Assessment-Task-1 BSBWHS605

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS management systems
Support and facilitate implementation

and develop WHS policy
Submission details
Student’s name Phatcharin Inthanin Student no. CRI0100ELN
Assessor’s name Vladilena Zmyslinskaya Phone no.
Assessment site Lloyds International College
Assessment date/s 09/09/2020 Time/s
The assessment task is due on the date specified by your assessor. Any changes to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence/proof attached. See specifications below for
details.
Performance objective
The candidate will demonstrate the skills and knowledge required to consult on and
analyse/understand workplace needs to:
● propose an appropriate/correct WHS 1 management system
● develop WHS policy
● build management commitment to the proposed WHS management system (WHSMS).
Assessment description
Using the scenario/situation information supplied, you will conduct an initial/first 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/sample WHS policy for consultation.
WHS - Workplace Health and Safety (WHS) is the discipline concerned with protecting the health and
safety of all stakeholders in the workplace from exposure to hazards and risks resulting from work
activities.
LLOYDS INTERNATIONAL COLLEGE © Innovation and Business Industry Skills Council Ltd. 1st edition
version: 3
Modified July 2020 Page 1 of 21
Procedure
1. Review the simulated/pretend workplace information for Pitstop Pty Ltd (below).
2. Conduct an initial review of the workplace, including core elements 2 of the system:
a. organisational requirements for WHS management
b. responsibilities and accountabilities for WHS
c. WHS risk management and procedures
d. documentation and recordkeeping requirements for monitoring and review and
demonstration of compliance
e. 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/interested parties to gain input into proposed WHSMS (you will need to
address the stakeholder concerns in your WHSMS).
4. Ensure performance indicators 3 are valid and reliable and measure the WHS
performance.
5. Conduct any research necessary to support your proposal for the design of a WHSMS,
for example on:
a. Victorian WHS legal framework
b. NSW or Qld WHS Act, to support your proposal for the design of a WHSMS
c. relevant standards for WHS management systems, risk management and
recordkeeping.
6. Develop a draft WHS policy for Pitstop Pty Ltd.
7. Develop a (1–2 page) written outline of core elements of your proposed WHS
management system and your response to issues raised by Amanda Kaisig and Pat Lee.
a. Store Manager of flagship/top store, Amanda Kaisig needs to be reassured that the
new system will deal systematically/thoroughly with all health and safety
problems, that the board of directors is fully committed and will provide the
required resources.
b. 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 to
any new WHSMS.
Core elements - the most important or central part of something.

3
Performance indicators - A performance indicator or key performance indicator (KPI) is a type of

performance measurement.
version: 3
8. 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.
9. In a 10–15 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:
a. core elements of the system, the risks involved and proposed changes or additions
b. relevant standards/ rules and regulations
c. relevant legislative/governmental requirements for WHS management, including
those related to recordkeeping
d. WHS policy requirements
e. how policy will be communicated to employees
f. how design of WHS management system and WHS policy meet internal and
external requirements
g. possible certification option and process of certification.
Note that during the presentation and consultation session, you will need to:
a. answer questions
b. ask for feedback and input into the system
c. work to build support and ask for management commitment to policy and
WHSMS.
10. Incorporate/put in place necessary changes into your WHS policy draft and design of
WHSMS based on consultation.
11. Submit all documents to your assessor as per the specifications below. Ensure you keep
a copy of all work submitted for your records.
Specifications
You must:
● participate in presentation and consultation session (role-play) with board of directors
and CEO
● submit 1–2 page 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/logical skills to analyse relevant workplace information and data
version: 3
● communication skills to conduct effective formal and informal meetings and

communicate effectively with personnel at all levels of the organisation
● consultation, facilitation/assist and negotiation/cooperation 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/deadline
● 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 recordkeeping that address WHS, privacy and other
relevant legislation
● knowledge of WHS management systems
● knowledge of WHSMS certification and auditing/checking standards, processes and

