BSBWHS605 Develop, Implement and Maintain WHS Management Systems

Assessment Task 1
Case 1: AAA Auscarts Imports Pty. Ltd
Auscarts Imports Pty Ltd operate a recreational go-karting business in Port Melbourne. As at
6 October 2006, barriers around the go-kart track consisted of a mixture of tyres either bolted
together; some were left loose; or pushed hard-up against a concrete barrier. Some sections of
the barrier exposed bare, unguarded concrete. Barriers should be able to quickly decelerate a
go-kart with minimum damage to the driver and go-kart. Barriers constructed with tyres
should be able to move and have some give when impact occurs. Tyres pushed hard-up
against a concrete wall created a too ‘stiff’ barrier. Tyres not bound together can be ‘flicked’
onto the track if hit, or fly through the air, creating the risk of people and go-karts being hit or
leaving areas of the track without a barrier.
Employees were required to perform duties as track marshals, co-ordinate patrons and racing
events and to “test drive” go-karts around the track located at the workplace. Patrons’
seatbelts are meant to be checked by track marshals but sometimes patrons were allowed to
drive even if the seatbelt and harness did not fit adequately.
On 6 October 2006, a patron attending for a function arranged by her employer, died as a
result of head injuries she sustained when the go-kart she was driving collided with a tyre
barrier that surrounded the racing circuit. The barrier was positioned in front of a Besser
block chicane and the tyres were pushed hard up against the wall. There have been
approximately 7 other collision incidents that involved injuries, including lacerations to the
throat, whiplash, bruising and leg injuries.
For this case study you are required to identify and explain;
 Factors that contributed to the incident
o Weather as bad weather lead to the incident
o Go-kart is not regularly checker
o Driver lack of knowledge
o Go kart way is not appropriate
 Relevant standards, codes, regulations and what the actual requirements of those
documents were for the situation described by the case study
WHS legislation -
A visible statement of management commitment is a health and safety policy
statement that is endorsed by both management and workers and distributed
throughout the organisation. The policy should:  
 Express a commitment to occupational health and safety management  
 Recognise the requirement for legislative compliance with the applicable State
or Territory, including the duty of care  
 Adopt a preventative approach  
 Outline the responsibilities and accountabilities of all managers and workers  
 Delegates or above must ensure that the functional areas of the University
under their control comply with the Work Health and Safety Act 2011 
 Outline the consultative mechanisms within the organisation  
 Outline the organisation’s duty of care to all workers including labour hire,
contractors and sub contractors, volunteers and visitors  
 Recognise the hazard management approach ie, hazard identification, risk
assessment and control.  
  The actions you would put in place in the organisation to prevent the same type of
incident from occurring in the future and to meet compliance requirements
Risk assessment is a systematic examination of any activity, location or operational
system in order to control hazards and manage risk. A risk assessment enables an
individual to: 
 identify hazards; 
 understand the likelihood and potential consequences of the hazards (ie the
risk); 
 review the current or planned approaches to controlling the risks; and 
 add new control measures where required. 
It is an ongoing process and should be carried out by Supervisors particularly when
changes to equipment, layout or procedures occur in a work area. A risk assessment of
a work area is synonymous with a safety audit. 
The process of risk assessment involves 8 basic steps: 
Step 1: Decide who should be involved 
Step 2: Identify hazards 
Step 3: Analyse consequences (potential injury, property damage, etc) 
Step 4: Assess risk (probability, frequency, severity of injury or loss) 
Step 5: Determine action (methods of removing or reducing risk) 
Step 6: Implement controls (redesign, removal, new methods, audit) 
Step 7: Evaluate controls 
Step 8: Keep a record of the assessment and review regularly 

Case 2: McCain Foods (Aust) Pty Ltd

McCain Foods (Aust) Pty Ltd manufactures frozen food products at 1059 Ring Road,
Wendouree. On 27 February 2007, an employee maintenance fitter was performing
maintenance on a Magnuson Brush Washing Machine. At the time the machine was not
effectively isolated. There was general confusion between the maintenance staff regarding the
functions of the various switches on this multiple-drive motor machine. There was no specific
lockout procedure and the generic lockout procedures had not been followed.
The employees involved had no specific training in any isolation procedures. The employee's
left thumb was amputated when the machine started whilst he was working on it.
For this case study, you are required to identify and explain;
 Factors that contributed to the incident
o Lack of policy and procedure in checking the product
o Lack of knowledge for staff
o No handout about policy and procedures
o Not regular check the machine
 Relevant standards, codes, regulations and what the actual requirements of those
documents were for the situation described by the case study
In order to prevent workplace injuries and ill health the employer is required, among
other things, to:
 Provide and maintain a safe workplace which uses safe plant and equipment
 Prevent risks from use of any article or substance and from exposure to
physical agents, noise and vibration
 Prevent any improper conduct or behaviour likely to put the safety, health and
welfare of employees at risk
 Provide instruction and training to employees on health and safety
 Provide protective clothing and equipment to employees
  Appointing a competent person as the organisation’s Safety Officer
Employees’ duties
 The actions you would put in place in the organisation to prevent the same type of
incident from occurring in the future and to meet compliance requirements
WHS Document Control and Record Keeping 
Document Control 
The Australian Hardware uses its WHS website for storing and making
available WHS documents. Documents on the WHS website are the most up to date
version. 
Any printed version of a WHS document is uncontrolled and should be checked
against the online version for its status. 
  
