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BSB60407 Advanced Diploma of Management

COMPLETE ASSESSMENT DOCUMENT


BSB60407 Advanced Diploma of Management
BSBWHS605A Develop, implement and maintain WHS management
systems

The following assessments are to be

(a) completed and


(b) submitted

in accordance with the associated

STANDARD INSTRUCTIONS

ASSESSMENT COVER SHEET

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

To obtain the qualification of BSBHRM512A Develop and manage performance management


process, the skills and knowledge required are as below:
Skills
Learner should have:

analytical skills to:


o analyse relevant workplace information and data
o contribute to the assessment of resources needed to manage risk and where
appropriate access these resources
o identify areas for WHS improvement
communication skills to:
o

conduct effective formal and informal meetings and communicate effectively


with personnel at all levels of the organisation
o prepare reports for a range of target groups, including health and safety
committees, health and safety representatives, managers, supervisors, and
persons conducting businesses or undertakings (PCBUs) or their officers
consultation, facilitation and negotiation skills to:

o develop and implement plans


o implement and monitor designated actions
information technology skills to:

o download and upload information


o use WHSMS and other software
numeracy skills to analyse workplace information and data

organisational skills to manage own tasks within a timeframe

project-management skills to achieve change in WHS matters.

Knowledge

barriers to WHSMS implementation and strategies to remove them

documents relating to WHSMS, including:


o regulatory authority WHSMS tools, standards and guidance
o Australian Standard AS/NZS 4801:2001 Occupational Health and Safety
Management Systems Specification with guidance for use
o Australian Standard AS/NZS 4804:2001 Occupational Health and Safety
Management Systems General guidelines on principles, systems and
supporting techniques
o Standards Australia publication HB211-2001 Occupational Health and Safety
Management Systems A Guide to AS4801 for Small Business
nature of information and data that provide valid and reliable measures of WHS
performance and WHSMS, including positive performance indicators
relevant commonwealth and state or territory WHS Acts, regulations, codes of
practice, standards, guidance material and other relevant publications
requirements for recordkeeping that address WHS, privacy and other relevant
legislation
WHSMS
WHSMS certification and auditing standards, processes and requirements.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Assessment Part A Propose the WHS management system


Performance objective
The candidate will demonstrate the skills and knowledge required to consult on and analyse
workplace needs to:
propose an appropriate WHS management system
develop WHS policy
build management commitment to the proposed WHS management system (WHSMS).
Specifications
You must:
participate in presentation and consultation session (role-play) with board of directors
and CEO
submit a written outline of WHSMS core elements (revised if needed) including
responses to:

Store Manager, Amanda Kaisig


worker representative, Pat Lee
submit a draft WHS policy (revised if needed).

Your assessor will be looking for:


analytical skills to analyse relevant workplace information and data
communication skills to conduct effective formal and informal meetings and
communicate effectively with personnel at all levels of the organisation
consultation, facilitation and negotiation skills to gather input and build support for plans
information technology skills to conduct research, create documentation and present
information
organisational skills to manage own tasks within a timeframe
knowledge of standards relating to WHSMS
knowledge of relevant commonwealth and state or territory WHS Acts, Regulations,
codes of practice, standards, guidance material and other relevant publications
knowledge of requirements for record-keeping that address WHS, privacy and other
relevant legislation
knowledge of WHS management systems
knowledge of WHSMS certification and auditing standards, processes and
requirements.

Adjustment for distance-based learners


Management role-play can be varied to take place by videoconference (using
videoconference software such as Skype).

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Assessment description
Using the scenario information supplied, you will conduct an initial review of the workplace.
You will then participate in a management meeting (a role-play), in which you will propose the
design of an appropriate WHSMS and consult with management. During the meeting, you will
present a draft WHS policy for consultation.

Procedure
1.

Review the simulated workplace information for Pitstop Pty Ltd (below).

2.

Conduct an initial review of the simulated workplace, including core elements of the
system:

organisational requirements for WHS management


responsibilities and accountabilities for WHS
WHS risk management and procedures
documentation and record-keeping requirements for monitoring and review and
demonstration of compliance
employee capability and need for training.
Note: some relevant information may be gathered from the simulated workplace
information provided below; some information may be gathered through the process of
consultation.
3. Review the summaries of consultation meetings with organisational stakeholders to
gain input into proposed WHSMS (you will need to address the stakeholder concerns in
your WHSMS).
4. Conduct any research necessary to support your proposal for the design of a WHSMS,
for example on:

Victorian WHS legal framework


NSW or Qld WHS Act, to support your proposal for the design of a WHSMS.
relevant standards for WHS management systems, risk management and recordkeeping.
5. Develop a draft WHS policy for Pitstop Pty Ltd.
6. Develop a written outline of core elements of your proposed WHS management system
and your response to issues raised by Amanda Kaisig and Pat Lee:

Store Manager of flagship store, Amanda Kaisig needs to be reassured that the
new system will deal systematically with all health and safety problems, that the
board of directors is fully committed and will provide the required resources.
Worker representative from former ISS stores, Pat Lee is willing to communicate
the importance and benefits of the new WHSMS to workers, but only if convinced
of the benefits to workers and that management has given its full commitment
any new WHSMS.
7. Arrange a time with your assessor to complete management role-play in which you
propose design of your WHS management system and WHS policy to the board of
directors and CEO during a meeting.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

8.

In a 1015 minute role-play presentation and consultation session, propose the design
of an appropriate WHS management system and WHS draft policy to the board of
directors and CEO. Ensure you lead the meeting and discuss:

core elements of system and proposed changes or additions


relevant standards
relevant legislative requirements for WHS management, including those related
to record-keeping

WHS policy requirements


how policy will be communicated to employees
how design of WHS management system and WHS policy meet internal and
external requirements

possible certification option and process of certification.


Note that, during the presentation and consultation session, you will need to:

answer questions
ask for feedback and input into the system
work to build support and ask for management commitment to policy and
WHSMS.