requirements.
version: 3
Simulated workplace scenario – Pitstop Pty Ltd

Pitstop is a privately owned company that until recently operated one independent service
station in Melbourne’s north. Jim Murphy, who is the owner, chairman and CEO, 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 a day. They typically include a vehicle access forecourt
with at least six pump stations, a retail shop, a food bar, Store Manager’s 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/traditions and
linguistic/ languages backgrounds. A significant proportion has poor English literacy,
including poor reading comprehension/understanding. 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 company’s
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.
Background to WHSMS
version: 3
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 can’t 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 don’t 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 can’t 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 can’t 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
version: 3
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 John’s 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 don’t
want to set a budget, but would rather you come back to us with
recommendations on the resources required to do the WHSMS right.
version: 3
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
General Manager – General Manager –

Executive Assistant
Finance and Operations Retail
Senior Accountant Store Managers
Shift Managers
Records Clerk
and Cashiers
version: 3
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.
● Balance cash register and bank the notes.
● 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/ Liquid Petroleum Gas and petrol.
● Receive and store retail products.
● Re-organise reserve stock.
● Stocktake inventory items on forecourt, shop and reserve.
version: 3
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).
version: 3
WHS initial review and data gathering

One of the first tasks that the directors have asked you to perform is to review the existing
WHS situation at Pitstop. Pitstop’s most senior Store Manager, Amanda Kaisig, has
compiled/put together an incident/event summary report. You have also conducted store visits
to observe conditions, and conducted a review of recordkeeping systems.
Incident summary report for previous 6 months
Work
Numbe
Incident type Who affected? days
r
lost
Fuel spill 33 3 customers with fuel on 0

clothes
10-litre fuel spill into drains
Fire in rubbish bin 2 Staff with smoke inhalation 0.5
Slip on wet shop floor 3 2 employees 6
1 customer
Falling stock in reserve 6 6 employees 2
Trip 2 1 customer (cracks in concrete 0
of forecourt)
1 employee (cluttered reserve
corridor)
Burns (ovens) 42 Employees 23
Fatigued legs 2 2 employees 2
Eye and breathing difficulties 3 1 employee 1
related to fumes from oven cleaner
Store visits
Your visit to 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 (PPE) is provided, including hearing and 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.
version: 3
● 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 Pitstop’s records. You
discover:
● No training records are kept of employees and subcontractors to provide evidence of
workplace competencies.
● No rehabilitation/restoration policy.
● No recordkeeping policies.
● Records relating to workers compensation claims are kept in an unlocked cabinet.
● Missing incident reports.
● Paper recordkeeping is hard to use to compile WHS performance data for individual
stores and the organisation.
● Archiving/storing 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.
version: 3
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 ISS 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 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.
version: 3
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 messages),
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 workforce. Alcohol and other drugs can
influence an employee’s 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 at work not influenced by alcohol and other drugs.
version: 3
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.
version: 3
ISS performance management policy
Purpose
To support ISS’s commitment to providing a high-performance and satisfying work
environment. To describe ISS’s 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 and 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.
version: 3
ISS induction policy
Purpose
To support ISS’s commitment to induction of all new employees. To describe ISS’s
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.
version: 3
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/s 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.
a. Check for DANGER; to you, to others, to the casualty.
b. Check for a RESPONSE.
c. Check the AIRWAY.
d. Check for BREATHING.
e. 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.
version: 3
Armed holdup
1. Stay calm.
2. Talk in a calm voice.
3. Don’t 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.
version: 3
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 children’s 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.
version: 3
Consultation with stakeholders
Meeting with Store Manager – Flagship Store

