BSBWHS605

Develop, Implement, and Maintain WHS

Student Name: Juan Marquez Student ID: 3214

Course: Advanced Diploma of Networking Security Trainer: Ashutosh Patel
Table of Contents

Assessment Task 1.................................................................................................................................3

Case 1: Auscarts Imports Pty Ltd.......................................................................................................3
Case 2: McCain Foods Aus. Pty Ltd....................................................................................................3
Case 3: Australian Aluminium Shoplifters Pty Ltd..............................................................................4
Assessment Task 2.................................................................................................................................5
Introduction.......................................................................................................................................5
Previous WHSMS...............................................................................................................................5
External Motivator for WHSMS.........................................................................................................5
Internal and organisational motivators for WHSMS..........................................................................6
Impact of External, Internal, and organisational motivators upon WHSMS at the Company............6
WHS Policy.........................................................................................................................................6
Relevant Laws....................................................................................................................................8
Communication and Consultation.....................................................................................................8
Consultation......................................................................................................................................9
Purchasing and hiring outlines...........................................................................................................9
Risk Management Plan....................................................................................................................10
Risk assessment...............................................................................................................................11
Incident Management and Corrective Action Procedures...............................................................13
Consultation....................................................................................................................................14
Records............................................................................................................................................15
Training............................................................................................................................................15
Review.............................................................................................................................................15
Assessment Task 3...............................................................................................................................16
Introduction.....................................................................................................................................16
Management Overview...................................................................................................................17
Implementation support..................................................................................................................18
Documentation................................................................................................................................18
Resources........................................................................................................................................18
Monitoring and evaluation..............................................................................................................19
References.......................................................................................................................................20
Assessment Task 1
Case 1: Auscarts Imports Pty Ltd

Factors that contributed to the

incident.

Firstly, the tire barrier was too close to the concrete creating a very stiff barrier which could not
absorb
the impact of the vehicle properly. Second, the seatbelts were not well tightened. For these
reasons, all the energy from the impact was transferred to the vehicle and then to the person
who was driven the vehicle. Thus, all the body was severely hurting which leads to the death. In
the second point clearly shows negligence in the verifications of all security measures needed
to drive those vehicles.

Relevant standards, codes, regulations and what the actual requirements of those documents were
for the situation described by the case study.

OH&S Act 2004 - s 21(1) & (2)(c) Employer failed to provide & maintain as far as was
practicable for employees a safe working environment - safe condition of workplace under
control/management [1800 penalty unit’s individual 9000 penalty units body corporate]
Indictable offence triable summarily.

OH&S Act 2004 - s 23(1) Employer failed to ensure that their undertaking did not expose people
(other than employees) to health & safety risks [1800 penalty unit’s individual 9000 penalty
units body corporate] Indictable offence triable summarily

The actions that you would put in place in the organisation to prevent the same type of
incident from occurring in the future.

Multiple measures could have been taken to prevent the incident. The most important is to
have accomplished legal WHS regulations which provides the support, advice, and guidance
to assist compliance with work health, safety work and build capabilities.

On the other hand, based on the scenario given. Following up correctly the procedures and
periodically inspections would have reduced the probability of having the incident.

Case 2: McCain Foods Aus. Pty

Ltd. Factors that contributed to the

incident.

Firstly, and most important, the tack of safety procedures before any maintenance job schedule
on the manufacturer plant. Secondly, Ignorance by employees about safety criteria and best
practices for the job and finally the lack of liable employees or supervisor for maintenance
jobs or uncommon procedures.

Relevant standards, codes, regulations and what the actual requirements of those documents were
for the situation described by the case study.
OH&S Act 2004 - s 21(1) & (2)(a) Employer failed to provide & maintain as far as was
practicable for employees a safe working environment - plant & systems of work [1800 penalty
unit’s individual 9000 penalty units body corporate] Indictable offence triable summarily
OH&S Act 2004 - s 21(1) & (2)(e) Employer failed to provide & maintain as far as was
practicable for employees a safe working environment - information instruction training &
supervision [1800 penalty units individual 9000 penalty units body corporate] Indictable
offence triable summarily

The actions that you would put in place in the organisation to prevent the same type of
incident from occurring in the future.