9. Incorporate necessary changes into your WHS policy draft and design of WHSMS
based on consultation.
10. Submit all documents to your assessor as per the specifications below. Ensure you
keep a copy of all work submitted for your records.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Assessment Part B
Performance objective
The candidate will demonstrate the skills and knowledge required to plan and to implement a
WHS management system.
Specifications
You must:
participate in two consultation role-plays:
meeting with the board of directors and senior management
meeting with the Wollongong manager and HSR
submit an outline of plan containing outcomes of consultation
submit an draft risk assessment and control procedure
submit draft and final implementation/action plans for the Wollongong store
Your assessor will be looking for:
analytical skills to:
analyse relevant workplace information and data
contribute to the assessment of resources needed to manage risk and where
appropriate access these resources
communication skills to conduct effective formal and informal meetings and
communicate effectively with personnel at all levels of the organisation
consultation, facilitation and negotiation skills to develop and implement plans
information technology skills to conduct research, create documentation and present
information
numeracy skills to estimate costs of WHSMS
organisational skills to manage own tasks within a timeframe
project management skills to develop plans to achieve change
knowledge of barriers to WHSMS implementation and strategies to remove them
knowledge of standards relating to WHSMS
knowledge of relevant commonwealth and state or territory WHS Acts, Regulations,
codes of practice, standards, guidance material and other relevant publications
knowledge of the nature of information and data that provide valid and reliable
measures of WHS performance and WHSMS, including positive performance indicators
knowledge of WHS management systems.
Adjustment for distance-based learners
Role-plays can be varied to take place by videoconference (using videoconference
software such as Skype).
Assessment description
Using the scenario information supplied, and the WHS policy and management system design
you developed for Assessment Task 1, you will carry out a number of planning and
implementation activities and role-play consultation with stakeholders. To complete the
Assessment Task requirements, you will develop and submit a portfolio of planning and
implementation documentation for a pilot program at the Pitstop Pty Ltd Wollongong service
station.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Procedure
1.

Review the simulated workplace information for Pitstop Pty Ltd provided in this task.
Review the WHSMS design and WHS policy you proposed in Assessment 1. Prepare
to plan and implement elements of the WHSMS in consultation with relevant individuals
and parties.

2.

Arrange with your assessor to meet with the board of directors and senior management
(in a role-play) to discuss the requirements of the WHS plan: identification and control
of hazards, compliance, performance monitoring, and implementation of system.

3. Lead the role-play meeting with board of directors and senior management to:

outline requirements of WHS planning; refer to appropriate standards


discuss and consult on procedures to manage WHS risk
discuss and consult on compliance and standards to adhere to
discuss and consult on WHS targets and performance measures
describe key elements of implementation to be piloted at Wollongong store.
Note: Ensure you anticipate possible issues and objections and use communication
skills to build consensus and support for system.
4. Develop an outline of plan containing outcomes of consultation.
5. Develop a draft risk assessment and control procedure.
6. Develop a draft implementation/action plan for the Wollongong store. Include:

specific activities for:


initial launch of WHSMS including development of policies and procedures

(safety procedures, record-keeping procedures, etc.)


ongoing activities
training: consider current activities undertaken by staff, required activities
under your plan, and capabilities of current employees
communication and consultation
monitoring and reporting, such as regular safety audits
responsibilities and accountabilities
timelines
targets
resources and estimated costs, for example training costs
highlighted areas of integration with other management systems.

7. Arrange with your assessor to meet with the Wollongong manager to discuss
implementation.
8.

Lead role-play meeting with Wollongong manager and HSR to:

outline requirements of implementation; refer to appropriate standards


discuss and consult on procedures and processes to manage WHS risk
discuss and consult on key features of implementation included in plan
Note: Ensure you anticipate possible issues and objections and use communication
skills to build consensus and support for system.
9. Make adjustments to implementation plan after consultation with Wollongong manager.
10. Submit all portfolio documents to your assessor as per the specifications below. Ensure
you keep a copy of all work submitted for your records.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Assessment Part C
Performance objective
The candidate will demonstrate the skills and knowledge required to measure, evaluate,
review and improve WHS performance.
Specifications
You must:
participate in two consultation role-plays:
meeting with the store managers on monitoring and reporting
meeting with the board of directors and senior management to review
performance of WHSMS and make recommendations
submit amended targets and KPIs, procedures for performance management, audit and
reporting as a result of consultation
submit a written report containing recommendations for improvement of the WHS
management system.
Your assessor will be looking for:
analytical skills to identify areas for WHS improvement
communication skills to:

conduct effective formal and informal meetings and communicate effectively with
personnel at all levels of the organisation

prepare reports for a range of target groups, including health and safety
committees, health and safety representatives, managers, supervisors, and
persons conducting businesses or undertakings (PCBUs) or their officers
consultation, facilitation and negotiation skills to implement and monitor designated
actions
information technology skills to conduct research into WHSMS systems, create
documentation and present information
numeracy skills to analyse workplace information and data
organisational skills to manage own tasks within a timeframe
knowledge of barriers to WHSMS implementation and strategies to remove them
knowledge of documents relating to WHSMS standards
knowledge of the nature of information and data that provide valid and reliable
measures of WHS performance and WHSMS, including positive performance indicators
knowledge of relevant commonwealth and state or territory WHS Acts, Regulations,
codes of practice, standards, guidance material and other relevant publications
knowledge of WHS management systems.
Adjustment for distance-based learners
Role-plays can be varied to take place by videoconference (using videoconference
software such as Skype).

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Assessment description
Using the scenario information supplied in this task, and planning materials developed in
Assessment Tasks 1 and 2, you will undertake a number of monitoring and evaluation tasks.
You will consult with managers to gain input into and support implementation of monitoring
and evaluation activities to measure WHS performance against organisational outcomes and
individual performance. You will then analyse and evaluate WHS performance data, present a
draft report to senior management and provide a final written report containing results of
analysis and recommendations for improvement of the WHSMS.
Procedure
1.