Amanda Kaisig
Amanda is very concerned about the number of incidents since Pitstop’s buyout of ISS.
Safety performance, because of poor and antiquated recordkeeping practices, was very
difficult to evaluate; however she was able to compile the following summary report.
● Fuel spills could have catastrophic consequences. There is the risk of failing to
comply with environmental laws. There is also the risk of potential loss of customer
goodwill.
We advertise our responsibility to the environment.
● The large number of burns is worrying and is 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 MP-9485S 34L Silver Colour Solar DOM (10amp) ovens
and a pie warmer so that all the stores could sell Jim’s 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 don’t 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. I know Jim 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 John’s 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.
version: 3
Jim was always very attentive to WHS issues in this store, but I’m
not so confident about the buyout stores. They were not trading
very well before Pitstop took them over and I don’t 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 Pitstop’s own.
Meeting with worker 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 overnight 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.
version: 3
(Role Play) Propose the WHS management system
Participate in presentation and consultation session (role-play) with board of directors and
CEO
General Manager – Retail Good morning, lady and gentleman. Nice to meet you all today.
We are here for discussion about WHS management system and

WHS policy.
Board of directors and We are glad to meet you. Let’s begin the first topic that we
CEO should discuss in this meeting.
General Manager – Retail According from the concern of Store Manager of flagship store
and Worker representative from former ISS stores, so we should
design and develop a WHS Management System (WHSMS) to
manage WHS for Pitstop.
First of all, shall we discuss about core elements of system and

proposed changes or additions?
Board of directors and Could you please explain what they are?
CEO
General Manager – Retail Core elements of system including with:

 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.
Board of directors and What’ about relevant standards and relevant legislative
CEO requirements for WHS management, including those related to
record-keeping?
General Manager – Retail Employers are required to keep health and safety records and
statistics on file. Examples of documentation include training
activities, first aid treatments, and incident investigations.
Written records and statistics can help:
 identify trends for unsafe conditions or work practices so

you can take steps to correct these potential hazards
version: 3
 provide material for education and training
 provide documentation in case a WorkSafe ACT officer

requests it or if an incident occurs and you need to prove
that you did all you could reasonably do to prevent it.
Board of directors and Right, I suppose we should discuss about WHS policy
CEO requirements, how policy will be communicated to employees
and how design of WHS management system and WHS policy
meet internal and external requirements as well.
General Manager – Retail Regarding to WHS policy requirements, workers are responsible
for: ensuring their own personal health and safety, and that of
others in the workplace. complying with any reasonable
directions (such as safe work procedures, wearing personal
protective equipment) given by management for health and
safety. In terms of how policy will be communicated to
employees, there are keys important topics as:
 Inform employees up-front
 Ask for feedback
 Introduce final product
 Ask employees to review employee handbook or policy

manual
 Provide training where required
 Request employee sign-off
Board of directors and What’s about how design of WHS management system and WHS
CEO policy meet internal and external requirements?
General Manager – Retail We need to realize the Act and comply with company’s policy
while designing of WHS management system and WHS policy.
Board of directors and That’s the absolutely significant point we need to concern.
CEO
General Manager – Retail Has anyone had any question or recommendation?
Board of directors and We suppose you got enough quality information to develop the
CEO WHSMS an WHS policy.
General Manager – Retail Finally, I hope I would receive a support and management
commitment to develop the WHS policy and WHSMS.
version: 3
Board of directors and Of course, keep working hard on your effort. Thanks for your
CEO time today. See you in next meeting.
Pitstop is a privately-owned company that until recently operated one independent service
station in Melbourne’s 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 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. We want 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.
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.
Mission: Pitstop is committed to providing employees and customers with a healthy and safe
environment.
According to issues raised by Amanda Kaisig and Pat Lee, we outline of core elements of
proposed WHS management system as following detail below.
 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.
Outline of WHSMS core elements

 organisational requirements for WHS management
version: 3
An effective WHS Management system is essential to providing a safe workplace and

minimising the risk to people, property and the environment.
 responsibilities and accountabilities for WHS
By example, a person is responsible for their actions in performing an activity whereas

they are accountable to someone for the outcomes of the activity being performed.
 WHS risk management and procedures