Adequate instructions to employees about safety procedures and best practices before, during
and after maintenance tasks are performed.

All the tasks must have been supervised in real time and scheduled in advance with proper
notification broadcasted to all the employees and departments involved.

All the manufacture plant must be properly labelled with safety instructions and manuals
near the machines. For instance, it should have been labels on the switched to clarify its
purpose, at the same time the manual with a brief description should have been attached. Only
authorise employees should have been allowed to operate the machinery, this must be
followed up by the operation department in charge.

Case 3: Australian Aluminium Shoplifters Pty Ltd.

Factors that contributed to the incident.

 Basic safety procedures for works on roofs were not followed. The employee did not use
any kit and harness.
 No supervision.
 Not enough employees to guard on the footpath and on top while this type of
jobs is executed.

Relevant standards, codes, regulations and what the actual requirements of those documents were
for the situation described by the case study.

OH&S Act 2004 - s 21(1) & (2)(a) Employer failed to provide & maintain as far as was
practicable for employees a safe working environment - plant & systems of work [1800 penalty
unit’s individual 9000 penalty units body corporate] Indictable offence triable summarily.

OH&S Act 2004 - s 21(1) & (2)(e) Employer failed to provide & maintain as far as was
practicable for employees a safe working environment - information instruction training &
supervision [1800 penalty units individual 9000 penalty units body corporate] Indictable
offence triable summarily.

OH&S Act 2004 - s 23(1) Employer failed to ensure that their undertaking did not expose people
(other than employees) to health & safety risks [1800 penalty unit’s individual 9000 penalty
units body corporate] Indictable offence triable summarily.

The actions that you would put in place in the organisation to prevent the same type of
incident from occurring in the future.

The most important action to follow is supervision. There must either one person or one
department in charge of allocating and approving the use of any tool or platform which might have
any level of risk.
In addition, people who operate the platforms must be properly certified by the correspondent
entity and must to follow safety procedures each time any task is required.

The supervisor must be constantly looking around to identify potential unsafe actions committed
by employees and act immediately, avoiding potential risks.

Proper labels and signs apply for the workplace. There should be visual identifications were
special gear is required to execute the job. For instance, for roof work the minimum required is to
wear and harness.

Assessment Task 2

Introduction

Salad Fresh, formally known as Mrs Crocket´s kitchen is the leading manufacturer of prepared
salads, offering customers the convenience of either pre-washed, assembled salads and dresses
salads all with various flavours. Salad fresh has broadened its product portfolio which now offers
nationally recognized Mrs Crocket´s deli salads along with vegetables and a variety of ready to
heat and eat soups, mashes, risottos, and pasta meals all ready to go.

Previous WHSMS

WHSMS at Salad Fresh was not ip to mark. Starting with the documented safety procedure
provided by the employer to work save dated 2002, but employees claimed they had not seen it
before which raised a question of lack of understanding and communication between employer
and employees. Then lack of training and supervision was the reason for the incident that took
place with 15 years old worker, he was not thought the proper isolation and cleaning procedures
for the on-pack machine which always carries a risk of creating damages to workers. No proper
equipment was provided to the workers for carrying out pumping jobs on the machine for
example, rubber gloves. There was no guard restricting access to the impeller when the pipe was
disconnected to protect fingers inserted into the outlet pipe while the pump was left “on”.

External Motivator for WHSMS

 Legal Obligations - WHSMS is required to ensure the company meets their legal
obligations in relation to WHS. Provides all documented safety procedures to work safe
and employees for better understanding of these procedures.
 Customer / Contract demand - Many customers have policies that ensure that they
are purchasing from companies that are meeting their overall employee obligations. To
generate revenue at a faster rate companies, need to ensure they are fulfilling all
WHSMS requirement in accordance with the mythological procedures.
 Corporate image / reputation - A Work Cover conviction can also damage the
company´s reputation. The Goodwill in the market can become endangered and
company might lose some big contracts due to this. To save the image created, gives
motivation to the company for following WHSMS Rules and Regulations.
Internal and organisational motivators for WHSMS