Review the simulated workplace information for Pitstop Pty Ltd. Review planning
materials you developed for Assessment Tasks 1 and 2.

2.

Arrange with your assessor to consult with managers (in role-play) on implementation
of performance monitoring and audit procedures. Prepare to discuss:
The measurement and evaluation requirements of the WHS plan.
Setting targets and KPIs for managers and employees in accordance with
organisational objectives for the WHS. Consider outcome and management
KPIs.
Audit and reporting process for managers. Consider schedule for audits, content
of audits, tools such as checklists which may help implementation.
Note: if you have not already developed or considered performance measures,
performance management, and reporting and audit procedures, you will need to
prepare or source draft procedures as the basis of consultation with managers.
3. Consult with managers on implementation of performance monitoring and audit
procedures. Remember to seek input, defend your processes when necessary or
appropriate, and explain the most practical ways possible for managers to implement
the procedures you have developed. Stress the benefits to the organisation and
benefits to managers where appropriate.
4. Following consultation, amend targets and KPIs, performance management, audit and
reporting procedures based on the information you have gathered through consultation.
5. Using data provided, analyse information and data for the 6 month period postimplementation. You need to:

Consider the relationship between the data and the WHSMS targets and
performance indicators. What are the gaps?

Consider possible causal relationships between data and aspects of the WHSMS
implementation.

Consider possible improvements to address root causes of performance issues.


Consider existing procedures and ways to improve them.
Develop draft recommendations for improving the WHSMS.
6. Arrange with your assessor to consult with the board of directors and senior
management (in role-play) to present WHS performance data and recommendations.
7. Present data and recommendations. Begin your presentation with an explanation of the
review process. Stress the importance of the process for continuous improvement of
health and safety outcomes. Refer to appropriate standards.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

8. Based on your analysis and consultation with the board of directors and senior
management, prepare a report containing:

Executive summary (briefly summarise report).


Body (analyse data from scenario; discuss possible causes; explore possible
solutions; explain your reasoning and support with evidence).

Conclusions (make conclusions based on analysis; determine root causes of


performance issues).
Recommendations (At least 4 recommendations to improve performance based
on analysis). Refer to standards and legal compliance where relevant to support
recommendations
9. Submit your report to your assessor as per the specifications below. Ensure you keep a
copy of all work submitted for your records.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Appendix 1
Simulated workplace scenario Pitstop Pty Ltd
Pitstop is a privately owned company that until recently operated one independent service
station in Melbournes north. The owner, chairman and CEO, Jim Murphy, has run the
company for the past five years. He has operated service stations for most of the last 25 years
and relies on his hands-on approach to monitor and instruct staff on what to do.
In the past eight months, Pitstop has raised sufficient finance to buy out the Independent
Service Station (ISS) chain of nine stores across Victoria, NSW and Queensland and rebrand
them all as Pitstop. Jim plans to continue the expansion until the optimum target of 30 service
stations is secured for the Victoria, NSW and Queensland market.
Pitstop service stations trade 24 hours. They typically include a vehicle access forecourt with
at least six pump stations, a retail shop, a food bar, Store Managers office and stockroom.
They sell fuel, oil, gas, supermarket goods, hot pies (heated from frozen on the premises) and
cold drinks.
Including the retained staff from the ISS buyout stores, Pitstop has a workforce of
approximately 60 employees. The employees come from a wide range of cultural and
linguistic backgrounds. A significant proportion has poor English literacy, including poor
reading comprehension. Most employees, but not all, have a high-school level of education.
All stores have computerised point-of-sale terminals that are linked to the companys
enterprise resource planning and accounting systems. The flagship store has an attached
office space that accommodates the directors and senior management staff.
Pitstop service stations are currently located in:
Victoria:
Craigieburn
Bendigo
Shepparton
Wodonga
NSW:
Ballina
Wagga Wagga
Wollongong
Qld:
Coolangatta
Ipswich
Toowoomba.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Background to WHSMS
You have been employed by Pitstop as the General Manager Retail. You have been asked
to design and develop a WHS Management System (WHSMS) to manage WHS for Pitstop as
one of your initial tasks. In the employment interview, Jim explained that:
Pitstop has just gone through a tremendous transformation, from a single hands-on operation
to a multi-store enterprise with plans to triple in size in the next five years. The board of
directors has made me acutely aware that we cant manage the present and future operations
the way I have in the past. We want you to design and develop a WHSMS, as far as is
practicable, to ensure a workplace that is safe and without risks to the health of our
employees, customers, suppliers and visitors to the sites. You may need to create or rewrite
organisational policies as well as devise training schemes, implement changes and develop
reports.
I dont want to pressure you, but it is imperative that this WHSMS be in place in four months
time when we meet with all key stakeholders of Pitstop.
When I managed the single store we never had the injuries and time off work that we are
having at the moment. I was always very careful to tell my staff how to work safely and made
sure any potential hazards were dealt with before they caused injury. But I cant be in ten
places at once. We need a system that can be effectively implemented and monitored without
me having to be there.
Absenteeism has gone up and I believe that it is caused by low staff morale connected to work
health and safety. I believe that work should be a happy place because a happy workplace is
a productive one. Also, it tends to cultivate long-term employees.
After the interview, Jim introduced you to key investor and board member, Alan Harvey who
explained that he leaves Jim to worry about the company operations while he concentrates on
strategic planning. Alan said:
With our expansion plans we have to be very concerned about our brand image. We cant
afford to have it tarnished by bad press concerning the way we care for our sites. We handle a
lot of hazardous substances in our service stations, and the board takes the legal
responsibilities we have as company directors in regard to WHS very seriously.
In developing the WHSMS, make sure you consult with and include the board.
Alan asked you about the way you intend to go about setting up the WHSMS for Pitstop and
whether you will be needing any help in achieving the task by the due date.
Your response was that you had been involved the rollout of a similar program with Australian
Petroleum. You had used WHS consultants in areas where the company management
required additional expertise. You also used the National Safety Council of Australia (NSCA)
to train the managers about WHS responsibilities and obligations. You think NSCA may also
be useful for training the Pitstop Store Managers on WHS compliance as would St Johns
Ambulance in certifying all managers with first aid competency.
Alan noted that, in the interest of efficiency, it would be a good idea to integrate existing
management systems with the new WHSMS. This may involve adapting policies from other
management systems at Pitstop or those legacy policies retained from the ISS buyout stores.
Alan went on to say:
This is a critical area for our short-term and long-term future. We dont want to set a budget,
but would rather you come back to us with recommendations on the resources required to do
the WHSMS right.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Pitstop Pty Ltd organisation


