BSBWHS605 Assessment 3 Learner

BSBWHS605 Develop, implement and maintain WHS management systems
Learner Instructions 3
(Measure, evaluate, review and improve WHS performance)
Submission details
Students Name David Ben Staunton
Student ID S765
Group A
Assessor’s Name Kazi Uddin
Assessment Date/s 04/08/2021
The assessment task is due on the date specified by your assessor. Any variation to
this arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below
for details.
Performance objective
The candidate will demonstrate the skills and knowledge required to measure,
evaluate, review and improve WHS performance.
Assessment description
Using the scenario information supplied in this task, and planning materials
developed in Assessment Tasks 1 and 2, you will undertake a number of monitoring
and evaluation tasks. You will consult with managers to gain input into and support
for implementation of monitoring and evaluation activities to measure WHS
performance against organisational outcomes and individual performance. You will
then analyse and evaluate WHS performance data, present a draft report to senior
management, and provide a final written report containing results of analysis and
recommendations for improvement of the WHSMS.
BSBWHS605 Learner Instructions 3

Version 1.0 Page 1 of 20
Procedure
1. Review the simulated workplace information for Pitstop Pty Ltd. Review
planning materials you developed for Assessment Tasks 1 and 2.
2. Arrange with your assessor to consult with managers (in role-play) on
implementation of performance monitoring and audit procedures. Prepare to
discuss:
a. the measurement and evaluation requirements of the WHS plan
b. setting targets and KPIs for managers and employees in accordance with
organisational objectives for the WHS. Consider outcome and
management KPIs
c. audit and reporting process for managers. Consider schedule for audits,
content of audits, and tools such as checklists which may help in
implementation.
Note: If you have not already developed or considered performance measures,
performance management, and reporting and audit procedures, you will need to
prepare or source draft procedures as the basis of consultation with managers.
3. Consult with managers on implementation of performance monitoring and audit
procedures. Remember to seek input, defend your processes when necessary
or appropriate, and explain the most practical ways possible for managers to
implement the procedures you have developed. Stress the benefits to the
organisation and benefits to managers where appropriate.
4. Following consultation, amend targets and KPIs, performance management,
audit and reporting procedures based on the information you have gathered
through consultation.
5. Using data provided, analyse information and data for the 6-month period post-
implementation. You need to:
a. consider the relationship between the data and the WHSMS targets and
performance indicators. What are the gaps?
b. consider possible causal relationships between data and aspects of the
WHSMS implementation
c. consider possible improvements to address root causes of performance
issues
d. consider existing procedures and ways to improve them
e. develop draft recommendations for improving the WHSMS.
6. Arrange with your assessor to consult with the board of directors and senior
management (in role-play) to present WHS performance data and
recommendations.

7. Present data and recommendations. Begin your presentation with an

explanation of the review process. Stress the importance of the process for
continuous improvement of health and safety outcomes. Refer to appropriate
standards.
8. Based on your analysis and consultation with the board of directors and senior
management, prepare a 3–4 page report containing the following elements.
a. Executive summary (briefly summarise report).
b. Body (analyse data from scenario; discuss possible causes; explore
possible solutions; explain your reasoning and support with evidence).
c. Conclusions (make conclusions based on analysis; determine root
causes of performance issues).
d. Recommendations (at least 4 recommendations to improve performance
based on analysis). Refer to standards and legal compliance where
relevant to support recommendations.
9. Submit your report 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 two consultation role-plays:
○ meeting with the store managers on monitoring and reporting

○ meeting with the board of directors and senior management to review
performance of WHSMS and make recommendations
● submit amended targets and KPIs, procedures for performance management,
audit and reporting as a result of consultation
● submit a written 3–4 page report containing recommendations for improvement
of the WHS management system.
Your assessor will be looking for:

● analytical skills to identify areas for WHS improvement
● communication skills to:
○ conduct effective formal and informal meetings and communicate

effectively with personnel at all levels of the organisation
○ prepare reports for a range of target groups, including health and safety
committees, health and safety representatives, managers, supervisors,

and persons conducting businesses or undertakings (PCBUs) or their

officers
● consultation, facilitation and negotiation skills to implement and monitor
designated actions
● information technology skills to conduct research into WHSMS systems, create
documentation and present information
● numeracy skills to analyse workplace information and data
● organisational skills to manage own tasks within a timeframe
● knowledge of barriers to WHSMS implementation and strategies to remove

them
● knowledge of documents relating to WHSMS standards
● knowledge of the nature of information and data that provide valid and reliable
measures of WHS performance and WHSMS, including positive performance
indicators
● knowledge of relevant Commonwealth and state or territory WHS Acts,
regulations, codes of practice, standards, guidance material and other relevant
publications
● knowledge of WHS management systems.
Signature: _______
Candidate: I declare that this work has been completed by
me honestly and with integrity and that I have been
assessed in a fair and flexible manner. I understand that the
Institute’s Student Assessment, Reassessment and
Repeating Units of Competency Guidelines apply to these ____
________
assessment tasks.
Date: __04__/__08___/_2021____

