Read the following case study and answer the questions:

Paul recently had completed a pre-vocational course in hospitality, kitchen operations. As

he is keen to become a chef, his teacher recommended that he should look for an
establishment for a two-week work experience to gain true insights into what this
profession means in industry. He had successfully contacted the local hotel which took him
on immediately. Now, having completed his work experience last week, Paul is a little
confused, as the knowledge he had gained when studying “Participate in safe work
practices” at his RTO didn’t seem to be followed in that workplace. Paul has following
concerns;

When Paul started with the establishment there was no induction and it seemed that all
staff in the kitchen created their own standards.
The head chef asked Paul to slice the leg ham. Paul noticed that there was no safety guard
for the slicer, which is a breach WHS procedures to use this piece of equipment without it.
When he pointed this out to the chef, he was told that these mechanisms slows things down
and professionals didn’t really need them.
When the second chef used four milk crates to build a pedestal to clean the top of the
exhaust fan he was told by the manager that this was an unsafe practice. The chef replied to
the manager “I’ve got no time to waste – we’re already short of time as it is”. The manager
left it at that.

Paul was asked to clean the grill and the oven at the end of the night, however there were
no provisions for Personal Protective Equipment in place. The head chef told Paul that all
staff normally would wrap a damp serviette around their nose and wear their sunglasses ...
“that always does the job”.

A waitress slipped on the wet floor near the pass and fell over backwards. She complained
that there should have been a warning sign; however, the head chef replied to her that she
should come to work sober and use her eyes on the job.

Paul was told to clean the store room in the basement to make room for the week’s large
delivery. As he walked down the corridor he encountered two scruffy looking guys carrying
two cartons of beer and some bottles of spirits. He reported this to the head chef, who
replied that these were most probably delivery guys who fixed up the inconsistencies from
the last delivery – who else could they be? He explained to Paul that all deliveries were
stored away by the individual suppliers who only came upstairs for a signature once the job
was done; .... “the master key for the storage areas usually hangs near the basement entry
anyway, but usually no doors are locked as this is a hassle when everyone is busy”.

On the last day Paul saw that the outside garbage area was engulfed in smoke. He ran into
the kitchen and reported this immediately as he had never dealt with such an emergency
before. The chef on duty told him to grab a bucket of water and extinguish the fire, as they
were busy preparing for lunch. Paul was unsure and asked the manager to get some
assistance. Being upset he asked the manager whether he could participate in the next WHS
meeting to suggest some aspects for safety and procedural issues. The manager told him
that he only needed to do what he is told, as the owners did not pay staff to engage in social
meetings which only caused trouble anyway. He stated that: “Procedures and rules are best
left to those people in an organisation who have the experience and the brains”.

1. What is the purpose of an induction program? Why would an induction program

improve the health, safety and security practices of Paul’s new workplace?
Answer - Induction is a crucial mechanism for mitigating danger at the workplace and for
monitoring hazards at the workplace. Research shows that individuals are more at risk while
joining a new job atmosphere first; orientation preparation aims to mitigate that danger and
introduces them to the nature of the organisation. It should increase the job satisfaction and
efficiency and it helps to build a harmonious workplace. Moreover, The induction process is
a perfect opportunity to explain policies that apply to the workplace, ensuring that both
managers and workers are clear about expectations, performance and behaviour.

2. Identify at least 4 breaches of health safety and security requirements in the case study
Answer –
 No safety guard for the slicer
 chef used four milk crates to build a pedestal to clean the top of the exhaust fan
 Paul was asked to clean the grill and the oven at the end of the night, however there
were no provisions for Personal Protective Equipment in place
 A waitress slipped on the wet floor near the pass and fell over backwards. She
complained that there should have been a warning sign

3. In this case study, when would safety warning signs be useful or a legal requirement?
Answer – Security signs can help in the delivery of essential information, improve safety
signals and provide advice on emergency scenarios. Workplaces have a duty under the
Health & Safety Regulations to include signage when it is possible to demonstrate a
significant danger or risk at the workplace.

4. Identify 4 examples of management behaviour that may be considered inappropriate, a

breach of requirements, or even bullying
Answer –
 Paul noticed that there was no safety guard for the slicer, which is a breach WHS
procedure to use this piece of equipment without it. When he pointed this out to the
chef, he was told that these mechanisms slow things down and professionals did not
really need them.
 Paul was asked to clean the grill and the oven at the end of the night, however there
were no provisions for Personal Protective Equipment in place. The head chef told
Paul that all staff normally would wrap a damp serviette around their nose and wear
their sunglasses ... “that always does the job”.
 He explained to Paul that all deliveries were stored away by the individual suppliers
who only came upstairs for a signature once the job was done; .... “the master key
 for the storage areas usually hangs near the basement entry anyway, but usually no
doors are locked as this is a hassle when everyone is busy”.
 On the last day Paul saw that the outside garbage area was engulfed in smoke. He
ran into the kitchen and reported this immediately as he had never dealt with such
an emergency before. The chef on duty told him to grab a bucket of water and
extinguish the fire, as they were busy preparing for lunch.

5. What is wrong with the security procedures regarding stock control? How could they be
improved?
Answer – Head Chef explained to Paul that all deliveries were stored away by the individual
suppliers who only came upstairs for a signature once the job was done; .... “the master key
for the storage areas usually hangs near the basement entry anyway, but usually no doors
are locked as this is a hassle when everyone is busy”. The key should be kept by one person
who can take responsibilities of all storage area and the door should be locked. There is no
entry of any outside person.

6. What is wrong with the emergency procedures? How could they be improved?
Answer – there is no facility provided for the emergency procedure like there is smoke in
garbage area and chef told Paul to use a bucket of water to control this situation as
everyone is busy in preparing launch. This can be improved by placing a fire Extinguisher to
use in emergency conditions.

7. Why does Paul want to be involved in the meetings? What is the legal requirement for
this?
Answer - Being upset he asked the manager whether he could participate in the next WHS
meeting to suggest some aspects for safety and procedural issues. The manager told him
that he only needed to do what he is told, as the owners did not pay staff to engage in social
meetings which only caused trouble anyway. He stated that: “Procedures and rules are best
left to those people in an organisation who have the experience and the brains”. There is a
legal requirement to provide training in occupational health and safety, to assist in
achieving the duty of care for the health, safety and welfare of our employees.