 Prevention of occupational injury and disease

As much of the prevention controls are implemented in organisation employees
feels more safe and secure during their operational tasks. This avoids serious
injuries and risk of catching up diseases during work.
 Reduced loss of working days due to injury and accidents
More productivity is expected if proper WHSMS procedures are followed,
workforce never gets less, and everyone is motivated to work at the best of
their abilities.
 Reduce in employee compensation claims
Organisation doesn't have to pay huge amounts of compensations claims
after an employee gets injured, company can use this money on other
ventures.
 Minimised work stoppages due to safety disputes
Work stoppage always damages company's productivity and safety disputes can
only be stopped if proper methodology is followed in accordance with
WHSMS.
 Improved work methods and worker morale leading to improved productivity
Working procedures becomes easier and safe to be followed which leads to
high motivation and increases the interest level of workers. This in the end results
in desired outputs.
 A framework for meeting legislative responsibilities
Following WHSMS provides an open opportunity for the company to meet the
legislative criteria and do all the legal paperwork required to submit to different
agencies.

Impact of External, Internal, and organisational motivators upon WHSMS at

the Company

These motivators can impact in a very positive manner for Salad Fresh. It is important for this
organisation to recover from the loss it bears due to lack of safety procedures which was hurting
their reputation and was costing them amount which employees would claim after getting injured.
All the above motivators can help Salad Fresh to regain its productivity and goodwill, and will also
help them meeting their legislative responsibility which results in a help for future incidents of same
extent.

WHS Policy

General Policy

The work health and safety of all workers within this service, including employees, volunteers,
and contractors as well as clients and visitors are of utmost importance. Resources in line
with the importance attached to work health and safety will be made available to comply with all
relevant Acts and Regulations and to ensure that the workplace is safe and without risk to
health.

Management Responsibility
The promotion and maintenance of work health and safety is primarily the responsibility of
management. Management at all levels is required to contribute to the health and safety of all
persons in the workplace. To this end, it is the responsibility of management to develop,
implement and keep under review, in consultation with its workers, the organisation’s WHS
Programs.

Specific Responsibilities

a) Officers

Officers are responsible for ensuring that this organisation meets its obligations under Work
Health and Safety Legislation by using all due diligence to understand the nature of the work
and associated hazards and ensuring that appropriate resources are allocated to control any
identified risk.

b) Senior management

Each manager is required to ensure that this policy and any WHS Programs is developed and
effectively implemented in their areas of control, and to support supervisors and hold them
accountable for their specific responsibilities.

c) Managers and supervisors

Each front-line supervisor is responsible, and will be held accountable, for taking all practical
measures to ensure that:

 WHS Programs are complied with in their areas of control

 Workers are supervised and trained to meet their requirements under these programs
 WHS risk are identified and control measures implemented.
 Workers are consulted on issues which affect their health and safety and any concerns
they may have adequately addressed in a timely manner and/or are referred to
management.

d) Workers

All workers including volunteers, agency staff and contractors are required to co-operate with the
WHS Policy and Programs to ensure their own health and safety and the health and safety of
others in the workplace. All workers will receive induction training and task specific training
where appropriate. All workers are expected to comply with all policies and procedures and any
reasonable instructions from managers. These requirements will be written into contractor and
agency contracts.

e) Clients and visitors

All clients and visitors in our workplaces (including the client’s home and community
environments) have a responsibility to ensure that their actions or failure to act does not put
themselves or our workers at risk and to follow any reasonable instructions that we may give
including providing all relevant information and allowing for relevant risk assessments to be
undertaken.
Work Health and Safety Programs

To implement the general provisions of this policy, a program of activities and procedures will be
set up, continually updated, and effectively carried out. The programs will relate to all
aspects of work health and safety including:

 WHS training and education;

 Provision of information, training, and supervision to workers;
 Undertaking of risk assessments and reporting of hazards;
 Development of safe work procedures;
 Emergency procedures and drills;
 Development of lone worker safety guidelines;
 Provision of WHS equipment, services, and facilities;
 Regular inspections and evaluations; and
 Reporting and recording of incidents, accidents, injuries, and illnesses.

