Using office stationery, software and storage systems

Staplers are designed to be used on a bench to minimise the risk of injury to fingers. High use of a stapler may cause excessive compression forces to the palm of the hand.

Control measures for the use of staplers include:

• Heavy-duty staplers for thick documents. This means high levels of force are not needed.
• Electric staplers where stapling is frequently required for prolonged periods. The design and safe work procedures should stop fingers being injured during use.
• Photocopiers and printers that can staple the document while printing. This will eliminate the need for hand stapling.
• Alternative attachment devices such as binding or bulldog clips.

Employees should not remove staples by hand. There is a risk of harm, including stabbing injuries. To control these risks, employers should provide:

• a small pincer-type staple remover for occasional use
• a lever-operated device for high-volume use
• other ways to bind documents.

The slim handle of a knife-like letter opener can be difficult to grasp, increasing the risk of the blade slipping. A larger handle gives a more solid grip.

Employees using letter openers is not usually a risk if they only open personal mail. Employers should provide mechanical letter openers to avoid musculoskeletal disorders (MSD) risks associated with:

• handling high volumes of mail
• forceful movements required to open mail.

Many photocopiers have a hole-punching function. Manual hole punches are also available. These range from small lever-operated punches to large electric drill types.

There is a risk of MSDs if an employee uses excessive force while hole-punching. Employers should minimise the risk by ensuring that:

• Hole punches match the thickness of the documents. Longer lever arms on manual punches allow users to punch thick documents without using high levels of force.
• Hole punches are used at a standing-height bench.

Even with high levels of keyboard use, many employees still do a wide range of writing tasks. Common types of pens include:

• Standard ballpoint pens. These are suitable for infrequent general use.
• Easy-ink-flow pens. These usually need less force to grip and write.
• Thick-grip pens or a triangular attachment to the pen. These can reduce the force needed to grip the pen.

Writing for prolonged periods may result in hand or forearm soreness. Reduce this risk by encouraging employees to:

• shorten these periods
• do other activities for a time.

Speech recognition software uses algorithms to analyse the sound of spoken words. The algorithm:

• determines the most probable text character that fits the spoken sound
• transcribes the sound to text.

Benefits include:

• removing the need for typing
• the ability to capture speech faster than typing.

There is a wide range of free and paid software packages available. As the popularity of speech recognition software grows, it may become one of the major ways to enter and control computer data. This will mean less keyboard use.

There are several software products on the market that aim to improve safety in the office. These include:

• programs that reduce monotonous or repetitive tasks like manual calculations
• screen savers that prompt rest breaks, or promote good working postures or exercises
• programs for assessing or improving workstations
• checklists and user surveys for assessing OHS in the office.

A poorly designed program may interrupt work and raise the user's annoyance levels. It is important to trial programs in your own organisation. You should consult with employees and any health and safety representatives (HSRs) to ensure the software will meet your needs.

Employees need to have clear access to shelving systems and the items stored on them. Ideally, storage and shelving should be designed so items:

• cannot be stored in difficult-to-reach locations
• are accessible for people of all heights.

Sometimes a redesign or extra equipment may be needed. For example:

• large shelving systems often have a top level of shelving that is above head height
• shelves may be too deep, requiring employees to bend and reach in.

Employers should consider:

• redesigning shelving
• relocating items between mid-thigh and shoulder height.

If this is not practicable, consider the following controls:

• Providing a safe way to climb up to the required level.
• Including an intermediate support point. This will enable lifting or lowering in stages as employees step to higher levels.

Climbing shelves to access higher shelves is unsafe. To minimise the risk, employers should:

• provide equipment such as:
  • small platforms on rollers (as often found in libraries)
  • small sets of stepladders, platform ladders and rolling ladders
• ensure steps are stable
• provide platforms and handrails where the work includes access to high storage.

If employees need to climb above 2 metres, employers must comply with the requirements of Part 3.3 of the OHS Regulations (Prevention of Falls).

Even when the risk is of a fall below 2 metres, employers still have an obligation to:

• manage the risk
• maintain a working environment that is safe and without risks to health.

Employers must do this so far as is reasonably practicable.

