaction among diverse team members and benefit diverse teams.
3. Explain the term cultural climate and the politics it may have on teams individuals and teams

Student Answer:

3. Define the concept of cultural identify and discuss how it can affect interactions with others.

Student Answer:

4. Colonisation has had an impact Indigenous Australians. Business and community support for reconciliation is increasing, with support for reconciliation from the business and community sectors has increased significantly over the past decade. This is demonstrated through the growth of Reconciliation Australias Reconciliation Action Plan (RAP) program.
5. Explain a Reconciliation Action Plan (RAP) program

Student Answer:

1. Identify two Australian engineering companies that have a current Reconciliation Action Plan (RAP).

Student Answer:

5. Effective communication is central to the success of any organization, regardless of industry
6. Explain the term cross-cultural communication.

Student Answer:

1. List four ways to improve cross-cultural communication.

Student Answer:

6. Workplace or organisational culture can be strong (widely shared by members), weak (not widely shared), or transitional (characterised by the gradual replacement of one culture by another).
7. Explain a strong, weak, or transitional organisational culture.

Student Answer:

1. Explain the four basic elements of workplace culture

Student Answer:

1. List three outcomes of a substandard dominant organisational culture

Student Answer:

7. Complete the following table comparing Indigenous Australians to other Australians.

8. Evidence shows employing people with disability tend to take fewer days off than other workers and stay in jobs for longer than other workers. Explain how the minimum special wages for workers with a disability is determined and if this needs to written into the employment contract.

Student Answer:

9. List the key stages for a successful mentoring relationship.

Student Answer:

10. It is important understand what a code of conduct is, the difference between mandatory and voluntary codes and where to find your industry's codes of conduct is important.
11. Define a Code of Conduct

Student Answer:

1. Define a Code of Ethics

Student Answer:

1. A supervisor should work to meet ethical requirements/code of conduct requirements. One of Australia's national bodies for engineering is Engineers Australia. Research Engineers Australia and identify the 4 Principles that form their Code of Ethics.

Student Answer:

11. It is important to maintain confidentiality as a supervisor. The Privacy Act 1988 sets out requirements for collecting, storing, using and disclosing personal information. ThePrivacy Act 1988also sets out additional rules and higher standards for collecting and handling sensitive personal information, explain who this applies to.

Student Answer:

12. Having a performance review system is an important tool for bringing the best out of your people in their roles and in their performance at work.
    1. Define the term performance review

Student Answer:

1. Provide two benefits from an effective performance review process

Student Answer:

13. List three ways to address cultural barriers and maintain positive working relationships.

Student Answer:

14. A team leaders role is to set the teams direction, tone and culture. List three benefits of good team dynamics for organisations.

Student Answer:

15. Workplace bullying?is a risk to health and safety. It can occur wherever people work together in all types of workplaces. A manager exercising their legitimate authority at work may result in some discomfort for a worker. What is reasonable would be determined by an objective test through a court of law. List four management action that would be considered reasonable.

Student Answer:

Assessment Task 1: Student Self Checklist

Assessment Task Two:Project Portfolio

Information for students

In this task, you are required to demonstrate your skills and knowledge by working through a number of activities and completing and submitting aProject Portfolio.

You will need access to:

• The Case Study (Simulation) UrbanEdge- located at the end of this document and can also be found in your unit Moodle
• your learning resources and other information for reference
• Project Portfoliotemplate (this document can be accessed through your unit Moodle)
• Ensure that you:
• comply with the due date for assessment
• adhere with submission guidelines
• answer all questions completely and correctly
• submit work which is original and, where necessary, properly referenced
• avoid sharing your answers with other students.

Complete the following activities:

1. Carefully read the following:

16. Case study.

18. Submit your completedProject Portfolio.

Appendix One: Case Study

UrbanEdge Civil Design is a Sydney-based company specialising in civil construction design. Established four years ago, the company has developed a strong reputation for delivering high-quality design solutions and superior customer service. The company's values include quality, innovation, leadership, respect, honesty, and reliability. The team consists of a Managing Director, Operations Manager, Administration Officer, and four Civil Engineers.