Simulated workplace scenario – Pitstop Pty Ltd
It has been six months since the implementation of the WHS management system
across all stores at Pitstop. The implementation has been carried out concurrently
with the expansion of the business, which, over the course of two years, has grown
from a single store to 30 stores. The number of employees has grown from 20 to 160
over the course of the implementation of the WHSMS.
Signs are that the rollout has been moderately successful in about half the stores.
Initial feedback from store managers and employees has been positive; however the
implementation seems to have lost momentum.
It is now time for a review of the WHSMS. You have been asked by senior
management to provide a written report on the performance of the system. The report
should contain analysis of the data, and recommendations for improvement based on
your analysis.
The original objectives for the WHS management system appear below.
1. Minimise illness and injuries in the workplace:

○ minimise incidents
○ reduce number of days of lost work.
2. Provide effective risk management:
○ establish risk management process.
3. Provide effective WHS management and leadership:
○ ensure managers implement WHS policy and WHSMS.
4. Build a culture of safety in the workplace:
○ ensure employee buy-in across the organisation.
The CEO has asked you to prepare a 3–4 page report for directors on the
performance of the WHS management system. The CEO has explained what the
directors will require in your report.
● In your executive summary, you should summarise the main points of your
report.
● In your analysis, you should relate the information about the WHSMS to targets
and performance indicators. You should explore possible causes for poor
performance and explore potential solutions.

● In your conclusions, you should summarise areas of poor performance and

determine root causes.
● In your recommendations, you should provide solutions to poor performance
and explain how your recommendations will work to improve the system.
The directors look forward to your report.

Strategic implementation plan
A strategic implementation plan for the organisation has been developed from the WHS Key
management system objectives and appears below.
IR Incidence Rate
LTIFR Lost Time Injury Frequency Rate
Objective Target Implementation Indicator/monitoring Person
To minimise injuries IR=<4 Skills assessment of Number of reported injuries and Store Managers
workers. near misses in 6-month period.
Specific training on Data from incident reports.
equipment and job roles.
To reduce number of LTIFR=<6 Skills assessment of Number of lost days in 6-month Store Managers
days of lost work workers. period.
Specific training on Data from incident reports.
equipment and job roles.
To establish risk All employees aware Documents developed and Percentage of managers who Store Managers
management process of procedure. distributed in policies and have completed process over
procedures manual to all 6-month period.
All managers have
staff.
initiated one safety Safety audits.
audit and implemented
Project management report.
process.

Objective Target Implementation Indicator/monitoring Person
To ensure managers All managers have Training for managers on Percentage of managers who WHS Manager
implement WHS policy performed a skills audit process. have performed a skills audit.
and WHSMS and conducted or
Manager’s report.
initiated appropriate
training for employees. Percentage of employees who
have completed training.
Management reports/training
records.
To ensure employee All employees have Managers to conduct Percentage of employees who WHS Manager
buy-in across the attended a WHS monthly sessions with have attended sessions. and Store
organisation information session employees to explain WHS Managers
Management reports.
run by managers in 6 issues, consultative
months. process, etc. Employee feedback survey on
sessions.

Data collected
Using the approved data collection plan, the following data and information was
collected for use in the six month evaluation of the WHS management system.
Incident report
Work
Incident type Number Description days
lost
Fuel spills 38 Some customers and 0

employees with spilled fuel
on clothes.
Fires 3 3 small fires due to 1

employee and customer
cigarette butts, quickly
extinguished by customers
or staff; one day lost due to
smoke inhalation by
employee with asthma.
Slipping on floors 2 Employees slipping on wet 1

floors while mopping.
Falling stock 10 Employees hit on head. 10
Lifting injuries 12 Employees injured while 5

receiving and storing stock.
Tripping 8 Employees tripping on 8

exposed pipes and wires.
Burns 60 Pie oven burns. 15
Fatigue from standing 10 Employees complaining of 4

back and foot aches from
standing and serving
customers all shift.
Breathing difficulties 40 1 employee cleaning pumps 20

with strong solvent.
Eye irritation 2 1 employee splashed fuel in 1

eyes.
Overall IR = 6
Overall LTIFR = 12

Additional information
Using the approved data collection plan, the following information was collected from
various sources for use in the evaluation.
Source Information and data
Employee data report from 160 employees

General Manager – Finance
20 stores
and Operations
20 Store Managers
Safety audits 10 audits completed.