Pitstop WHS strategic plan 2014 excerpt
Mission statement
Pitstop aims to be the first-choice provider of fuel and snacks for Australian motorists.
Pitstop is committed to providing employees and customers with a healthy and safe
environment.
Pitstop organisational structure

Board of directors and CEO

Executive Assistant

General Manager
Finance and Operations

General Manager
Retail

Senior Accountant

Store Managers

Records clerk

Shift Managers
and Cashiers

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Pitstop workplace operations


Store activities list
The following activities are carried out at Pitstop.
Employees

Ongoing activities
Serve customers.
Resolve issues associated with use of petrol or LPG pumps.
Heat pies.
Receive and store frozen and refrigerated food items.
Banking notes and cash register balancing.
Mop and clean floors.

Once-a-day activities

Clean all forecourt pumps.


Pick up all rubbish on the forecourt.
Replace water and supplies on the forecourt.
Change display board prices.
Move stock from reserve to retail shelves.

Weekly activities
Measure the fuel volumes in the underground storage tanks.
Receive deliveries of LPG and petrol.
Receive and store retail products.
Reorganise reserve stock.
Stocktake inventory items on forecourt, shop and reserve.

Store managers
Ongoing activities
Monitor employees under supervision.
Aid employees where required.
Coach/train employees.
Induct new employees.
Provide reports to senior management as requested.
Daily activities
Sales, inventory and banking reports for General Managers.
Yearly activities
Performance Review and Development Program (PRDP).

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

WHS initial review and data gathering


One of the first tasks that the directors have asked you to perform was to review the existing
WHS situation at Pitstop. Pitstops most senior Store Manager, Amanda Kaisig, has compiled
an incident summary report. You have also conducted store visits to observe conditions and
conducted a review of record-keeping systems.
Incident summary report for previous 6 months
Incident type

Work
days lost

Number

Who affected?

Fuel spill

33

3 customers with fuel on clothes


10 litre fuel spill into drains

Fire in rubbish bin

Staff with smoke inhalation

Slip on wet shop floor

2 employees
1 customer

Falling stock in reserve

6 employees

Trip

1 customer (cracks in concrete


of forecourt)
1 employee (cluttered reserve
corridor)

Burns (ovens)

42

employees

23

Fatigued legs

2 employees

Eye and breathing difficulties


related to fumes from oven cleaner

1 employee

0
0.5

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Store visits
Your visit of the stores identified the following points:

Unwanted chemicals have been eliminated from the flagship store.


Some goods are being supplied in quantities that make lifting them very difficult.
Anti-glare screens have been installed on the computer and point-of-sale screens.
No stress mats for the cashier who has to stand on concrete floors for 7.5 hour shift.
No real training of staff supervision more on sales and cost control, not WHS.
Extensive Personal Protective Equipment including hearing or eye protection, safety
vests, hard hats. But not used all the time by staff.
No emergency preparedness posters in the stores.
Only a few safe working procedures clearly visible or available.
No induction of new staff on WHS.
No staff noticeboard for safety information.
Material safety data sheets seem to be available for most dangerous goods such as
petrol and LPG.
First aid kits in every store most fully stocked. Store managers have been given
authorisation to fully stock first aid kits.
Register of hazardous substances and dangerous goods kept in store but not updated.
No safety audits or inspections have been undertaken regularly. There is no planned
schedule.
Contractors and subcontractors not informed about their duty of care on-site.

Records
You check with the Records Clerk, who is responsible for keeping all of Pitstops records. You
discover:
No training records are kept of employees and subcontractors to provide evidence of
workplace competencies.
No rehabilitation policy.
No record-keeping policies.
Records relating to workers compensation claims are kept in an unlocked cabinet.
Missing incident reports.
Paper record-keeping is hard to use to compile WHS performance data for individual
stores and the organisation.
Archiving of records is practiced and appropriate.
Electronic data is backed-up periodically.
Insurance policies are in place but may not have been appropriately updated after the
buyout of the ISS service stations.
In the files you discover some other relevant documents including the current policy and
procedures that have been adopted from the buyout stores.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Policy and procedures documents (retained from ISS buyout stores)


ISS work/life balance policy
ISS aims to provide a flexible and family-friendly workplace that reasonably accommodates
external commitments and carer responsibilities.
As a flexible and family-friendly business, ISS recognises that its staff members have
responsibilities and commitments extending beyond the working environment. ISS is aware
that these responsibilities and commitments can have a significant impact on employment
opportunities and is committed to providing an accessible, supportive and flexible
environment for all staff.
In responding to requests for arrangements relating to work/life balance, management will
need to consider work requirements and the current and potential needs of others in
responding, keeping in mind that the ISS seeks:
minimisation of disadvantage(s) that may result from competing commitments
an environment that is supportive and accepting of the responsibilities of caregivers
and staff with cultural obligations.
Promotion and support of the balance of work and personal needs for staff will position ISS
as an employer of choice, initiate a high level of commitment from staff to the work and
ideals of ISS, and provide high levels of job satisfaction and a strong collaborative and
collegiate culture while at the same time reducing stress and turnover.
Staff will be provided with a positive work climate where supervisors strive to meet
expectations in accommodating life and personal responsibilities.