Information relevant to completing Section 1 of Project Portfolio

The Operations Manager plays a pivotal role in leading the small team of engineers and ensuring the efficient delivery of services. This responsibility is outlined in the Operations Manager's position description, which includes:

• Leadership and Supervision:The Operations Manager is responsible for leading, motivating, supporting, mentoring, and managing the team, ensuring their continuous professional development, and creating an environment conducive to effective communication and collaboration.
• Work Planning and Performance Management:The role involves organising work plans, conducting team meetings, and managing the teams performance to meet company objectives. This includes overseeing staff recruitment, feedback, performance reviews, and rewards in alignment with best practices and organisational goals.
• Workplace Culture and Support:The Operations Manager ensures that workplace policies, including WHS, are adhered to and that staff receive appropriate training and support. This role involves regularly reporting to the General Manager on team performance, leadership effectiveness, and strategic matters.

The Operations Manager must provide ongoing reports to the General Manager on team leadership, as well as revert on all strategic matters.

Information relevant to completing Section 2 of the Project Portfolio (Part A)

UrbanEdge Civil Design has recently appointed a Human Resource Support Officer (HRSO) to support the companys anticipated growth, including opening a new office in Melbourne and expanding the team. The HRSO is responsible for recruitment, employee relations, and managing HR processes. The HRSO is a woman of Vietnamese heritage who recently returned to the workforce after a significant career break to care for her elderly parents.

To support work-life balance, the HRSO was granted flexible work hours, allowing her to work from home during the hours her parents need assistance. This arrangement was agreed upon as part of her terms and conditions.

Six months after the HRSO's employment, the Operations Manager conducted a survey to gather feedback from staff about their experiences with the HR function.

The survey results included:

The results were generally positive, but one response highlighted concerns about the HRSOs accent and rapid speech, which made communication challenging for some team members.

Additionally, an informal discussion between the Operations Manager and the HRSO revealed that she had experienced subtle workplace discrimination. The HRSO felt that the Administration Officer had made negative comments about her clothing (traditional Vietnamese dress) and displayed disapproving facial expressions regarding her flexible work arrangements.

The Administration Officer denied these allegations, stating that her comments were always positive, and she had raised no concerns about the HRSOs working from home arrangement. However, it was noted that the Administration Officer had recently requested flexible working hours but was told that such arrangements were not feasible for her role and she must be in the office and from the hours of 9 am to 5 pm.

Information relevant to completing Section of the Project Portfolio (Part B)

As part of ongoing support for diverse teams, the Operations Manager initiated a mentoring arrangement for the Administration Officer, aimed at enhancing her cultural awareness and addressing any potential workplace barriers. After a period of time, the mentor was asked to provide a progress report on the mentoring relationship. A progress report from the mentor, an experienced leader within the company, outlined the following:

• Mentoring Progress:The mentor reported that the Administration Officer had attended three meetings and completed activities to improve her cultural sensitivity, particularly regarding diversity and non-verbal communication.
• Behavioral Feedback:The HRSO noted improvements in the Administration Officers behavior, including ceasing comments about the HRSOs clothing. However, there was still some tension observed when the Administration Officer raised her eyebrows as the HRSO left the office to care for her parents. The mentor planned to address this non-verbal communication issue in future meetings.
• Cultural Competence Development:The mentor emphasised the importance of addressing unconscious bias and fostering empathy and respect in the workplace. The mentor also planned to further discuss the Administration Officers behaviour and provide additional guidance on improving communication with colleagues from diverse backgrounds.

See the email below from Mentor to Operations Manager:

Dear Operations Manager,

As part of our mentoring arrangement, I am writing to update you on the progress of the mentoring sessions with the Administration Officer.