The document has been designed to establish and maintain a structured procedure
for identifying, assessing and managing WHS risks, which is aligned with Pitstop risk
management methodology.
 documentation and record-keeping requirements for monitoring and review and

demonstration of compliance
Store visits - 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.
version: 3
● No staff noticeboard for safety information.
● Material safety data sheets seem to be available for most dangerous goods such as
petrol and LPG.
Records
● 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 worker’s 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 we discover some other relevant documents including the current policy
and procedures that have been adopted from the buyout stores.
 employee capability and need for training.
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.
version: 3
Consultation meetings with organisational stakeholders
Consultation provides the opportunity for cooperative problem solving and improved
outcomes for health and safety.
After consultation meetings with organisational stakeholders and WHS consultants which
include with Health and Safety Representatives (HSRs) and Health and Safety Committees
(HSCs). We can gain input into WHSMS as:
This procedure recognises the benefits of employee input and participation on health and
safety matters and aims to:
 Promote cooperation between managers and employees in managing and resolving

workplace health and safety risks,
 Ensure managers and supervisors are aware of hazards and health and safety issues
experienced by employees, students, contractors and visitors,
 Enhance decision making about health and safety by gathering a wider source of
health and safety ideas and knowledge,
 Support the employee’s commitment to health and safety,
 Reduce the number and severity of health and safety risks and hazards, and
 Strengthen the health and safety culture within Pitstop Pty Ltd.
Conduct any research necessary to support your proposal for the design of a WHSMS, for
example on:
 Victorian WHS legal framework
The principal OHS law in Victoria consists of the Occupational Health and Safety Act
2004 (Vic), supported by the Occupational Health and Safety Regulations 2007 (Vic).
This legislation applies in all Victorian workplaces. In many respects, it is reasonably
consistent with the national model work health and safety (WHS) legislation that
applies in most other jurisdictions.
 NSW WHS Act, to support your proposal for the design of a WHSMS.
Work Health and Safety Act 2011 and the Work Health and Safety Regulation 2011.
If you are an employer or business (or other PCBU) you must comply with these laws
to ensure the health and safety of your workers.
Our simple safety section explains these laws in plain English.
The WHS legislation is supported by our Compliance policy and prosecution

guidelines, which supplements the National compliance and enforcement policy.
version: 3
 relevant standards for WHS management systems, risk management and record-
keeping.
Keep all your written health and safety records organised and available for
reference
Maintain health and safety records and statistics.
Employers are required to keep health and safety records and statistics on file.
Examples of documentation include training activities, first aid treatments, and
incident investigations. Written records and statistics can help:
o identify trends for unsafe conditions or work practices so you can take steps
to correct these potential hazards
o provide material for education and training
o provide documentation in case a WorkSafe ACT officer requests it or if an

incident
Draft WHS Policy
INTRODUCTION
The Work Health and Safety act, under which all employees and employers are
covered, underpins this policy. The Act aims to provide a broad framework for
employers, their employees and their unions to achieve improved levels of workplace
health and safety.
The specific objects of the legislation are to:
a. secure the health, safety and welfare of employees at work;
b. protect persons at or near workplaces from risks to health or safety arising out of the
activities of employees at work;
c. promote an occupational environment for employees that is adapted to their health
and safety needs; and
d. foster a co-operative consultative relationship between employers and employees on
the health, safety and welfare of employees at work.
WORK HEALTH & SAFETY STATEMENT

Pitstop Pty Ltd.
a. is committed to ensuring a safe and healthy working environment for all its
employees.
b. believes that most work-related injuries and diseases are preventable and that a "zero
accident" target is desirable.
version: 3
c. considers that there is nothing more important in the undertaking of anyone's job
than prevention of injury or ill-health to people in its workplace.
d. recognises that its managers and supervisors have primary responsibility for
providing and maintaining a working environment that is safe and without risks to
health.
PURPOSE OF THE POLICY