ISS smoking policy


As an employer, ISS has a duty under WHS legislation, to provide a safe working
environment and to protect the health of all employees from any illness and injury arising
from the workplace. Areas other than those designated will be smoke-free to eliminate the
hazards of environmental tobacco smoke.
A designated area will be available where smokers will be able to smoke during scheduled
work breaks, as long as this does not cause harm or discomfort to other employees in the
workplace. Employees may not, at any time, smoke inside buildings or premises or any
enclosed workplaces. The designated areas will be away from flammable or other
dangerous activities.
A breach of this policy will be dealt with in the same manner as a breach of any WHS Policy
and standard disciplinary procedures will apply.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

ISS sexual harassment policy


ISS recognises that sexual harassment is a serious issue and is committed to providing a
workplace free from sexual harassment.
What is sexual harassment?
Sexual harassment is any deliberate verbal or physical conduct that is unwelcome and
uninvited, embarrassing, demeaning, offensive or compromising. It can be experienced
anywhere in the workforce and by both men and women.
It has nothing to do with mutual attraction or genuine affection between people. Such
friendships, whether sexual or not, are a private concern. It should not be confused with
genuine compliments or behaving with common courtesy.
Sexual harassment may include such actions as:
dirty jokes, derogatory comments, offensive written messages (email/text message),
or offensive telephone calls
leering, patting, pinching, touching or unnecessary familiarity
persistent demands for sexual favours or social outings
displays of offensive posters, pictures or graffiti.
Behaviour is against the law if it makes you feel:
offended and humiliated
intimidated and frightened
uncomfortable at work.
ISS considers sexual harassment an unacceptable form of behaviour which will not be
tolerated under any circumstances.
ISS, undertakes to educate all employees on the issue of sexual harassment to avoid its
incidence and to inform employees of procedures to deal with the problem should it occur.

ISS alcohol and drugs policy


ISS recognises the value of its employees and is committed to promoting and maintaining
the health and wellbeing of every member of its work force. Alcohol and other drugs can
influence an employees ability to maintain safe work practices and can endanger
themselves and others. All employees, contractors and sub-contractors have a
responsibility to present for work and remain not influenced by alcohol and other drugs.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

ISS bullying and harassment policy


ISS is committed to providing a working environment that is free from bullying. Working
relationships and standards of behaviour between employees are important workplace
issues. The ISS code of conduct sets out principles for behaviour required in the workplace,
namely that:
all people should be treated with respect
all employees should develop an awareness about the impact of their behaviour on
others
there is agreement about what is appropriate behaviour at work.
ISS considers that bullying in the workplace is inappropriate and unacceptable behaviour
and those employees found to have either committed or condoned such behaviour in the
workplace may be subject to disciplinary action.
A bully is a person who uses strength or power to coerce others by fear. To bully is to
oppress or persecute, physically or morally by (threat of) superior force. Bullying is physical
or psychological behaviour or conduct where strength (including strength in personality)
and/or a position of power is misused by a person in a position of authority or by a person
who perceives that they are in a position of power or authority. While bullying is normally
associated with unequal power relationships, peer-to-peer bullying is not uncommon and is
an equally unacceptable behaviour at ISS.
A variety of behaviours and acts may constitute bullying which, over time, create a negative
workplace environment. These may include:
threats
verbal abuse
shouting
constant unconstructive criticism
blaming
sarcasm and other forms of demeaning language
coercion
punitive behaviour
isolation
deliberately withholding information that a person needs to exercise her or his role or
entitlements within the organisation
repeated refusal of requests for leave or training without adequate explanation and
suggestion of alternatives.
Bullying may be perpetrated by an individual who may be a work colleague, a supervisor or
any person who is part of the work environment.

BSBWHS605A Develop, implement and maintain WHS management systems

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ISS performance management policy


Purpose
To support ISSs commitment to providing a high-performance and satisfying work
environment. To describe ISSs Performance Review and Development Program (PRDP).
Scope
This policy applies to all employees of ISS.
Policy
Each Store Manager at ISS should provide support and guidance to their employees. To
this end, Store Managers should discuss performance and development. The PRDP has
the following aims:
encouraging and facilitating high performance among ISS employees
recognition of achievement and training
facilitating feedback and consultation between management and staff
identifying employee development and training needs.
To facilitate the PRDP, all Store Managers will be trained in the principles and practice of
PRDP to ensure effective implementation of the PRDP process.
Together, each employee and their supervisor will develop a performance plan and a
professional development plan. Both will then negotiate how these plans will be
implemented. PRDP should be repeated over a twelve month cycle.
PRDP will be implemented in accordance with the principles of fairness, equity and in
accordance with relevant legislation and various ISS policies.
Responsibility
Managers are responsible for ensuring that PRDP is implemented for all employees for
whom they are designated supervisors.

BSBWHS605A Develop, implement and maintain WHS management systems

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ISS induction policy


Purpose
To support ISSs commitment to induction of all new employees. To describe ISSs
induction process.
Scope
This policy applies to all employees of ISS.
Policy
Each employee should be systematically introduced to their job roles and should be
provided with the information they require to succeed and develop. Inductions should:
encourage commitment to the mission and strategic goals of ISS
welcome and introduce staff members to the workplace
provide any information necessary to enable new employees to perform their duties.
The induction process has two components
ISS corporate induction
local induction, for example, store induction.
Responsibility
Managers are responsible for ensuring that the induction process is implemented for all
employees for whom they are designated supervisors.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

ISS emergency procedures


Fire emergency
All fire exits should be kept clear of obstacles.
Keep access corridors to emergency exits clear.
In the case of a fire:
1. Assess the danger.
2. Assist anyone in the vicinity of the fire away from danger.
3. Close door to the fire area if possible.
4. Call for assistance and call out FIRE, FIRE, FIRE in a loud and clear voice.
5. Attack the fire with the correct extinguisher or fire hose.