We have had three meetings so far, and I have set activities for the Administration Officer to complete outside of our sessions. We have then discussed these activities during our follow-up meetings. I am pleased to report that the Administration Officer is making notable progress in overcoming the personal and workplace barriers related to cultural diversity, especially in terms of enhancing her cultural awareness.

I have also had an informal discussion with the HR Support Officer regarding any changes in the Administration Officers behaviour. The HR Support Officer mentioned that the Administration Officer has ceased making any remarks about the HRSOs traditional clothing. However, there is still some lingering non-verbal tension, as the Administration Officer tends to raise her eyebrows when the HRSO leaves the office for personal errands, such as caring for her parents.

Based on this feedback, I will address this matter with the Administration Officer at our next meeting. I plan to discuss her perspective and provide further guidance on improving non-verbal communication, particularly regarding sensitivity to colleagues' personal circumstances.

Thank you for your continued support.

Kind regards,

Mentor

Purpose

The purpose of this code is to guide the conduct of staff in performing their duties as employees of UrbanEdge Civil Design (UrbanEdge). It is intended to provide practical assistance for staff when faced with ethical challenges and to ensure that all employees adhere to a standard of conduct that aligns with legal, ethical, and professional expectations.

Overview

All staff at UrbanEdge are expected to perform their duties diligently, impartially, and with integrity, contributing to the achievement of UrbanEdges strategic goals. Staff should be guided by the principles established by this code, and if uncertain about the codes applicability or the appropriate course of action in specific circumstances, staff should consult with a senior manager.

Code

• Ethical principles

The fundamental ethical principles on which this code is based include:

• respect for others
• integrity
• diligence
• economy and efficiency.
• Respect for others
  • All staff are expected to treat others, includingother staff and customers with fairness and respect. This involves:
• Being courteous, responsive, and professional when interacting with others
• Respecting the rights and dignity of all individuals
• Making reasonable, fair, and consistent decisions
• Avoiding behaviour that could reasonably be perceived as harassment, victimisation, or intimidation
• Avoiding discrimination on any grounds, including but not limited to age, race, gender, pregnancy, sexual orientation, disability, political beliefs, religious beliefs, or other grounds covered by relevant legislation
• Allowing alternative points of view to be expressed and reasonably debated
• Integrity

3.1 All UrbanEdge staff have an obligation to observe the laws of both the state and the Commonwealth of Australia, as well as the ethical standards of the industry.

3.2 Staff are required to be familiar with and comply with all relevant policies, procedures, and codes of practice within UrbanEdge.

• Conflicts of interest
  • Staff should act honestly and avoid any conflicts between their personal interests and their duties to UrbanEdge.
  • A conflict of interest may arise in various situations, including:
• Financial interests
• Personal or romantic relationships
• Personal beliefs or affiliations
• Outside employment
• Political participation
• Use of confidential information
• Use of UrbanEdge facilities, equipment, or resources
• Acceptance of gifts or benefits
  • Staff are required to report any actual or perceived conflicts of interest to management. If there is any doubt about whether a conflict exists, staff should discuss the circumstances with a manager to determine the best course of action. Strategies will be developed to manage any reported or perceived conflicts.
• Diligence
  • Staff are expected to carry out their duties professionally, ethically, and diligently, which includes:
• Making decisions fairly, impartially, and without bias, using the best information available
• Maintaining accurate records and documentation to support decisions
• Continuously aiming for the highest possible standards of performance
• Developing their knowledge and professional skills, particularly in areas related to their role
• Exercising sound judgment in the interests of UrbanEdge
• Ensuring outside interests do not interfere with their ability to meet the responsibilities of their role
• Adhering to professional codes of conduct and ethics
• Acting responsibly when becoming aware of any unethical behaviour or wrongdoing by others. This may involve reporting to a senior manager.