Figure 11: Controlling risk of storage at height

• Leave items carried on a trolley on the trolley while in storage, where possible.
• The storage system should accommodate the size and shape of the item being stored. For example:
  • Use dividers to secure files stored in shelving. This also makes them easier to access.
  • Store documents or small publications in suspension files or folders. This makes them easier to handle.
• Ensure access equipment such as steps and ladders is:
  • fit for purpose
  • designed to Australian standards.
• Consider converting physical items to electronic storage where possible.

Figure 12: A desktop can be broken into 3 broad sectors: the optimum reach sector, maximum reach sector and outer reach sector

Employees should arrange equipment and resources within reach on a desk. They can prioritise how close each item is to them by:

• the type of item
• how it is used.

The desktop can be divided into 3 broad sectors, based on how easily the seated individual can reach to each sector. This is called 'reach capacity'.

Optimum reach sector

The optimum reach sector is where the hands operate for most of the time. Employees usually bring equipment in and out of this area as they do different tasks. For example, when an employee finishes a typing task, they may:

• move the keyboard to one side to make room for a writing activity
• move the chair to a different part of the desk so the hands can function close to the body.

Employees should put frequently used items in the optimum reach sector. For example:

• keyboard
• mouse
• telephone.

Maximum reach sector

The maximum reach sector involves an area that extends beyond easy reach. An employee can reach with comfort using their shoulder and arm.

This sector should be where employees occasionally retrieve and put equipment and materials. For example, reference manuals. These should not be at a level where employees need to use excessive force to lift them down.

Outer reach sector

To access items in the outer reach sector, employees need to bend or stand up. To better reach frequently used items, employees should:

• rearrange the desk to move these objects closer
• move work to another desk or bench for better access.

Putting rarely used items out of reach can be a benefit. This will help employees to move and change posture when they need to access them.

In/out trays can usually be put in the maximum reach sector. Stack or place them side by side. Putting trays closer to the employee limits the need for extreme reaching. This will help to improve posture and movement.

Mobile drawer units make workstation layout more flexible. They also provide enough space for an employee's legs. Drawers should be:

• within comfortable reach
• easy to use.

Don't use under-desk drawers to store heavy objects.

Filing cabinets can cause risks to employees through:

• Tightly packed files. Employees trying to access tightly packed files may use awkward postures. This can lead to muscle soreness. Employers should fix overcrowding by:
  • clearly labelling and regularly reviewing contents
  • using other means of storage, including arch files or offsite storage.
• Accessing lower drawers. Employees should:
  • use their legs to squat
  • kneel rather than bend.
• Cabinets that are not level. This may mean that drawers:
  • are hard to open or close
  • stay open when not in use.

Small packing pieces can help to level the filing cabinet. Use a spirit level to make sure the cabinet is level.

• Unstable cabinets. When more than one drawer is open at once, the whole cabinet may fall onto the employee. Employers should:
  • attach the filing cabinet to the wall or floor
  • buy filing cabinets that allow only one drawer to be open at a time.

The compactus is an efficient way to use storage space. There are several risks associated with this equipment.

Opening and closing the compactus

Winding mechanisms or handles are often designed for one hand to operate. Employees should not need to use force to operate the handle.

Employers should:

• Properly install and regularly maintain the unit.
• Choose compactus with electric controls. This means no force is needed to open or shut large sets of frequently used compactus.
• Train employees not to put a second hand on the unit to create more pushing or pulling force. The hand may get caught between the units.

General hazards

With large compactus, employees may:

• become trapped between the shelves while others are operating the compactus
• trip over the raised platform or rails when moving in and out of the unit.

Employers should consider:

• operating and lock-out procedures
• adequate lighting
• signs
• flooring.

Lockers are often used to store valuable equipment or materials. They are also important for storing personal items when employees hot-desk. Employees should decide where to put individual items according to:

• their size and weight – for example, backpacks and laptop bags that may be bulky
• how often they are used – for example, stationery items or water bottles that are accessed regularly.

The size and weight of boxes may create a risk of injury from manual handling. They should be in a dedicated storage area close to the printer or photocopier. Stacking boxes of printing paper should be avoided where possible.

Many suppliers provide paper in boxes of 5 or 6 reams rather than 8 to 10 reams. Their smaller weight and size means employees can handle boxes closer to the body. This reduces the risks manual handling risks.