CEO’s Signature ……………………………………………… Date ………………………….

Relevant Laws

OH&S Act 2004 - s 21(1) & (2)(a)

Provide or maintain plant or systems of work that are, as far as is reasonably practicable,
safe and without risk to health;

OH&S Act 2004 - s 21(1) & (2)(e)

Provide such information, instruction, training, or supervision to employees of the employer

as is necessary to enable those persons to perform their work in a way that is safe and without
risk to health.

Communication and Consultation

Communication

Workers and HSRs have a vital role in communication. On any normal working day, the
company communicate on several different levels. Mrs Crocket´s kitchen will do this by:

 Talking to other team members

 Seeking support and guidance from friends and other colleagues
 Discussing work practices and other issues with managers
 Using the internet and intranet to gain updates and information
 Using a range of social media options to stay in touch.
To ensure that communication is effective in the workplace, Mrs Crocket´s kitchen should use all
the available and established channels to provide the ideas and concerns about health and safety
in the workplace.

Workers can use the following suggestions as ways to ensure they are contributing to
effective communication:

 Contribute at meetings
 Access and seek information from your intranet
 Use emails to clarify, and provide a two-way communication approach
 Establish an open and constructive approach to talking to your colleagues and
mangers
 Consider the barriers to communication in remote and isolated work locations (e.g. shift
work, working on your own, isolated by distance or team support, working from home)
make contact daily where possible.
Consultation

One of the objectives of the WHS Act is to foster a cooperative, consultative relationship
between PCBUs and workers on their health, safety, and welfare at work.

Mrs Crocket´s kitchen is required to consult with the employees on a range of matters that may
directly affect their health and safety. If they are a HSR or represented by a HSR, then their HSR,
must also be included in the consultation.

There are number of situations when the manager and senior leaders are required to consult
with workers. They are when:

 Identifying hazards and assessing risks arising from work.

 Making decisions about ways to eliminate or minimise those risks.
 Making decisions about the adequacy of facilities for the welfare of workers.
 Proposing changes that may affect the health and safety of workers.
 Making decisions about the procedures for resolving health and safety issues.
 Monitoring the health of workers or workplace conditions, information and training or
consultation with workers.
 Carrying out any other activity prescribed by the WHS Regulations.

Purchasing and hiring outlines

Plant and equipment

Sufficient information must be sought by the person requesting the goods (not the person raising
the purchase order) before new plant or equipment is introduced into the workplace so that the
health and safety implications can be assessed in advance. It is necessary to consider impacts
such as: where the equipment will be located; whether there is enough space for the item
whether the item requires modification for it to meet industry standards, codes of practice or
legislative requirements whether workers will need extra training; whether Safe Work Procedures
will need to be updated; whether the equipment produces noise, fumes, extra heat etc. if
additional PPE might be required This will enable any risk control measures required for its
safe use to be in place prior to arrival. Such information
gathering will also identify whether the relevant legislation, standards, or codes of practice
applicable to the equipment can be complied with e.g. notification, licensing, certification etc.

Hazardous chemicals

Prior to the purchase of any Hazardous chemicals the purchaser is to source a Safety Data Sheet
(SDS) from the supplier (if the SDS is not available on Chem Alert). The purchaser must review
the content of the SDS and verify if the listed controls are suitable for the intended storage and
usage processes for the chemical. The pre-purchase checklist can also be used to assist with
determining any other WHS requirements associated with purchasing a new chemical. Red
chemicals require a detailed risk assessment to be completed prior to the use of the
chemical.

Induction and training

Mrs Crocket´s kitchen must develop and implement induction and training programs relevant to
the work activity of the service provider or engaged labour hire employee. As a minimum, all
external parties must undergo a local HS induction unless they are only on site for a short
period and will be escorted for the duration of their visit.