• Economy and efficiency
  

  • Staff should use UrbanEdges resources, facilities, and intellectual property solely for legitimate purposes related to their role within the company.
  • Staff should avoid waste and take reasonable measures to minimise unnecessary resource use.
  • Staff are responsible for ensuring the security and protection of UrbanEdge property, facilities, resources, and intellectual property..
    
    

• Breach of the code
  

  • This Code of Conduct is designed to promote and uphold ethical practices. If any staff member is found to have breached this code, UrbanEdge may take disciplinary action. This may include formal warnings, sanctions, or, in the case of serious misconduct, termination of employment.
    
    

• Legislation

This Code of Conduct is informed by and aligns with the following Australian legislation, which all staff must comply with:

• Privacy Act 1988
• Copyright Act 1968
• Freedom of Information Act 1982
• Work Health and Safety Act 2011
• Disability Discrimination Act 1992
• Fair Work Act 2009
• Racial Discrimination Act 1975
• Sex Discrimination Act 1984
• Age Discrimination Act 2004

At UrbanEdge Civil Design, we strive to enhance and streamline communication across all levels of the organisation, both internally and externally, to support our vision and strategic priorities. We are committed to continuously improving our communication platforms, channels, and tools to facilitate efficient information sharing, collaboration, and engagement between all staff members.

This policy will be implemented in a way that ensures compliance with relevant legislative requirements, industry standards, and best practices in communication.

Policy Overview

UrbanEdge expects all staff to use the communication channels provided solely for business purposes and in accordance with the companys values and Code of Conduct. Effective communication is key to maintaining a productive, inclusive, and transparent workplace.

Guidelines

Appropriate Use:

• All communication tools, including emails, internal messaging systems, and collaboration platforms, should be used exclusively for work-related matters.
• Personal use of company communication channels is discouraged and should be kept to a minimum.

Compliance and Confidentiality:

• Staff must comply with all relevant policies and procedures, including those related to privacy, data protection, and confidentiality.
• Any communication containing sensitive or confidential information must be handled with care, in accordance with the Privacy Act 1988 and other relevant legislation.
  
  

Respectful Communication:

• All staff are expected to communicate with professionalism, courtesy, and respect in all interactions.
• Discrimination, harassment, or inappropriate language in any form of communication, whether internal or external, will not be tolerated.
  
  

Continuous Improvement:

• UrbanEdge will continue to develop and trial new communication tools to improve information sharing and collaboration among teams. Staff feedback on the effectiveness of these tools is encouraged.
• Regular training and updates on new communication platforms will be provided to ensure all employees can effectively use available resources.

Communication channels

UrbanEdge has a range of internal communication channels to facilitate effective information sharing across the organisation. These channels include::

Diversity vision

At UrbanEdge, we believe that diversity is a strength that benefits individuals, teams, the company, and our customers. We recognise that each employee brings their own unique capabilities, experiences, and characteristics to their work. We value diversity at all levels of the company and embrace the differences that make us stronger.

We are committed to treating all individuals with respect and dignity. Our goal is to create an inclusive and supportive environment in which all employees can realise their full potential, regardless of their differences. This commitment includes reflecting the diversity of our customers and markts in our workforce.

UrbanEdges definition of diversity includes differences in ethnicity, gender, language, age, sexual orientation, religion, socio-economic status, physical and mental abilities, thinking styles, experience, and education. We recognise that managing diversity enhances our creativity, flexibility, productivity, and overall competitiveness.

Recruitment

UrbanEdge actively recruits employees from diverse cultural, linguistic, and national backgrounds. This approach enables us to better understand and meet the needs of our diverse customer base. We value the perspectives that employees from different backgrounds bring to our organisation.

Career development and promotion

UrbanEdge is committed to rewarding excellence and promoting employees based on their performance and capabilities. We provide equal opportunities for career development, ensuring that promotions are based on objective evaluations. All managers receive training in diversity management to ensure that they treat employees fairly and consistently, free from bias.