This policy describes how Pitstop Pty Ltd. will go about implementing its commitment
to WHS It specifically details the key actions and procedures required to meet this
commitment, the responsibilities of the Director and employees, and the special role
and functions of the health and safety representative in ensuring the health and safety
of staff.
OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT SYSTEM

Pitstop Pty Ltd. accepts primary responsibility for ensuring a safe and healthy working
environment for all its employees. To achieve this outcome, (ORGANISATION
NAME) will introduce an occupational health and safety system which provides for
identification and assessment of hazards and risks, consultation, education and
monitoring of the work environment.
Roles and Responsibilities of Managers

A work health and safety representative will cooperate with management to:
a. encourage employees to fully support injury and illness prevention
b. assist staff to identify and assess hazards
c. consult with staff to eliminate or control these hazards
d. conduct health and safety inspections
e. investigate workplace injuries, accidents or illnesses
f. liaise with the Director to resolve work health and safety issues
g. remain well informed about workplace health and safety performance
h. consult with staff about changes in the workplace that may affect the health and
safety of employees
i. undertake monthly workplace inspections and convene monthly WHS meetings.
Employee consultation
Because of their daily contact with the workplace, employees have the most detailed
knowledge of the work processes and the potential hazards in the workplace.
version: 3
To identify and eliminate potential workplace hazards Pitstop Pty Ltd. will encourage
employees to report any matters in respect of work health and safety to their supervisor
and the health and safety representative or his/her deputy.
To facilitate the exchange of information, the health and safety representative will
review, at the monthly staff meeting, the health and safety performance of the
workplace and raise any matters or issues on behalf of employees.
Staff Awareness of Occupational Health and Safety

Pitstop Pty Ltd. will ensure that all its employees have a sound knowledge and
awareness of the principles and practices of work health and safety.
To achieve this outcome, Pitstop Pty Ltd. will:
a. inform all new employees of Pitstop Pty Ltd. 's health and safety policy as part of
their induction process;
b. provide funds for staff to attend an occupational health and safety awareness training
course as soon as possible after the date of their commencement of employment at
Pitstop Pty Ltd.; and
c. provide funds for the health and safety representative to attend regular training
courses as these become available in order to increase his/her knowledge of workplace
health and safety.
Procedures for identification and assessment of workplace hazards and risks

Pitstop Pty Ltd. expects all its employees to take an active role in identifying situations
with the potential to cause harm or injury in the workplace. Pitstop Pty Ltd. through its
managers and supervisor will assist employees to identify potential hazards by:
a. encouraging all employees to read publications, including relevant codes of practice;
b. periodically screening health and safety videos to all employees as these become
available;
c. requesting the health and safety representative or his/her deputy to periodically
check records of injuries and accidents which have occurred in the workplace, and
disseminate this information to all Pitstop Pty Ltd. employees;
d. requesting the health and safety representative or his/her deputy to undertake a
monthly inspection of the workplace using the Work Safe Australia Workplace
Inspection Check-list; and
e. ensuring that an inspection report is prepared after an inspection, which identifies
any issues indicating a lack of a safe system of work or the need for more attention to
the way health and safety is managed. This report is to be tabled at the monthly staff
meeting.
Procedures for elimination and control of workplace hazards
version: 3
Where a health and safety inspection has identified a potential hazard, the health and
safety representative or his/her deputy in consultation with the Director may take
immediate remedial action to eliminate or control the hazard. Where possible, the
decision on what to do about a potential hazard should be made in consultation with the
employees concerned. Such remedial actions are to be detailed in the inspection report.
Where an accident has occurred, the health and safety representative or his/her deputy,
in consultation with the Director will take the following actions:
a. make sure it is safe to approach the scene;
b. see that the injured person is receiving first aid or medical treatment;
c. see that nothing is removed or altered until enquires have been completed;
d. undertake an inspection of the scene, where appropriate taking photographs or
sketches
e. obtain as much information as possible from the injured employee and witnesses
about the accident; and
f. check that the accident has been reported to the relevant authorities (ACT
Workcover).
Responsibilities of employees
While the General Committee and the Director accepts primary responsibility for
ensuring a safe and healthy working environment for its entire staff, all employees are
expected to assist in ensuring that the health and safety management system operates
effectively. All employees are expected to take reasonably practicable steps to:
a. use safe work practices and procedures;
b. use appropriate safety devices, safeguards and equipment provided in the interests of
health, safety and welfare of Pitstop Pty Ltd. employees;
c. co-operate in all activities aimed at prevention of workplace accidents, injuries and
illnesses;
d. report unsafe or defective equipment and work arrangements to the health and safety
representative or his/her deputy;
e. report all accidents, injuries and illnesses occurring in the workplace or occurring
whilst travelling to or from the workplace to the health and safety representative or
his/her deputy;
f. where an incident or a near-miss has occurred, the employee will immediately
complete an incident report;
g. where an injury has occurred, the employee will complete, as soon as possible, a
workplace injury and disease recording form; and
version: 3
h. attend occupational health and safety training courses as such courses become
available.
Review of the System