Competency of purchasing staff

All staff designated to purchase goods and services must be appropriately skilled and experience
and, where required, hold the necessary qualifications. Purchasing responsibilities designated to
staff must be defined in position descriptions or similar.

Review and evaluation

HS requirements and procedures developed for the safe purchase of goods and services
shall be reviewed to ensure currency and relevance. Corrective actions identified by the non-
conformance of suppliers with HS requirements shall be implemented to ensure continuous
improvement.

Risk Management Plan

Work health and safety risk management involves hazard identification, risk assessment,
implementation of appropriate risk control measures and monitoring and review of their
effectiveness.

Hazard identification

A formal hazard identification process must be undertaken for all activities at Mrs Crocket´s
kitchen where there is a potential for health and safety risks, including:

 when planning work processes;

 when planning events and other activities;
 before setting up and using a workplace;
 when planning changes to the workplace, e.g. new buildings, alterations to existing
buildings, renovations, maintenance, repairs, and minor modifications;
 when designing and manufacturing plant or equipment;
  before purchasing, hiring, leasing, commissioning or erecting plant or equipment;
 before making, using, and disposing of hazardous chemicals;
 before selling or disposing of plant and equipment;
 whenever new information becomes available regarding work processes, plant and equipment,
and hazardous chemicals;
 when responding to workplace incidents (even if they have caused no injury);
 when responding to concerns raised by workers, health and safety representatives and
others at the workplace; and
 whenever changes are made to the workplace, system or method of work, plant and
hazardous chemicals used.

All identified hazards must be recorded on the Department of Work Health and Safety Risk
Register (for general hazards), Plant Register (for all Plant) or Hazardous Chemicals Register
(for hazardous chemicals, dangerous goods, and/or controlled substances).

Departments must implement systems for identifying hazards, including regular workplace inspections,
accident/incident reporting and investigation.

Risk assessment

Once a hazard has been identified or reported, the following steps must be used to assess health
and safety risk (Table).

This risk assessment matrix is to be used as Mrs Crocket´s kitchen standard for WHS risk
assessments, unless the company Health and Safety Committee approves a more appropriate
risk assessment tool for circumstances.
Table. Assessment process
Incident Management and Corrective Action Procedures

Based on the risk assessment, risks must be eliminated or, where that is not reasonably
practicable, minimized using the Hierarchy of Risk Control.

Preferred Control Example

order

1 Eliminate the hazard(s) Remove the hazard e.g. remove noisy equipment

2 Substitute the hazard with Lift smaller packages, use a less toxic chemical, use
something safer different equipment, replace solvent-based paints
with water-based ones.

3 Isolate the hazard from Place barriers around a spill until cleaned up,
people use a closed container, restrict access to plant,
install guard rails around holes in floors.

4 Reduce the risks Provide a trolley to move heavy loads, place

through engineering guards and/or lock or devices on moving parts of
controls machinery, install residual current devices
(RCDs).

5 Reduce exposure to the Adopt safe work procedures (SWPs) and safe work
hazard using administrative practices, provide training, instruction or
controls information, erect signs.

6 Use personal protective Use hearing and eye protection, hard hats,
equipment gloves, masks, safety footwear, aprons,
sunscreen

Table. Hierarchy of Risk Control

  Elimination is the first choice in controlling risks and is the most effective control
measure. Where elimination of the hazard and associated risk is not practicable,
substitution, isolation and engineering controls should be considered next

 Where plant guarding is to be used as a control measure, the guarding must comply
with Australian Standard AS/NZS 4024 Safety of Machinery and should ensure the plant
fails to a safe state.

 Administrative controls and personal protective equipment should only be used:

 when there are no other practical control measures available (i.e. as a

last resort);
 as an interim measure until a more effective way of controlling the
hazard can be used; or
 to supplement higher level control measures (i.e. as a back-up).

 The cost of controlling a risk may be considered in determining what is reasonably

practicable, but cannot be used as a reason for doing nothing.
 When a decision is made to use lower level control options, reasons for not using higher
levels of control must be documented and retained with the risk assessment.