Community programs

We recognise that issues such as racism, ageism, sexism, and other forms of discrimination affect not only our organisation but also society as a whole. UrbanEdge is committed to tackling cultural stereotypes and fostering a culture of inclusion, both within and outside the organisation.

We have clear procedures for reporting and addressing any incidents of discrimination or harassment, with follow-up measures in place to prevent future occurrences.

Diversity bodies

Our commitment to diversity is led by UrbanEdge's Diversity Champions, who represent all levels of the company, from senior leadership to frontline employees. The Diversity Champions form the Diversity Committee, which ensures that the companys diversity policy is integrated into the day-to-day operations and the strategic direction of the organisation.

Diversity practices

All employees at UrbanEdge undergo diversity training as part of their professional development. This training raises awareness of diversity issues and develops the skills needed to manage diversity effectively.

We strive to create a safe, inclusive, and pleasant work environment by offering a range of support and benefits, including:

• Flexible working arrangements
• Employee education assistance
• Employee networks and support groups
• Open and transparent communication channels
• Childcare assistance
• Mentoring programs

Purpose

At UrbanEdge, we acknowledge that problems, misunderstandings, and frustrations can arise in the workplace. It is important for the organisation to be responsive to its employees and their concerns.

The purpose of this policy is to provide a clear, effective, and consistent process for employees to raise concerns with management and have those concerns resolved internally. Employees will not face retaliation for filing a complaint under this policy.

Responsibilities

Managers are responsible for ensuring that:

• Potential issues are identified, prevented, and addressed before escalating to formal grievances.
• Communication and information sharing with employees are carried out in a transparent and supportive manner.
• All decisions regarding employment practices are made with consideration for both the individual and the organisation.
• Any grievance is handled appropriately and resolved as quickly as possible.
• All employees are treated fairly, with dignity, and without fear of intimidation or retaliation.
  
  

Employees are responsible for:

• Attempting to resolve issues with their immediate supervisor and using internal processes as early as possible.
• Seeking guidance, coaching, or mentoring before escalating the issue, where appropriate, to prevent further conflict.
• Maintaining confidentiality throughout the process.
  
  

Procedures

Step 1: Discussion with supervisor

19. Employees should first bring their concerns directly to their immediate supervisor. A discussion should take place, where both parties work together to address and resolve the issue.
20. The supervisor should conduct the meeting in a manner that maintains positive working relationships and ensures a fair, objective, and independent analysis of the situation.
21. The supervisor must respond in writing to the concern within five working days of the meeting with the employee.

Step 2: Written complaint and decision

22. If the issue is not resolved during the initial discussion, or if the supervisor does not respond, the employee may submit a written complaint to their senior manager (e.g. General Manager, CEO).
23. The employee should take accurate and detailed notes of all related conversations (including dates and participants) and attach any relevant documentation.
24. Employees may seek assistance from the Human Resources (HR) department to help with drafting their complaint.
25. The senior manager should forward a copy of the complaint to HR for record-keeping.
26. The written complaint should be submitted within five working days and include:
    • A description of the issue and the date of the incident.
    • The date of the initial meeting with the supervisor.
    • A copy of the supervisor's written response or a summary of their verbal response (if no response was provided, this should be stated).
    • Any proposed solutions to resolve the issue.
27. The senior manager must arrange a meeting with the employee within five working days of receiving the complaint to discuss the issue.
28. A decision must be provided in writing and verbally within approximately five working days following the meeting..

Step 3: Appeal of decision

• If the employee is dissatisfied with the decision made by the senior manager, they may appeal the decision in writing to HR within five working days.
• HR may organise a meeting with all parties involved to facilitate a resolution.

Step 4: Further action

• If the issue cannot be resolved at the senior management level, it may be referred to an independent body, such as the Fair Work Commission, for external resolution.