Employers should have appropriate strategies to reduce other risks from manual handling. For example:

• Raising the lower storage height above the ground to minimise bending.
• Removing individual reams from the box one at time so full boxes aren't lifted.
• Ordering smaller quantities of paper on a more frequent basis. This means reams can be stored on shelving with clear access.

Where reasonably practicable, employees should use trolleys to move large or heavy items and smaller items such as files:

• to and from central storage areas
• around the office.

This will reduce the risk of MSDs.

Choosing the right trolley for a task will also minimise any risks. Things to consider include:

• Employee characteristics.
• Workplace layout and environment. For example:
  • the type of floor surface and what size and type of wheel is needed
  • floor condition
  • if there are slopes or ramps that may make the trolley difficult to control
  • aisle width
  • travel distance.
• The type of work. For example:
  • if a motorised trolley is needed to move large quantities of material
  • if the trolley should be adjustable so materials can be slid from the trolley to a shelf.
• Load characteristics, such as size, shape, weight, centre of gravity.
• Frequency of use.
• Trolley maintenance, including for the wheels.
• How easily employees can load and unload items.
• Storing items like photocopy paper on a trolley close to the photocopier. This minimises:
  • storage at ground level
  • double-handling, as the trolley can be used for delivery.
• Using a waist-height trolley in the delivery area. Couriers can put items straight on the trolley. Employees can then use the trolley to take the items to the required area.

Choosing and using trolleys

A call centre is a workplace that receives and transmits a large volume of customer requests by telephone. They may also use email, mail or fax. Their focus is to provide product support and information to customers.

Call centre workstations and environments have the same basic design principles as for general office work. Generally, call centre employees:

• handle phone traffic or electronic requests
• are trained in customer service
• use workstations with:
  • single or multiple computer screens
  • a telephone or software-based phone with headset.

Employers need to consider a range of factors. These include:

• The design, provision and hygiene of essential equipment. Easily adjustable furniture and equipment is important. Employees may have to work at different workstations.
• The risk of infectious disease transmission. Where possible, eliminate or minimise the use of shared equipment and tools such as:
  • desks
  • keyboards
  • mice
  • chairs
  • headsets.
• Job design. For example:
  • introducing variety into the work
  • taking adequate breaks
  • allowing 'time out' pauses for operators
  • working from home
  • supporting employees who deal with abusive or aggressive people.

Occupational health and safety hazards in call centres generally fall into the following groups:

• Nature of the work. For example:
  • computer-based work
  • working postures
  • customer relations, including abusive or aggressive people.
• Work organisation. For example:
  • work management
  • people management.
• Work environment. For example, rest areas.

Musculoskeletal disorders (MSDs)

Call centre employees may have a higher risk of developing an MSD because they often:

• use computer screens over a prolonged period
• have fewer opportunities to take breaks from using the computer or change work activity.

Risk factors in call centres that may cause or aggravate MSDs or other injuries include:

• repetitive or sustained awkward or static postures
• repetitive or sustained movements using the same muscle groups
• physical work environment such as temperature and lighting
• duration and pace of work
• hot-desking.

Working postures

Employees may experience discomfort from a combination of:

• awkward, repetitive or sustained working postures
• long periods of limited movement.

For computer-based work, an employee with ideal working posture:

• is forward-facing with no prolonged twisting or bending of the neck or torso
• is well supported, particularly the back, seat and feet
• has arms relaxed and by the side while working
• has frequently used equipment within easy reach without twisting
• can change position easily by adjusting chair/desk height or standing up.

Vocal strain

Excessive talking can affect the voice and throat. Employees using their voice at work need better vocal competency than for everyday speaking. This may result in voice overuse and strain.

Symptoms of vocal strain include, for example:

• loss of voice
• vocal fatigue at the end of a day or after a prolonged conversation
• constant throat-clearing
• dryness in the throat and excessive mucous
• difficulty swallowing
• shortness of breath.

Vocal strain and injury can lead to physical changes in an employee's vocal mechanism. This may cause changes to their quality of voice. Vocal strain and injury are the result of various factors including:

• muscle tension
• poor posture
• excessive use of extreme ranges of pitch and tone
• general health and lifestyle
• work environmental factors such as background noise.
• repetitive talking
• caffeinated drinks that dehydrate the body and voice
• incorrect positioning of the employee's microphone – this leads to excessive vocal feedback or forces the employee to raise their voice to be heard.