First aid
1. Supervisors and managers should endeavour to have a current first aid certificate.
2. Follow CPR procedure where appropriate:

Check for DANGER; to you, to others, to the casualty.


Check for a RESPONSE
Check the AIRWAY
Check for BREATHING
Check for CIRCULATION
3. Call for assistance as soon as it is appropriate to do so.

Fuel spill
Fuel spills can happen when filling tanks.
When notified of a fuel spill:
1. Stop pump.
2. Wheel prepared fuel spill kit bin to the affected area.
3. Clear persons from area.
4. Place absorbent mats on the spill.
5. Clear soaked mats and place them in the discard bin.

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BSB60407 Advanced Diploma of Management

Armed holdup
1. Stay calm.
2. Talk in a calm voice.
3. Dont argue.
4. Press hidden alarm.
5. Always give them what they want.
6. Note as many details as possible about the person.
7. Report details to police.

ISS hazard control procedures


All staff should be made aware of this policy and procedure within several months of
commencing work at ISS.
New staff should be made aware of any hazards that exist within the workplace and the
way ISS manages the potential risk from that hazard.
It is expected that each staff member will report and act upon potential workplace hazards.
Process for identification of new hazard:
1. Identify hazard.
2. Clear area.
3. Partition the hazard.
4. Clear hazard if safe to do so.
5. Report hazard to owner or manager.
6. Complete all documentation.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

ISS safe fuel handling Instructions for customers


Car engines By law you must switch off your engine before and during refuelling.
Refuelling petrol vehicles Take care, static discharge from clothing may ignite vapours.
Mobile phones Dropping a mobile phone can cause sparks, which may ignite vapours.
Using a mobile phone while refuelling can cause a lapse in concentration.
Smoking By law, you and your passengers are required to extinguish your cigarettes.
Children ONLY adults (15 years or older) are permitted to fill fuel tanks.
Motorcycles Always dismount your motorcycle prior to and during refuelling.
Autogas (LPG) If you detect an LPG leak press the emergency stop button and advise
staff immediately.
Caravans and food vans By law you are required to extinguish all pilot lights.
Filling containers Fill only properly labelled containers which have been stamped to say
they are approved to carry flammable liquids.
Safe fuel handling Please be careful when handling or storing fuel for any purpose:
Contact with fuel can burn or irritate skin and eyes.
If your clothing is splashed with fuel, saturate the area with water.
If fuel splashes on your skin, wash immediately with soap and water.
Prolonged exposure to vapours can adversely affect health.
Always label and store fuel in a cool, well ventilated location out of childrens reach.
It is illegal to pour fuel into drains or sumps.
Prevention of static electricity
Discharge static electricity (e.g. by touching metal parts of your vehicle) before
refuelling.
Do not re-enter your vehicle during refuelling stay outside.
Driveway safety
Start your engine and move your vehicle only AFTER refuelling is completed and the
nozzle has been returned to the pump.
Pull-away of hose and nozzle may hurt people around you, damage your car, lead to
fuel leakage and possibly cause a fire.
Service station driveways are busy places. Reduce speed and be aware of moving
vehicles and pedestrians.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Consultation with stakeholders


Meeting with Store Manager Flagship Store
Amanda Kaisig
Amanda is very concerned about the number of incidents since Pitstops buyout of ISS.
Safety performance, because of poor and antiquated record-keeping practices, was very
difficult to evaluate; however she was able to compile the summary report:
Fuel spills could have catastrophic consequences. There is also a risk of failing to
comply with environmental laws. There is also the risk of potential loss of customer
good will.
We advertise our responsibility to the environment.
The large number of burns is worrying and also symptomatic of the lack of
procedures and training for all processes.
That was part of the buyout, when all stores were fitted with the new LG MP9485S 34L Silver Colour Solar DOM (10amp) ovens and a pie warmer so that
all the stores could sell Jims favourite multiple sale product pies. We have not
had any issues here, but the new stores had no training on the new oven.
Managers were just given an instruction book that was translated from
Japanese. The staff members need to be very careful when using the oven
cleaner as well. It can give off some very caustic fumes.
Amanda is concerned that, since the Pitstop buyout of ISS, the system that worked on a
small scale is inadequate to deal systematically with the present size of operations.
Jim was always keen to show new employees the dangers that were specific to this job and
the ways he wanted the risks managed and actioned. I dont think the new buyout stores
concentrate on the induction phase with new employees. They tend to introduce the new
staff to the potential hazards as they arise in the work activities. I know Jim looks at the
WorkSafe Victoria website, but I have never accessed it and I know he keeps a copy of the
WHS Act and Regulations in his files because I have seen them there. Jim never questions
the money I spend to keep the personal safety equipment in full stock but I know they have
been on a restricted budget in the buyout stores. As for training, well Jim did it all. He trained
me, but I know that with all the increased activity he has not had the time to train the other
managers as he would have liked. He authorised resources for my St Johns first-aid course
and actually gave me time off work to do it. I know that only a few of the buyout managers
have this qualification.
Jim was always very attentive to WHS issues in this store but Im not so confident about the
buyout stores. They were not trading very well before Pitstop took them over and I dont think
WHS was a key focus of those stores. It hardly comes up in store meetings and agendas
proposed by the managers of the buyout stores. As you can see, Jim did not have a lot of
documented policy and procedures but he was very conscious of the importance of WHS for
the staff.
Despite issues with buyout stores safety, because of time pressures, we have tended to
adopt their policy and procedures until we can fully develop Pitstops own.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Meeting with workers representative former ISS stores Pat Lee