Additional Guidance

UrbanEdge reserves the right to take appropriate disciplinary action for any conduct that it deems disruptive, inappropriate, or inconsistent with workplace policies. The level of disciplinary action may vary depending on factors such as:

• The nature of the issue or misconduct.
• Whether the issue is recurring.
• The employee's work record.
• The impact on the team or organisation.

Purpose

This policy applies to all workers at UrbanEdge.

It outlines the necessary steps to ensure the continued safety of the work environment for all staff, contractors, visitors, and others involved in any activities at or under the employment of UrbanEdge.

Both employees and UrbanEdge (as the employer) are responsible for maintaining a healthy and safe workplace.

Definitions

• Hazard: Any situation or condition in the work environment that has the potential to cause harm.
• Incident: An event or circumstance that leads, or could have led, to unintended harm during a person's participation in work activities with UrbanEdge.
• Injury: Any harm caused to a person during their participation in work activities with UrbanEdge.
• WHS Communication and Consultation: The process of sharing information, giving workers a reasonable opportunity to express their views, and taking those views into account before making decisions on health and safety matters.
• PCBU (Person Conducting a Business or Undertaking): Under the Work Health and Safety Act 2011, UrbanEdge is the PCBU, which is the principal duty holder for health and safety responsibilities.
• Officer Responsible: The CEO and Operations Manager are the officers responsible for ensuring effective engagement and leadership in WHS management, supporting sustainable improvements in WHS performance.
• Workers: All staff members must take reasonable care for their own health and safety and ensure their actions or omissions do not negatively affect the health and safety of others.
  
  

Overview

UrbanEdge is committed to providing a safe and healthy environment for all staff, contractors, visitors, and anyone participating in work-related activities.

We aim for excellence in workplace health and safety and are dedicated to maintaining an environment free from risks, ensuring that our operations support both staff welfare and the organisations productivity needs.

Policy

1. 1. Compliance with legislation

1.1 UrbanEdge complies with the Work Health and Safety Act 2011 and all other relevant legislation, regulations, codes of practice, advisory standards, and best practice standards, as well as our internal policies and procedures.

2. 2 . Organisational responsibility and commitment

2.1 UrbanEdge is committed to:

• Providing a safe and healthy environment for all staff and others involved in activities at UrbanEdge.
• Implementing effective risk management systems that are relevant to the scope of our business, promoting health and safety at all times, and continuously improving our WHS performance.
• Encouraging active participation, cooperation, and consultation with staff and others to develop and implement measures to improve health and safety.
• Promptly responding to, recording, and investigating all incidents.
• Maintaining appropriate policies, procedures, training, codes of conduct, and systems to support and communicate effective health and safety practices across the organisation.
• Conducting regular assessments of the work environment to identify and mitigate risks and hazards.
• Taking immediate action to reduce the risk of identified hazards in the workplace.
• Providing appropriate induction, training, information, and updates to staff regarding workplace health and safety on a regular basis.

3. Staff responsibility

3.1 All staff, including managers, are responsible for:

• Working safely and taking reasonable care for their own health and safety.
• Considering the health and safety of others who may be affected by their actions or omissions.

3.2 Staff working from home or off-site must ensure their work environment is free from risks and hazards related to health and safety.

4. Reporting

4.1 All staff, contractors, and visitors are required to report any identified workplace hazards or risks as soon as they become aware of them.

4.2 All staff, contractors, and visitors are required to report any incidents that cause harm to a person during work or training activities at UrbanEdge.

5. Records

5.1 Accurate records of UrbanEdges risk management strategy, workplace hazards, and workplace injuries will be maintained and updated regularly to ensure compliance and track improvements.

Procedures

1. Workplace health and safety inspections

2. Identify and control hazards

3. Workplace incidents

4. Health and safety consultation and communication

Assessor Checklist

To be completed by the unit Assessor

Record of Assessment Results

Finalassessmentresults

FeedbacktoStudent