Learner Instructions 1

(Propose the WHS management system)

Submission details

Students Name Charmaine Cresencio

Student ID TWICC8749

Group

Assessor’s Name Umesh Pandey

Assessment Date/s Dec 10 , 2020

Role play with Board of Directors and the CEO on design of WHS
management systems

Role play with Board of Directors and the CEO on design of WHS management
systems

ME Good morning. I would like to discuss ab

my design of WHS management system
WHS policy

Board of director Yes, please go ahead

ME A WHS policy is a must for every

organization. Having a WHSMS benefits
organization.
Advantages of WHS in place in an
organization:
Identify hazards
Safe work place
Work place injuries are taken care of
Measure performance
Improve business opportunities
Legal compliance
Risk assessment
Plan/design:
observation of all activities on worksite
consultation with the employees who ca
out the activities
review of accident and injury reports an
statistics
Risk assessment determines how likely
that particular hazards will cause injury
illness, and the consequence (outcome o
injury) from the hazard, with the use of
numbers. The numbers are used to work
which hazard needs to be fixed first i.e.,
system helps to define priorities.
eliminating the risk by removing the
hazardous activity
adopting safer work practices and provi
personal protective equipment so as to
minimise exposure to risk.
To ensure the proper implementation of
WHS programme, all employees must be
involved in and committed to the princip
of safety training and awareness.
set up and monitor a programme of activ
relating to WHS and include:
 WHS training and education
· Standard work place procedures
· safety rules and disciplinary procedure
  changes to work methods
 provision of WHS equipment
 Workplace inspections
· reporting and recording incidents, inju
and illnesses
The General Manager, Directors and
Managers are required to ensure that th
policy and the WHS programme are
effectively implemented in their area of
control and to support supervisors and h
them accountable for their specific
responsibilities.

Board of director And how about reporting the unsafe

procedures?

ME the supervisor will always be held

responsible for finding any unsafe or
unhealthy condition if the supervisor do
not have the necessary authority to fix a
problem, they will be held accountable f
reporting the matter promptly together
any recommendations for remedial actio
a person who does have the necessary
authority
The manager or supervisor who has the
necessary authority will be held account
for taking prompt remedial action to pre
or eliminate any unsafe occurrence and
provide the necessary control procedure
assist in the management of the environ
where appropriate.
All employees are required to co-operat
with management so that the policy,
programmes and legislative requiremen
 ensure that the environment remains in
safe and healthy condition.

CEO Great. That is such a good plan. Thanks s

much for you high effort.

Support and facilitate implement develop

WHS policy
Submission details
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 station for the 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 store across Victoria, NSW
and Queensland and rebound them all as Pitstop. Jim plans to continue the
expansion
until the optimum target of 30 service station is secured for the Victoria,
NSW and Queensland market.
Pitstop service station trade 24 hours a day. The typically include a vehicle
access forecourt with at least six pump station , a retail shop , a food bar ,
Store manager’s office and stockroom. They sell fuel , oil gas , supermarket
goods , hot pies and cold drinks.
Including the retained staff from the ISS buyout stores , Pitstop has
workforce of approximately 60 employee. The employees come from a
wide range of cultural and linguistic backgrounds. A significant proportion
has poor English
Literacy , including poor reading comprehension . Most employees , but not
all have a high-school level of education.
All stores have computerized point-of-sales terminals that’ are linked to the
company enterprise resource planning and accounting system. 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
You have been employed by Pitstop at 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 of that :

Pitstop has just gone through a tremendous transformation , from a single
hands on operation to a multi- score enterprise with Plans to triple in size
in the next five years. The board of directors has made me acutely aware
that we cant
Manage the present and future operations the way I have in the past. We
want you to design and develop a WHSMS, as far as is practicable , to
ensure a workplace that is safe and without risks to the health of our
employees, customers , suppliers and visitors to the sites.
You may need to create or rewrite organisational policies as well as devise
training schemes, implement changes and develop reports.
I don’t want to pressure you, but it is imperative that this 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 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.

Pitstop WHS Strategic Plan 2014

Mission statement
Pitstop aims to be the first choice provider of fuel and snacks for Australia
motorists , Pitstop is committed to providing employees and customers
with a healthy and safe.
Pitstop organisational structure
Pitstop workplace operations
Store Activities
The following activities are carried out at Pitstop
Employees
Ongoing activities
● Serve customers.
● Resolve issues associated with use of petrol or LPG pumps.
 ● Heat pies.
● Receive and store frozen and refrigerated food items.
● Banking notes and cash register balancing.
● Mop and clean floors.
Once – a day activities
● Clean all forecourt pumps.
● Pick up all rubbish on the forecourt.
● Replace water and supplies on the forecourt.
● Change display board prices.
● Move stock from reserve to retail shelves.