Evaluation, Monitoring and Review

 All control measures implemented, including temporary measures, must be

assessed, monitored, and reviewed to determine whether they are effective in
controlling the risk. The review process must be documented and retained.

 Control measures must be reviewed

when the control measure is not effective in controlling the risk;


before a change at the workplace that is likely to give rise to a new

or different health and safety risk that the control measure may not
control effectively;
 if a new hazard or risk is identified; and
 if a health and safety representative requests a review.
 Hazardous chemicals and Plant risk assessments must be reviewed every 5
years. Consultation

Throughout the risk management process managers and supervisors must consult, as far as
is reasonably practicable, workers and Health & Safety Representatives in the work area and,
where relevant, students and other persons who have a shared responsibility for work health
and safety. Managers and supervisors must provide all relevant information on hazards,
including plant and hazardous chemicals.
Records

Information collected from identifying hazards and assessing, controlling, and reviewing risks
must be recorded in the local area as follows:
 Work Health and Safety Risk Register - for general hazards and associated risks
 Plant Register - for all Plant
 Hazardous Chemicals Register - for hazardous chemicals, dangerous goods,
and/or controlled substances.

The following information must be recorded and kept:

 the identified hazards, assessed risks and chosen risk control measures;
 how and when the risk control measures were implemented, monitored, and
reviewed;
 who was consulted;
 relevant training records; and
 any plans for changes.

Each risk assessment must be documented, the risk assessment form signed by the
manager or supervisor of the area and the hard copy retained. Risk assessments must be
accessible to staff and students of the School/administrative unit and must be kept by the
School/administrative unit for 5 years or until reviewed.
Training

Senior executives must ensure that managers and supervisors undertake training relevant to their
health and safety responsibilities.
Managers and supervisors are responsible for ensuring that, before work, study or research
begins, staff and students under their supervision, contractors, sub-contractors and their workers,
volunteers and visitors have the information, instruction, and training to perform their work, study,
or research in a safe manner and without risks to health and safety. This includes ensuring
that staff, students, contractors, sub-contractors and their workers, volunteers, and visitors:
 follow safe work procedures and/or safe work practices;
 use risk controls that are in place; and
 have an appreciation of the nature of any hazards, the risks associated with
them, and the reason risk controls are used.

Training and competency requirements must be identified and recorded on a training matrix.

Review

Periodic reviews of control measures and risk assessments should be conducted to

ensure the control measures implemented are appropriate and effective and the risk
assessments are still valid. This can be achieved through safety audits, regular
workplace inspections, consultation with employees and review of incident investigations.
Risk management should be built into all workplace activities that can give rise to
safety issues.
For further guidance on the risk management process review the recently developed
standard AS/NZ ISO 31000:2009 Risk Management-Principle and guidelines available from
Standards Australia.

Note: All the content included on the WHS policy has been referenced from different
sources as specified on the footnotes.

Assessment Task 3

Introduction

Background

Salad fresh formerly known as Mrs. Crocket’s kitchen is the leading manufacturer of prepared
salads, offering customers the convenience, of either pre-washed, assembled salads and dresses
salads all with various delightful flavours. Salad fresh has broadened its product portfolio which
now offers nationally recognised as Mrs. Crocket’s deli salads along with vegetable mixes,
microwavable vegetables, and a variety of ready to heat and eat soups, mashes, risottos, and
pasta meals all ready to go.

Goals and purpose

 Prevent work related injuries by analytically identifying, assessing, and controlling work
related health and safety risks in acquiescence with legislative requirements.
 Appropriately manage injured workers to ensure their early and safe return to work in
compliance with legislative necessities.
 All expected work-related health and safety issues are analytically identified,
assessed, controlled, recorded, and monitored on a continuous basis.
 Work related incidents are reported, recorded, investigated and corrective action is
needed to prevent a recurrence.
 Managers and staff are provided with appropriate information, training, and
supervision to equip them with the skills and knowledge to conduct their work safety and
execute their OHS responsibilities.
 WHS is considered in the recruitment, selection, and placement and performance
development of employees to enable them to undertake their work safely and to the
expected standards.
 Possible emergencies and adverse events are identified, and effective response, management
and recovery plans and procedures are put in place to protect people, property, and
services from harm.
 Prompt and appropriate management of injured workers is provided to ensure their safe
and timely return to work.
 Proposing changes to the workplace that could affect the health and safety of
employees, including changes to the equipment or substances used or how the work
is done.
 The employer is required to consult with you on a range of matters that may directly
affect your health and safety.
Management Overview

Implementation approach

Depends on the severity and nature of the

event. Phased: Quarterly or yearly.