Responsibilities 
The Manager, WHS is responsible for 
 The process of developing, reviewing and approval of WHS documentation; 
 Ensuring that documents and records are kept current so that users have
available the most up to date version; and 
 Ensuring that WHS records are maintained in accordance with legislative
requirements. 
 
Document Review 
WHS documents are reviewed regularly in the light of legislative, organisational or
operational changes, and in any case, every four years. 

Case 3: Australian Aluminium Shopfitters Pty Ltd

In January 2010, a high-rise apartment complex was being constructed at a site in Dorcas
Street, South Melbourne. Australian Aluminium Shopfitters Pty Ltd was engaged to
undertake glazing works for the project. The company, in turn, engaged a third party to
undertake the glazing at the Workplace. The third party’s three employees worked
exclusively for AAS and were “deemed as their employees”.
On 15 January 2010, one of the deemed employees used a cantilevered mobile device with a
raised platform (“the chariot”), to access high points of the building under construction. The
chariot was the accused’s plant. The deemed employee sustained fatal injuries when both he
and the chariot fell seven storeys to the ground below. He was not using any fall protection.
For this case study, you are required to identify and explain;
 Factors that contributed to the incident
o Staff is lack of knowledge
o Lack of control construction
o No evaluation and milestone check
o Lack of policy and procedure about the construction
 Relevant standards, codes, regulations and what the actual requirements of those
documents were for the situation described by the case study
In order to prevent workplace injuries and ill health the employer is required, among
other things, to:
 Provide and maintain a safe workplace which uses safe plant and equipment
 Prevent risks from use of any article or substance and from exposure to
physical agents, noise and vibration
 Prevent any improper conduct or behaviour likely to put the safety, health and
welfare of employees at risk
  Provide instruction and training to employees on health and safety
 Provide protective clothing and equipment to employees
 Appointing a competent person as the organisation’s Safety Officer
Employees’ duties
 The actions you would put in place in the organisation to prevent the same type of
incident from occurring in the future and to meet compliance requirements
Safety leaders are accountable and responsible for managing safety within their area
of influence. This includes, but is not limited to:
• Ensuring compliance with legislative and OneRMS SMS requirements
• Creating a positive safety culture which encourages proactive reporting
• Providing financial and other resources, within delegated authority, to ensure
safety is properly managed
• Consulting, cooperating, coordination and collaborating with stakeholders and
industry partners to ensure seamless management of safety risks.
All managers and workers have specific safety accountabilities documented in their
position descriptions
 Assessment Task 2
Part A: Group Project: Design and Present a WHS Management System
 External, internal and workplace factors and motivators that influence the need
to develop an WHSMS
External, legislative, Obligations In accordance with the Work Health and Safety
Legislation 2011 the Fresh Salad and its Directors recognise their moral and legal
obligations to provide a safe and healthy working environment for employees,
apprentices, contractors, and labour hire employees, (defined in the WHS Act 2011 as
workers) so far as is reasonably practical. Where Fresh Salad employees are required
to work offsite the same Policies and Procedures will apply.

Internal;
Responsibilities All staff are responsible and will be held accountable for
implementing those aspects of the Policy for which they are responsible.

 WHS Policy, processes and management responsibility

Some workers have particular requirements, eg new and young workers, migrant
workers ii. Cleaners, visitors, contractors, maintenance workers etc. who may not be
in the workplace all the time, members of the public, if they could be hurt by your
activities.
Evaluate the risks and decide on precaution
 try a less risky option
 prevent access to the hazard
 organize work to reduce exposure to the hazard
 issue personal protective equipment and provide welfare facilities (e.g. first
aid and washing facilities for removal of contamination).