To ensure that the health and safety management system remains effective in providing
a safe and health work environment, Pitstop Pty Ltd. WHS policy and procedures will
be reviewed periodically. This review will focus on the effectiveness of individual
elements of the system, the relevance of changes to Commonwealth and State WHS
legislation which may have occurred, and any other matters which potentially impact
on the system.
version: 3

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Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS management systems

Support and facilitate implementation

Student’s name Phatcharin Inthanin Student no. CRI0100ELN

Assessor’s name Vladilena Zmyslinskaya Phone no.

Assessment site Lloyds International College

Assessment date/s 09/09/2020 Time/s

● develop WHS policy

● build management commitment to the proposed WHS management system (WHSMS).

Core elements - the most important or central part of something.

Performance indicators - A performance indicator or key performance indicator (KPI) is a type of

Your assessor will be looking for:

● communication skills to conduct effective formal and informal meetings and

● knowledge of standards relating to WHSMS

● knowledge of relevant Commonwealth and state or territory WHS Acts, regulations,

● knowledge of WHSMS certification and auditing/checking standards, processes and

Simulated workplace scenario – Pitstop Pty Ltd

Pitstop has just gone through a tremendous transformation, from a

With our expansion plans we have to be very concerned about our

Pitstop Pty Ltd organisation

Pitstop WHS strategic plan 2014 (excerpt)

Pitstop organisational structure

Board of Directors and CEO

General Manager – General Manager –

Senior Accountant Store Managers

Pitstop workplace operations

● Resolve issues associated with use of petrol or LPG pumps.

● Receive and store frozen and refrigerated food items.

● Balance cash register and bank the notes.

● Mop and clean floors.

● 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.

● Receive deliveries of LPG/ Liquid Petroleum Gas and petrol.

● Receive and store retail products.

● Re-organise reserve stock.

● Stocktake inventory items on forecourt, shop and reserve.

● Aid employees where required.

● Induct new employees.

● Provide reports to senior management as requested.

WHS initial review and data gathering

Incident summary report for previous 6 months

Fuel spill 33 3 customers with fuel on 0

● Only a few safe working procedures clearly visible or available.

● No induction of new staff on WHS.

● No staff noticeboard for safety information.

● No safety audits or inspections have been undertaken regularly. There is no planned

● Records relating to workers compensation claims are kept in an unlocked cabinet.

● Missing incident reports.

● Electronic data is backed up periodically.

Policy and procedures documents (retained from ISS buyout stores)

ISS work/life balance policy

● an environment that is supportive and accepting of the responsibilities of caregivers

ISS smoking policy

ISS sexual harassment policy

● 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:

● intimidated and frightened

ISS alcohol and drugs policy

ISS bullying and harassment policy

● constant unconstructive criticism

● sarcasm and other forms of demeaning language

Bullying may be perpetrated by an individual who may be a work colleague, a supervisor or