Pat Lee
Pat Lee has met with 40 workers and managers from the former ISS stores. He has
compiled a list of their concerns:
Few health and safety issues have been raised by management in the buyout stores
over the past two years.
Store managers are unclear about reporting process and legal obligations.
Jim (the CEO) seems to be appreciated as a great oral communicator but the
workers complained that they had no real written instructions.
The workers are unsure if the issues raised by them actually make it to the General
Manager or the board of directors. They are not sure that their Shift Managers and
Store Managers are that interested.
Some of the workers have contacted their union representatives who have given their
members information about WHS Act.
Workers would like to be represented by an elected HSR.
No one-on-one training was given by technical experts on how to operate the new pie
oven and warmer safely.
Few workers feel adequately trained to perform their role safely. WHS policy and
procedures need to be included in induction or training.
Workers that work in the late night and over night shifts complained most about not
being informed about WHS issues.
Poor morale is leading to absenteeism and presenteeism. Presenteeism is
particularly worrisome because it can mean workers are more susceptible to injuries
when they are not fully committed.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Appendix 2
Simulated workplace scenario Pitstop Pty Ltd
In order to ensure that the WHSMS and its accompanying documentation will meet the needs
and expectations of all Pitstop employees across Victoria, NSW and Queensland, you are
piloting your WHSMS implementation in the Wollongong, NSW service station. Pitstop
Wollongong is the service station with the most WHS incidents to-date, with a representative
workforce of relatively new employees and with only a few long-serving staff.
You have met with the CEO of Pitstop and all relevant Pitstop stakeholders to consult on the
general design of the WHS management system. You have now been authorised to plan and
implement the system.
There are several key tasks to perform, including:
lead meeting with the board of directors and senior management to consult on planning
develop a 12 page draft risk assessment and control procedure
develop a draft implementation/action plan for the Wollongong store
lead meeting with the Wollongong manager and HSR to consult on implementation.
Crucially for senior management, you will need to carry out planning and implementation in
close consultation with stakeholders to ensure buy-in across the organisation.
Senior management sees the implementation of the WHSMS as a great opportunity to build a
self-sustaining and reinforcing culture of safety that systematically reduces risk across the
expanding business.
As CEO Jim Murphy states, however, the rapid expansion of our business, and replication
of management structures and systems, will mean that the effect of any successes or failures
will be amplified we may only get one chance to get this implementation right. The key
objectives for the WHSMS implementation are to:

minimise injuries
reduce number of days of lost work
establish risk management process
ensure managers implement WHS policy and WHSMS
ensure employee buy-in across the organisation.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Pitstop workplace current (pre-WHSMS) operations


Store activities list {REFER APPENDIX 1}
Wollongong store employee skills
Employee

Comments

Store Manager

1 year managerial experience.


Not sure how WHSMS could integrate with existing systems.
No idea how to use the pie oven; otherwise familiar with all store
procedures.
Adequate knowledge of all safety procedures but unsure of risk
assessment process.
Certificate IV in Training and Assessment.
2 years training experience.
No first aid training.
Good knowledge of WHS legal framework.
Good written and verbal communication skills. Can write reports.

Shift Manager 1

18 months experience 6 months as shift manager.


No formal training experience; provides informal training to new staff.
No first aid training.
No understanding of performance measures.
No previous managerial experience.
Can use the pie oven.
Adequate knowledge of safety and emergency procedures.
Limited knowledge of WHS legal framework originally from UK.
Excellent verbal communication but poor written communication skills.

Shift Manager 2

5 years experience.
Competent in all aspects of working in a petrol station.
Can use pie oven.
Adequate knowledge of safety and emergency procedures.
No knowledge of WHS legal requirements.
Good written and verbal communication skills.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Employee

Comments

Cashier 1

2 years experience.
Competent in all aspects of working in a petrol station.
Some experience with other pie ovens.
Adequate knowledge of safety and emergency procedures.
Adequate knowledge of WHS legal requirements.
Good written and verbal communication skills.

Cashier 2

18 months experience.
Can use all in store equipment safely, but unsure of outdoor safety
procedures. Adequate knowledge of emergency procedures.
Can use pie oven.
No knowledge of WHS legal requirements.
Poor written and verbal communication skills.

Cashier 3

12 months experience.
Competent in all aspects of working in a petrol station.
No idea how to use the pie oven.
No knowledge of safety procedures, but adequate knowledge of
emergency procedures.
No knowledge of WHS legal requirements.
Good verbal communication but poor written communication skills.

Cashier 4

6 months experience.
Not yet competent in all aspects of working in a petrol station.
No idea how to use the pie oven.
Adequate knowledge of safety and emergency procedures.
No knowledge of WHS legal requirements.
Good written and verbal communication skills.

Cashier 6

3 months experience.
Not yet competent in all aspects of working in a petrol station.
Can use pie oven.
No knowledge of safety or emergency procedures.
No knowledge of WHS legal requirements.
Good verbal communication but poor written communication skills.

BSBWHS605A Develop, implement and maintain WHS management systems

BSB60407 Advanced Diploma of Management

Appendix 3
Simulated workplace scenario Pitstop Pty Ltd
It has been six months since the implementation of the WHS management system across all
stores at Pitstop. The implementation has been carried out concurrently with the expansion of
the business, which will soon number 30 stores, growing from a single store two years ago.
The number of employees has grown from 20 to 160 over the course of the implementation of
the WHSMS.
Signs are that the rollout has been moderately successful in about half the stores. Initial
feedback from store managers and employees was positive; however the implementation
seems to have lost momentum.
It is now time for a review of the WHSMS. You have been asked by senior management to
provide a written report on the performance of the system. The report should contain analysis
of the data and recommendations for improvement based on your analysis.
The original objectives for the WHS management system appear below.

1. Minimise illness and injuries in the workplace:

minimise incidents
reduce number of days of lost work.
2. Provide effective risk management:

establish risk management process.