Wide variance in approach to risk taken by various
managers. For example, some managers have
initiated the use of nozzle guards and automatic
pump shut-off systems to reduce small and large
spills. Other managers have chosen to post rules for
customers in more visible locations.
Project management 13 managers have completed a skills audit in the 6-

reports month period.
Incident reports Incident reports are not always completed by

managers. Risk of serious incidents not being
considered in review; risk of serious incidents not
being reported to relevant WorkCover authority.
Managers' reports Managers report 250 weekly safety audits of

premises Nearly 500 expected.
The ability of designated staff to understand and
follow written risk assessment processes is
impeding progress.
Training records 80 employees trained in job role.
Employee feedback survey Employees generally like the idea of training

sessions, but feel sessions are often disorganised
and incompetently run by inexperienced managers.
Some stores have highly popular and informative
sessions. Managers run regular sessions based on
employee WHS concerns and WHS issues showing
in management reports. These same stores have
very few incidents.

Source Information and data
Feedback through HSRs Employees feel that there was a lot of initial
and informal consultation managerial enthusiasm for the new WHSMS;
however, recently not much attention has been paid
to maintaining the system.
Employees at some stores complaining about recent
introduction of strong solvents; managers at those
stores dismiss concerns.
Also, at some stores, job roles and performance
indicators set by managers don’t mention WHS.
Employees feel that this send the message: WHS is
not genuinely important to role at store.
Industry reports and Barriers and engineering controls 50% more

independent scientific effective in reducing incidents than signage.
studies; advice from WHS
Stable causal link between increased frequency and
experts
repetition of safety messages and reduced injury
rates.
Strong correlation shown between smoking rates at
stores and fire incidence.
Strong correlation shown between smoking rates at
stores and willingness to promote a safe working
environment.

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.

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.

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 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.

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.

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.
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.


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BSBWHS605 Develop, implement and maintain WHS management systems

Students Name David Ben Staunton

Assessor’s Name Kazi Uddin

Assessment Date/s 04/08/2021

BSBWHS605 Learner Instructions 3

BSBWHS605 Learner Instructions 3

7. Present data and recommendations. Begin your presentation with an

○ meeting with the store managers on monitoring and reporting

Your assessor will be looking for:

● communication skills to:

○ conduct effective formal and informal meetings and communicate

BSBWHS605 Learner Instructions 3

and persons conducting businesses or undertakings (PCBUs) or their

● organisational skills to manage own tasks within a timeframe

● knowledge of barriers to WHSMS implementation and strategies to remove

BSBWHS605 Learner Instructions 3

Simulated workplace scenario – Pitstop Pty Ltd

1. Minimise illness and injuries in the workplace:

BSBWHS605 Learner Instructions 3

● In your conclusions, you should summarise areas of poor performance and

The directors look forward to your report.

BSBWHS605 Learner Instructions 3

Strategic implementation plan

LTIFR Lost Time Injury Frequency Rate

Objective Target Implementation Indicator/monitoring Person

BSBWHS605 Learner Instructions 3

Objective Target Implementation Indicator/monitoring Person

BSBWHS605 Learner Instructions 3

Fuel spills 38 Some customers and 0

Fires 3 3 small fires due to 1

Slipping on floors 2 Employees slipping on wet 1

Falling stock 10 Employees hit on head. 10

Lifting injuries 12 Employees injured while 5

Tripping 8 Employees tripping on 8

Burns 60 Pie oven burns. 15

Fatigue from standing 10 Employees complaining of 4

Breathing difficulties 40 1 employee cleaning pumps 20

Eye irritation 2 1 employee splashed fuel in 1

BSBWHS605 Learner Instructions 3

Source Information and data

Employee data report from 160 employees

Safety audits 10 audits completed.

Project management 13 managers have completed a skills audit in the 6-

Incident reports Incident reports are not always completed by

Managers' reports Managers report 250 weekly safety audits of

Training records 80 employees trained in job role.

Employee feedback survey Employees generally like the idea of training

BSBWHS605 Learner Instructions 3

Source Information and data

Industry reports and Barriers and engineering controls 50% more

BSBWHS605 Learner Instructions 3

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

ISS smoking policy

BSBWHS605 Learner Instructions 3

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

BSBWHS605 Learner Instructions 3