To minimise the risk of vocal strain, employers should:

• Provide regular voice breaks of at least 5 minutes of non-vocal time per hour.
• Arrange more non-vocal time when the volume of calls is high or the work is repetitive.
• Ensure office acoustics provide a sound-muffling environment. For example, by using things like acoustic panels.
• Provide training on headset use. This includes:
  • positioning of microphone
  • volume controls
  • voice care training and awareness.
• Provide easy access to drinking water.
• Provide pre-recorded introduction information where possible.
• Write scripts that include pauses.
• Minimise background noise.
• Provide volume controls on headsets so employees do not have to raise their voice.
• Set reasonable call targets that do not encourage voice overuse.
• Ensure that calls are rotated.

Abusive and aggressive callers

Abusive or aggressive calls are likely to cause some level of distress or stress. The impact will depend on the:

• severity of the abuse
• frequency of abusive calls
• availability of support during and following an abusive call.

Employees who receive abusive calls are at risk of psychological harm. This may include work-related stress and low morale. If the issue is not well managed, it may lead to a higher rate of absenteeism and employee turnover.

Good practice for preventing and responding to customer aggression includes the employer:

• Addressing the reason for the abusive call. For example:
  • long wait times
  • inaccurate or misleading information
  • lack of employee training or support.
• Developing clear procedures and guidelines for dealing with abusive and aggressive calls. This includes reporting the call and the right to end the call.
• Providing support during and following abuse. For example:
  • supervisor support during the call
  • being able to escalate the call to a supervisor
  • time to debrief and recover away from the general work area if required.
• Providing access to assistance programs and confidential counselling services.
• Having procedures and training in place for responding to specific incidents. For example, bomb, suicide and violence threats.

Employees who are exposed to traumatic events or material may experience vicarious trauma. This form of psychological harm can happen to someone who see or hears about another person's traumatic experience.

Employees may sometimes need to work at other locations. For example:

• reporting the proceedings of off-site conferences or corporate meetings
• during audits of organisations.

This may involve prolonged or repetitive computer work over several days.

These working environments may be poorly designed for the tasks. They may also have inappropriate:

• furniture
• lighting
• noise
• equipment.

Employers should consider control measures such as:

• providing appropriate portable equipment
• ensuring regular breaks
• providing enough employees for the workload.

Employees who do reception or counter area work may:

• interact with customers or clients, including in person
• accept deliveries
• handle financial transactions.

They can be at a higher risk of dealing with aggressive or abusive people and managing high work demands.

Employers should consider:

• workstation design and adjustability
• employee security.

Some work involves a variety of users and tasks. This includes administrative and computing activities. To accommodate all employees, the work area needs to be adjustable.

Counters may need to be:

• Low to accommodate discussion and interviews.
• High to separate employees from clients or customers. The height should reflect the type of work and if the employee is to sit, stand or both. Consider if:
  • employees need to sit up high, possibly on a height-adjustable chair with a footrest
  • if a false floor is needed to raise the employee to the level of the customer.

Wider bench surfaces may be needed:

• for when items are delivered
• to improve employee security.

Employers should:

• Ensure employees do not have to reach up and forward for long periods.
• Design work practices so that employees have:
  • varied tasks
  • breaks from constrained posture and customer demands.

For more information, see AS/NZS 4442:2018: Office desks, office workstations and tables intended to be used as office desks - Mechanical, dimensional and general requirements and test methods.

Where employees deal with the public, employers should:

• Audit the area and assess the danger of aggression or violence.
• Consider security features, such as screens, extra exits, and duress or emergency buttons.
• Develop clear procedures and guidelines for dealing with abusive and aggressive people.
• Provide support during and following abuse. For example:
  • supervisor support
  • time to debrief and recover away from the general work area if required.
• Provide access to assistance programs and confidential counselling services.
• Have procedures and training in place for responding to specific incidents. For example, bomb, suicide and violence threats.

In some circumstances, such as during a pandemic or other health crisis, employers may need to install physical barriers. For example, plastic screens between customers and employees.

Work-related violence