3. Provide effective WHS management and leadership:

ensure managers implement WHS policy and WHSMS.


4. Build a culture of safety in the workplace:

ensure employee buy-in across the organisation.


The CEO has asked you to prepare a 34 page report for directors on the performance of the
WHS management system. The CEO has explained what the directors will require in your
report:
In your executive summary, you should summarise the main points of your report.
In your analysis, you should relate the information about the WHSMS to targets and
performance indicators. You should explore possible causes for poor performance and
explore potential solutions.
In your conclusions, you should summarise areas of poor performance and determine
root causes.
In your recommendations, you should provide solutions to poor performance and
explain how your recommendations will work to improve the system.
The directors look forward to your report.

BSBWHS605A Develop, implement and maintain WHS management systems

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Strategic implementation plan


Key

A strategic implementation plan for the organisation has been developed from the WHS
management system objectives and appears below:
IR

Incidence Rate

LTIFR

Lost Time Injury Frequency Rate

Objective

Target

Implementation

Indicator/ monitoring

Person

To minimise injuries

IR=<4

Skills assessment of workers.

Number of reported injuries and


near misses in 6 month period.

Store Managers

Specific training on equipment


and job roles.
To reduce number of
days of lost work

To establish risk
management process

LTIFR=<6

All employees aware of


procedure.

Skills assessment of workers.

Data from incident reports.


Number of lost days in 6 month
period.

Specific training on equipment


and job roles.

Data from incident reports.

Documents developed and


distributed in policies and
procedures manual to all staff.

Percentage of managers who have


completed process over 6 month
period.

All managers have


initiated one safety audit
and implemented
process.

BSBWHS605A Develop, implement and maintain WHS management systems

Safety audits.
Project management report.

Store Managers

Store Managers

BSB60407 Advanced Diploma of Management

Objective

Target

Implementation

Indicator/ monitoring

Person

To ensure managers
implement WHS policy
and WHSMS

All managers have


performed a skills audit
and conducted or
initiated appropriate
training for employees.

Training for managers on


process.

Percentage of managers who have


performed a skills audit.

WHS Manager

Managers report.
Percentage of employees who
have completed training.
Management reports/training
records.

To ensure employee
buy-in across the
organisation

All employees have


attended an WHS
information session run
by managers in 6
months.

Managers to conduct monthly


sessions on with employees to
explain WHS issues,
consultative process, etc.

BSBWHS605A Develop, implement and maintain WHS management systems

Percentage of employees who


have attended sessions.
Management reports.
Employee feedback survey on
sessions.

WHS Manager and


Store Managers

Queensford College

BSB60407 Advance Diploma of Management

Data collected
Using the approved data collection plan, the following data and information was collected for use in
the six month evaluation of the WHS management system:
Incident report
Incident type

Number

Description

Work
days lost

Fuel spills

38

Some customers and


employees with spilled fuel on
clothes.

Fires

3 small fires due to employee


and customer cigarette butts,
quickly extinguished by
customers or staff; one day lost
due to smoke inhalation by
employee with asthma.

Slipping on floors

Employees slipping on wet


floors while mopping.

Falling stock

10

Employees hit on head.

10

Lifting injuries

12

Employees injured while


receiving and storing stock.

Tripping

Employees tripping on exposed


pipes and wires.

Burns

60

Pie oven burns.

15

Fatigue from standing

10

Employees complaining of back


and foot aches from standing
and serving customers all shift.

Breathing difficulties

40

1 employee cleaning pumps


with strong solvent.

20

Eye irritation

1 employee splashed fuel in


eyes.

Overall IR=6
Overall LTIFR =12
Additional information
Using the approved data collection plan, the following information was collected from various sources
for use in the evaluation:

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BSB60407 Advance Diploma of Management

Source

Information and data

Employee data report from


General Manager Finance
and Operations

160 employees

Queensford College

20 stores
20 Store Managers

Safety audits

10 audits completed
Wide variance in approach to risk taken by various
managers. For example, some managers have initiated
the use of nozzle guards and automatic pump shut off
systems to reduce small and large spills. Other managers
have chosen to post rules for customers in more visible
locations.

Project management reports

13 managers have completed a skills audit in 6 month


period.

Incident reports

Incident reports are not always completed by managers.


Risk of serious incidents not being considered in review;
risk of serious incidents not being reported to relevant
WorkCover authority.

Managers reports

Managers report 250 weekly safety audits of premises


Nearly 500 expected.
Ability for designated staff to understand and follow
written risk assessment process impeding progress.

Training records

80 employees trained in job role.

Employee feedback survey

Employees generally like the idea of training sessions but


feel sessions are often disorganised and incompetently
run by inexperienced managers.
Some stores have highly popular and informative
sessions. Managers run regular sessions based on
employee WHS concerns and WHS issues showing in
management reports. These same stores have very few
incidents.

Feedback through HSRs and


informal consultation

Employees feel that there was a lot of initial managerial


enthusiasm for the new WHSMS; however recently not
much attention has been paid to maintaining the system.
Employees at some stores complaining about recent
introduction of strong solvents; managers at those stores
dismiss concerns.
Also, at some stores, job roles and performance
indicators set by managers dont mention WHS.
Employees feel that this send the message: WHS is not
genuinely important to role at store.

BSBWS605A Develop, implement and maintain WHS management systems

BSB60407 Advance Diploma of Management

Queensford College

Source

Information and data

Industry reports and


independent scientific studies;
advice from WHS experts

Barriers and engineering controls 50% more effective in


reducing incidents than signage.
Stable causal link between increased frequency and
repetition of safety messages and reduced injury rates.
Strong correlation shown between smoking rates at
stores and fire incidence.
Strong correlation shown between smoking rates at
stores and willingness to promote a safe working
environment.

Policy and procedures documents (retained from ISS buyout


stores)
{REFER APPENDIX 1}

BSBWS605A Develop, implement and maintain WHS management systems