 Relevant laws, standards, codes or guidelines as applicable

A The Work Health and Safety Management System is the framework of how we
organize Work Health and Safety (WHS) in the Pitshop. This Policy and Procedure
Manual is organized in accordance with AS/NZ 4801- Occupational Health and
Safety Management Systems and includes references to applicable WHS legislation
including the WHS Regulation 2011. This WHS Policy and Procedures Manual
contains general procedures for safe work. Individual job specific safety procedures
are maintained by individual departments. Our WHS related documentation is stored
in the HEMSafe system Using the HEMSafe guided system we have developed our
WHS Policy and have planned how our WHS Management System is going to work.
We are implementing that system now through communication and instruction so that
everyone in the Pitshop knows what is expected of them. We will regularly evaluate
the WHS Management System performance through regular internal WHS (OHS)
System Self audits and through regular workplace inspections, and Risk Assessments
Management will also review the Work Health and Safety Management System after
the results of any external audit (if undertaken) by examining the results of the audit,
the recommendations stated in the audit, and by consulting with workers to provide a
clearer picture on how we can improve our performance.
LEGISLATION
• NSW OHS Act 2000
• OHS Regulation 2001
• Workers Compensation Act 1987
 • Workplace Injury Management and Workers Compensation Act 1998
• Dangerous Goods Act 1975

 Communication and consultation

How to record and communicate outcomes of consultation over WHS issues and how
quickly to provide information about the outcomes of participation and consultation to
work teams All consultations over WHS issues and their outcomes are to be recorded
using standard templates and document control processes like minute taking if it’s a
regular meeting. These documents can be maintained on the Workplace Health and
Safety section of company website as examples or case studies. Work teams can be
notified with workers newsletter, notice in staff room and staff can also be notified
about changes by email to relevant work teams and stakeholders. Policies should to be
reviewed regularly in consultation with work teams and relevant stakeholders. All
policies should to be authorized by the senior management and their issue date
recorded on the relevant document. 

 Strategic goals and objectives

The primary goal of the WHSMS is to attain a work environment, which contains
minimal risk. These objectives shall include, for example, a reduction in the number
of lost time injuries and the average time lost for injuries occurring in the
organisation. WHSE Committees shall review the overall workplace health and safety
program which will be monitored through the conduct of internal and external audits.
Objectives;
o Reduce number of accident
o Staff have knowledge about WHS
o Provide clear policy and procedures about work health safety

 Purchasing and hiring guidelines (e.g. equipment safety check)

Purchasing – Procedures have been developed to ensure the health and safety
practices of organisations providing goods, services and human resources to
Shoalhaven City Council are screened. Pre purchase risk assessment procedures and
the necessary tools ensure WHS risks are considered prior to purchase and entering
into service.

WHS Risk Management – A controlled system of policies, procedures, processes and

the necessary tools exist for hazards and risks to be identified and ranked. This system
also allows for timely reporting, consideration of control measures, further
investigation if necessary and recording. Responsibility is assigned to individuals for
action with timeframes set for completion. Incidents and hazards are communicated to
the organisation with feedback to the persons reporting and to those affected by any
change.

 Risk management
The aim of the process is to minimise the likelihood or consequence of a particular
risk to a level that is minimal and that we are prepared to accept. The risk
management process includes:
1. Identification of a hazard
2. Identification of the associated risk
 3. Assessment of the risk (which includes:) • the likelihood • the consequence •
assigning a priority for rectification
4. Control of the risk (using a hierarchy of control measures consisting of [in order
of preference]):
a) Elimination
b) Substitution
c) Isolation
d) Engineering controls
e) Administrative controls (SOPs, training)
f) Personal Protective Equipment
5. Documentation of the process 6. Monitoring and review of the process.

 Incident management and corrective action procedures

Emergency plans have been developed, implemented and maintained. Training is
conducted at all levels of the organisation commensurate with the needs of
individuals.

Workplace activities and all aspects of the risk management system are constantly
reviewed in consultation with employees. The review process considers changes in
legislation, codes of practice and national standards. A corporate risk register has been
implemented, maintained and updated when risks are identified.

Authority, responsibility and accountability is defined and documented in policies,

procedures and job descriptions.

Process Control – Policies, procedures, processes and tools are developed and
maintained in a systematic manner that allows for proper planning, consultation,
recording, review and evaluation and communication.

Inspection & Testing – A system exists for the inspection and testing of environment,
plant and procedures to ensure conformance to standards, legislation or specifications.
Responsibility is assigned to competent individuals to complete such tests and to
assure results are recorded and maintained. Should deviation from the required level
be detected, corrective action is taken

Corrective Action – Procedures are established, maintained and documented for

corrective action to be taken following the report of incidents and hazards, analysis of
systems through workplace inspections and audits, after conducting pre purchase risk
assessments. Where gaps are identified, proposed action and action taken is
communicated to those employees impacted as a result. Corrective action taken is
monitored to ensure further hazards have not been introduced as a result of the action
taken.

