Document ID: chunk:federal_register_of_legislation:F2024L01380:reg:9:p2
Version: federal_register_of_legislation:F2024L01380
Segment Type: reg
Provision Reference: reg 9 (pt 2/36)
Character Range: 91629–95083

as well as a systematic WHS investigation looking at any hazards present and ensuring they are controlled.
Where breaches of a code of conduct or professional standard are not proven there may still be an underlying WHS risk which needs be controlled.

Appendix A – Job characteristics, design and management

This appendix provides examples of control measures for psychosocial hazards related to job characteristics, design and management, and the working environment and equipment including:

    -          high or low job demands
    -          fatigue
    -          low job control
    -          job insecurity
    -          poor support
    -          traumatic events or material
    -          remote or isolated work
    -          intrusive surveillance
    -          lack of role clarity
    -          poor organisational change management
    -          inadequate recognition
    -          poor organisational justice, and
    -          poor environmental conditions.

However, it is not an exhaustive list and you should use the process outlined in this Code to ensure you identify all hazards in your workplace and assess and control the associated risks.

A single or irregular exposure to these hazards may not create psychosocial risks, or the risks may be very low. However, if workers' exposure to a hazard (or a combination of these hazards) is frequent, prolonged or severe it can cause psychological and physical harm.

The controls provided are examples. You must consider what is reasonably practicable to eliminate or minimise the risks in your workplace.

Job demands

Note: Some of these examples of hazards may not create psychosocial risks on their own but may do so if combined with other hazards. Some hazards may only create risks on their own when severe. Consider all hazards present and the circumstances to determine what is reasonably practicable to manage the risks.

High physical demands                 -          long, irregular or unpredictable work-hours (e.g. doing shift work or being on call)
                                      -          insufficient breaks (e.g. breaks are infrequent, too short, strictly scheduled or regularly interrupted)
                                      -          not being able to recover between periods of work (e.g. being expected to work afterhours, be on call, or return to work with insufficient rest and sleep)
                                      -          not having opportunities to use leave entitlements
                                      -          high workloads (e.g. having too much to do)
                                      -          physically demanding, challenging or tiring work (e.g. undertaking hazardous manual tasks or strenuous physical tasks), and
                                      -          time pressures or fast paced work (e.g. unreasonable deadlines or computer/machine paced work).
                                      -          Note: work that involves challenging work hours or shift work is associated with a greater risk of fatigue.
High mental or cognitive demands      -          complex tasks frequently or severely exceeding a worker's capacity or competency (e.g., workers lack the training, resources, skills, authority or experience to reasonably or successfully do tasks)
                                      -          sustained levels of concentration or vigilance particularly when accuracy is