Store manager
● Monitor employees under supervision.
● Aid employees where required.
● Coach/train employees.
● Induct new employees.
● Provide reports to senior management as requested.
WHS initial review and data gathering
One of the first tasks that the directors have asked you to perform was to
review the existing WHS situation at Pitstop. Pitstop’s most senior Store
Manager, Amanda Kaisig, has compiled an incident summary report. You
have also conducted store visits to observe conditions and conducted a
review of record-keeping systems.
Incident summary report for previous 6 months
Store visit
Your visit to the store identified the following points .
Store visits
Your visit of the stores identified the following points:
● Unwanted chemicals have been eliminated from the flagship store.
 ● Some goods are being supplied in quantities that make lifting them
very difficult.
● Anti-glare screens have been installed on the computer and point-of-
sale screens.
● No stress mats for the cashier who has to stand on concrete floors for
7.5 hour shift.
● No real training of staff – supervision more on sales and cost control,
not WHS.
● Extensive Personal Protective Equipment including hearing or eye
protection, safety vests, hard hats. But not used all the time by staff.
● No emergency preparedness posters in the stores.
● Only a few safe working procedures clearly visible or available.
● No induction of new staff on WHS.
● No staff noticeboard for safety information.
● Material safety data sheets seem to be available for most dangerous
goods such as petrol and LPG.
● First aid kits in every store – most fully stocked. Store managers have
been given authorisation to fully stock first aid kits.
● Register of hazardous substances and dangerous goods kept in store
but not updated.
● No safety audits or inspections have been undertaken regularly. There
is no planned schedule.
● Contractors and subcontractors not informed about their duty of care
on-site

Records
You check with the Records Clerk, who is responsible for keeping all of
Pitstop’s records. You discover:
● No training records are kept of employees and subcontractors to
provide evidence of workplace competencies.
● No rehabilitation policy.
 ● No record-keeping policies.
● Records relating to workers compensation claims are kept in an
unlocked cabinet.
● Missing incident reports.
● Paper record-keeping is hard to use to compile WHS performance data
for individual stores and the organisation.
● Archiving of records is practiced and appropriate.
● Electronic data is backed-up periodically.
● Insurance policies are in place but may not have been appropriately
updated after the buyout of the ISS service stations.
● In the files you discover some other relevant documents including the
current policy and procedures that have been adopted from the
buyout stores.
Policy and procedures documents (retained from ISS buyout stores)
ISS work/life balance policy ISS
aims to provide a flexible and family-friendly workplace that reasonably
accommodates external commitments and carer responsibilities. As a
flexible and family-friendly business, ISS recognises that its staff
members have responsibilities and commitments extending beyond the
working environment. ISS is aware that these responsibilities and
commitments can have a significant impact on employment opportunities
and is committed to providing an accessible, supportive and flexible
environment for all staff. In responding to requests for arrangements
relating to work/life balance, management will need to consider work
requirements and the current and potential needs of others in
responding, keeping in mind that the ISS seeks:
● minimisation of disadvantage(s) that may result from competing
commitments
● an environment that is supportive and accepting of the responsibilities
of caregivers and staff with cultural obligations. Promotion and support
of the balance of work and personal needs for staff will position ISS as an
employer of choice, initiate a high level of commitment from staff to the
work and ideals of ISS, and provide high levels of job satisfaction and a
strong collaborative and collegiate culture while at the same time
reducing stress and turnover. Staff will be provided with a positive work
climate where supervisors strive to meet expectations in accommodating
life and personal responsibilities.

ISS smoking policy

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

ISS sexual harassment policy ISS

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

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.

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, 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

ISS emergency procedures

Fire emergency All fire exits should be kept clear of obstacles. Keep
access corridors to emergency exits clear. In the case of a fire:
1. Assess the danger.
2. Assist anyone in the vicinity of the fire away from danger.
3. Close door to the fire area if possible
. 4. Call for assistance and call out “FIRE, FIRE, FIRE” in a loud and clear
voice.
5. Attack the fire with the correct extinguisher or fire hose.
First aid
1. Supervisors and managers should endeavour to have a current first aid
certificate.
2. Follow CPR procedure where appropriate:
○ Check for DANGER; to you, to others, to the casualty.
○ Check for a RESPONSE ○ Check the AIRWAY ○ Check for BREATHING
○ Check for CIRCULATION
3. Call for assistance as soon as it is appropriate to do so.

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

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.

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.

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 record-keeping
practices, was very
difficult to evaluate; however she was able to compile the summary
report:
● Fuel spills could have catastrophic consequences. There is also a risk
of failing to
comply with environmental laws. There is also the risk of potential loss
of customer
good will.
We advertise our responsibility to the environment.
● The large number of burns is worrying and also symptomatic of the
lack of
procedures and training for all processes.
That was part of the buyout, when all stores were fitted with the new
LG MP9485S 34L Silver Colour Solar DOM (10amp) ovens and a pie
warmer so that
all the stores could sell 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 and I know he
keeps a copy of the
WHS Act and Regulations in his files because I have seen them there.
Jim never questions
the money I spend to keep the personal safety equipment in full stock
but I know they have
been on a restricted budget in the buyout stores. As for training, well
Jim did it all. He trained
me, but I know that with all the increased activity he has not had the
time to train the other
managers as he would have liked. He authorised resources for my St
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.
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 workers’ representative former ISS stores – Pat Lee

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