 Training needs and requirements for implementing the system

The Workplace Health and Safety Policy is included in the face-to-face induction for
new employees and is also available from the online Salad fresh Policy Library. The
policy is reviewed every 6 months.

The Salad fresh in consultation with employees identifies training needs in relation to
performing work activities competently, including health and safety training. There
 are situations where specialised training and qualifications are required such as where
employees are required to work with radioactive isotopes and apparatus and formal
training is provided by an external Radiation Expert. Specific training is provided for
additional health and safety roles e.g. Emergency Wardens, First Aid Officers and
Safety Support Officers.

Management review, The Workplace Health and Safety team prepares an annual
report for the College Senior manager and Council on the management of health and
safety (WHSMS). The report provides the necessary information on the performance
of the WHSMS to enable review of the WHSMS on an ongoing basis, ensuring that
the systems in place continue to meet the needs of the company

The most appropriate communication is face to face communication both oral and
written communication. As we also need to make the clear understanding with them
and have the record of evidence.

 Resources requirements for implementing the system

WHS Records – Procedures and systems have been established and are maintained for
identification, collection, indexing, filing, access, confidentiality, secure storage,
maintenance and disposal of WHS records in accordance with legislation. Council has
an automatic computer backup process for all electronic records.

WHS Audits – Planned internal and external audits are conducted to measure the
effectiveness of the implemented WHS system. The results of audits are used to
identify system gaps for improvements to be made and strategies considered and
implemented to reduce the risk of illness and injury in the workplace.

 Internal review and evaluation

Provide and ensure usage of, adequate resources and information to meet our
Pitshop’s commitment to Work Health and Safety Workers will:
• Take reasonable care for their own health and safety
• Follow all procedures detailed within our Pitshop WHS Policy and Procedures
• Report any injury, illness, hazard or unsafe work practice to Management as
they occur

Purpose: To have a defined method of Hazard Identification, Risk Assessment and

Control so as to eliminate or minimise the potential for work place related injuries and
incidents.

Scope: This procedure covers all employees and contractors in the Pitshop. Special
responsibility for this procedure lies with Management and those delegated to perform
Inspections. This procedure applies to all activities within the Pitshop.

Management Management is responsible for organising proper training for staff as

appropriate. Management is also responsible for the recording of that training.
Management will be trained in First Aid. Supervisors / Staff Supervisors and staff
must produce copies of all relevant qualifications/certificates relevant to WHS and
their Pitshop role upon commencement of their duties in this Pitshop. They must also
attend all/any WHS related training as directed by Management
Part B: Group Project: Develop a WHSMS Action Plan
A WHSMS is set up and continually updated. The WHSMS relates to all aspects of WHS
including, but not restricted to:
a. risk management that includes identification of hazards, assessment of risk, control of
risk and continuous monitoring;
b. WHS training and education; 
c. work design, workplace design and standard operating procedures;
d. changes to work methods and practice, including those associated with technological
change;
e. safety responsibilities; 
f. emergency procedures and drills; 
g. provision of WHS equipment, services and facilities; 
h. workplace inspections and audits; 
i. reporting and recording of incidents, accidents, injuries and hazards;
j. provision of information to employees; and 
k. contractors and subcontractors. 

An effective WHSMS work management commitment drives improvement through

consultation everyone gets involved in making it work safety becomes part of everyday
business the focus is on preventing injuries the system is reviewed regularly
training and information is provided for everyone example of WHSMS: AS NZS 4804-2001
Occupational Health and Safety Management 
An activity in a network requires that a new technology be developed. The schedule indicates
six months for this activity, but the technical employees think that nine months is closer to
the truth. If the project manager is proactive, the project team will develop a contingency plan
right now. They will develop solutions to the problem of time before the project due date.
However, if the project manager is reactive, then the team will do nothing until the problem
actually occurs. The project will approach its six month deadline, many tasks will still be
uncompleted and the project manager will react rapidly to the crisis, causing the team to lose
valuable time.
Proper risk management will reduce not only the likelihood of an event occurring, but also
the magnitude of its impact.
A safety management system can be described as a practical attempt to manage real issues
and responsibilities with its purpose being systematic control. How this help an organization
is that it assures the regulator, shareholders, the board, employees, and the public that the
organization has defined what it expects to happen and that it has processes in place to ensure
that OHS related activities are taking place in a planned and known fashion. The system is
dynamic, easily integrated with other management systems, and grows with the organization
and its inherent needs. according to the standard, an effective management system is
characterized by a cycle of continuous improvement:
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