 Internal and external audits.

 Risks assessments
 Reviewing policies and procedures
 Long
term Instant:

 Fire drills
 First aids treatments
 Emergency response
 Short term

Contracts, roles, and responsibilities

 Consult with the personnel in relation with the structure and safety procedures at the
company.
 Means: Phone calls, email, messages etc.
 Industry standards, Acts, and legislation.
Major tasks, timelines, and priorities

Task Priority Responsible

Policy review/development 1 Management
OHS Induction to the staff 2 HR Management
Site – Hazzard Inspection 3 Site Supervisor
Assessment and precogitation of identified risks 4 Site Management
Development of Strategy – risk Mitigation 5 Management
Implementation plan 6 Management
Monitoring strategy 7 Management
Reviewing timelines 8 Management

Implementation schedule

Objective 1: Health and Safety leadership

Strategies: Implement health and safety system according to legislations In Salad fresh.

Outcomes: Leadership to improve and influence staff at salad fresh to follow OHS accordingly.

Objective 2: Risk Management

Strategies: Implement Salad fresh’s risk management procedures.

Outcomes: All hazards will be proactively identified and controlled before causing serious incidents.
Objective 3: Health and Safety Management.

Strategies: Improve effectiveness of hazards and incidents

reporting. Outcomes: Capture and analyse all incidents reports and

get feedback. Objective 4: Health and wellbeing at work

Strategies: Promote and support initiatives which enhance physical and mental wellbeing to
increase work efficiency.

Outcomes: health standards to be mentioned and follow up periodically.

Implementation support

External consultation

By hiring a consultant, the company will have access to deeper levels of expertise than
would be financially feasible for them, to retain in-house on a long-term basis. As well, the
company can control its expenditure on consulting services by only purchasing the service
required.

Documentation

Hazard and incident reports

The incident and data report form need to be sent through the manager within 24 hours.

The reporter must:

 Act to prevent any person being further exposed to the hazard: if the event is a
serious incident or dangerous occurrence as described below notify the OH&S
unit.
 Investigate with the employee, and consulting with the OH&S representative and
consultant if required.
 Identify the factors which may contributed to the incident.
 Assess the level of risk associated with the hazard and action required to reduce the
impact associated.
 Implement controls allocating responsibly personnel and giving them timeframes.
 All sections of the incident must be reported to the consultant within 48 hours of
receiving the report.

Resources

Training and implementation

 Should include all levels

 Should have relevant skills and knowledge
 Committee should be formed
 Regular training should be provided
  Industry consultation should be sought.

Monitoring and evaluation

Information and data collection

methods Evaluation of data

Regular measurement and evaluation will enable the company to see its strengths and
weaknesses, to develop strategies to solve any problems related to working in hazardous
conditions and include these in the planning process. Management should ensure that
corrective and preventive actions are followed up to ensure they are implemented and
effective performance needs to strike a balance between the active monitoring of the OHS.

Report and recommendations

The first report format to be used will be the template questions, followed by the comparison
between the self-assessment and the comments from the customers, direct reports managers
and suppliers.

The culture of open communication facilitates the understanding the impact people’s behaviour
have in business. This clearly encourages the culture of open communication. The implications of
this is customers and business will see benefits in the overall operation of the business.
When the performance review process relies only on the manager’s feedback, it can be missed
out relevant views about the big picture.

As the company have a culture of open communication, the main point of this aspect is that
all personnel are involved in the improvements of the company’s processes. Also, this approach
helps actively to identify and record the strengths and weaknesses of the company. Thus, reports
should be submitted periodically, constant feedback is essential.
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