The average worker may think that Occupational Health and Safety Committees (OHSCs) are just another box-ticking exercise for management – a group of people who meet once in a while, sign some papers and talk about safety without anything ever changing at the ‘shop floor’. But when OHSCs work correctly they are a powerful tool for ensuring safer workplaces.
Researchers from the Queensland University of Technology have examined the characteristics of OHSCs across the world to determine which factors and attributes best support the effectiveness of those committees in improving and maintaining workplace safety, and how you can inject new purpose into a stale and tired committee.
OHSCs are a key part of ensuring safe workplaces, if employers implement them thoughtfully and in good faith. However, s.72 of the Victorian OHS Act simply requires their establishment in certain circumstances and defines the proportion of employer v employee committee members, the base functions of the committee, and the minimum frequency of meetings. So, how do we set our OHSCs up to ensure that they work effectively and fairly?
Researchers identified sixty-three factors that influence the success of OHSCs, falling into eight distinct themes: composition, governance, resources, roles and responsibilities, external communication, influence, attitudes of members, and support from management and workers.
S.72(3)(c) of the OHS Act provides for functions of the committee to be agreed between the employer and the committee – this means that the Terms of Reference (ToR) for how the committee runs can be negotiated by the committee, giving members an opportunity to directly influence the ultimate effectiveness of the OHSC by considering each of the factors identified by this research, and establishing ToR that support each factor.
OHSC Composition – A strong committee must have fair representation of workers and management – the Act mandates at least 50% employee members. Diverse membership with appropriate skills, elected voluntarily and including senior management with authority to effect change helps the committee to make informed and achievable decisions. Including members from all work areas ensures that voices from the floor are heard and supports smooth adoption of changes.
OHSC Governance – Clear rules and plans (including the ToRs), an annual strategy plan, and defined mandates will keep the committee focused. Frequent meetings with well-prepared agendas and effective minute and action management encourage transparency and equal participation and minimise unfair domination of meetings by one party.
OHSC Resources – Dedicated time, budgets, training and access to tools and information are essential. Committee members need foundational and hazard-specific training, as well as ongoing education on safety legislation, incident investigation and industry-specific safety matters. Meetings must be scheduled in accessible times and spaces to support full attendance, and committee members must be rostered accordingly to allow adequate time to participate fully without negatively impacting their day-to-day work.
Roles and responsibilities – The ToR should spell out exactly what the committee can and cannot do. Without clear rules, committees often drift into irrelevance. Effective OHSCs don’t just suggest ideas; they actively inspect the workplace, investigate near-misses, monitor safety data, and act as internal auditors and advisors on OHS issues. Management must commit to acting on the committee’s recommendations.
External communication – The committee must transparently share information with all workers. Meeting minutes, safety alerts, and inspection results should be visible to everyone. Workers need to know how to report hazards easily. If they see a problem, they should feel comfortable bringing it to the committee, knowing that it will be addressed. Encouraging communication helps the OHSC to address real concerns.
OHSC influence – A visible and effective OHSC encourages a positive safety culture. Proactive involvement and a willingness to tackle hazards can make committees respected allies within the workplace, and in turn, fosters better safety participation and support for implementing change from management and workers.
Attitudes of members - Enthusiastic, committed participation is vital. Members should actively engage in meetings and share a common goal of improving safety and health.
Support from management and workers - Strong management commitment includes allocating budgets, attending meetings, and recognizing OHSC efforts. Workers need to be aware of the OHSC's role and have the confidence to report safety concerns. Support from all parties reinforces a collaborative safety environment and feeds into each of the other seven factors that contribute to a successful and impactful OHSC.
If your workplace OHSC is not running as well it could, committee members can review the ToR to establish better rules and procedures to improve the committee’s effectiveness.
S.72 of the OHS Act states that an employer must establish a health and safety committee within three months of being requested to do so by a health and safety representative – so if your workplace doesn’t have one, speak with your HSR about requesting the establishment of an OHSC.
You can learn more about OHSCs at our OHS Reps pages Health and Safety Committees and Health and Safety Committees – what is their role?
WorkSafe Victoria also provides guidance on OHSCs in their publication Guide to Part 7 - Employee representation handbook for workplaces and on their Health and Safety Committees page. Check out their guidance on Running effective health and safety committee meetings.