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

implementation and develop
WHS policy
2015 Innovation and Business Industry Skills Council Ltd
1st edition version: 1

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Submission details
Candidates
name
Phone
no.
Assessors name
Phone
no.
Assessment site
Assessment
date/s
Time/s
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.

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Performance objective
The candidate will demonstrate the skills and knowledge required to
consult on and analyse workplace needs to:
propose an appropriate WHS management system
develop WHS policy
build management commitment to the proposed WHS management
system (WHSMS).

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Assessment description
Using the scenario information supplied, you will conduct an initial 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 WHS policy for consultation.

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Procedure
1. Review the simulated workplace information for Pitstop Pty Ltd
(below).
2. Conduct an initial review of the simulated workplace, including core
elements 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 to gain input into proposed WHSMS (you will need to
address the stakeholder concerns in your WHSMS).
4. 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.
5. Develop a draft WHS policy for Pitstop Pty Ltd.
6. Develop a (12 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 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.
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.

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7. 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.
8. In a 1015 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 system and proposed changes or additions
b. relevant standards
c. relevant legislative 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.
2. Incorporate necessary changes into your WHS policy draft and design
of WHSMS based on consultation.
3. Submit all documents to your assessor as per the specifications
below. Ensure you keep a copy of all work submitted for your records.

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Specifications
You must:
participate in presentation and consultation session (role-play) with
board of directors and CEO

submit 12 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 skills to analyse relevant workplace information and data
communication skills to conduct effective formal and informal
meetings and communicate effectively with personnel at all levels of

the organisation
consultation, facilitation and negotiation 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
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 standards, processes
and requirements.
Adjustment for distance-based learners

Management role-play can be varied to take place by
videoconference (using videoconference software such as Skype).

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Simulated workplace scenario Pitstop

Pty Ltd
Pitstop is a privately owned company that until recently operated one
independent service station in Melbournes 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 Managers 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 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 computerised point-of-sale terminals that are linked to the
companys 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

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Ipswich
Toowoomba.
Background to WHSMS
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 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 dont 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 cant 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 cant afford to have it

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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 Johns 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 dont want to set a budget, but would rather
you come back to us with recommendations on the
resources required to do the WHSMS right.

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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
Executive Assistant
General Manager
Finance and
Operations
General Manager
Retail
Senior Accountant
Store Managers
Records Clerk
Shift Managers
and Cashiers

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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 and petrol.
Receive and store retail products.
Re-organise reserve stock.
Stocktake inventory items on forecourt, shop and reserve.

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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).

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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. Pitstops 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 recordkeeping systems.
Incident summary report for previous 6 months

Incident type
Fuel spill
Numb
er
33
Who affected?
3 customers with fuel on
clothes
Work
days
lost
0
10-litre fuel spill into

drains
Fire in rubbish bin
Staff with smoke

inhalation
Slip on wet shop floor
2 employees
0.5
6
1 customer
Falling stock in reserve
6 employees
Trip
1 customer (cracks in
concrete of forecourt)
1 employee (cluttered
reserve corridor)
Burns (ovens)
42
Employees
23
Fatigued legs
2 employees
Eye and breathing

difficulties related to fumes
from oven cleaner
1 employee
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.

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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.
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
Pitstops records. You discover:
No training records are kept of employees and subcontractors to
provide evidence of workplace competencies.

No rehabilitation 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 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.

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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.

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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.

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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 employees 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.

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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, peerto-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.

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ISS performance management policy

Purpose
To support ISSs commitment to providing a high-performance and
satisfying work environment. To describe ISSs 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.

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ISS induction policy

Purpose
To support ISSs commitment to induction of all new employees. To
describe ISSs 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.

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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.

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Armed holdup
1. Stay calm.
2. Talk in a calm voice.
3. Dont 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.

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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
childrens 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.


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Consultation with stakeholders

Meeting with Store Manager Flagship Store
Amanda Kaisig

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Amanda is very concerned about the number of incidents since Pitstops

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 Jims 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 dont
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 Johns 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.

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Jim was always very attentive to WHS issues in this

store, but Im not so confident about the buyout
stores. They were not trading very well before
Pitstop took them over and I dont 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
Pitstops own.

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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.

Page 28 of 28

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Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

Support and facilitate

2015 Innovation and Business Industry Skills Council Ltd

1st edition version: 1

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

2015 Innovation and Business Industry Skills Council Ltd

1st edition version: 1

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

2015 Innovation and Business Industry Skills Council Ltd

1st edition version: 1

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

2015 Innovation and Business Industry Skills Council Ltd

1st edition version: 1

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

2015 Innovation and Business Industry Skills Council Ltd

1st edition version: 1

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

7. Arrange a time with your assessor to complete management role-play

2015 Innovation and Business Industry Skills Council Ltd

1st edition version: 1

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

board of directors and CEO

needed) including responses to:

Your assessor will be looking for:

meetings and communicate effectively with personnel at all levels of

build support for plans

documentation and present information

Acts, regulations, codes of practice, standards, guidance material and

privacy and other relevant legislation

Adjustment for distance-based learners

videoconference (using videoconference software such as Skype).

2015 Innovation and Business Industry Skills Council Ltd

1st edition version: 1

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

Simulated workplace scenario Pitstop

2015 Innovation and Business Industry Skills Council Ltd

1st edition version: 1

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

1st edition version: 1

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

tarnished by bad press concerning the way we care for

2015 Innovation and Business Industry Skills Council Ltd

1st edition version: 1

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

Pitstop Pty Ltd organisation

Pitstop organisational structure

2015 Innovation and Business Industry Skills Council Ltd

1st edition version: 1

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

Pitstop workplace operations

2015 Innovation and Business Industry Skills Council Ltd

1st edition version: 1

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

2015 Innovation and Business Industry Skills Council Ltd

1st edition version: 1

Assessment Task 1 BSBWHS605 Develop, implement and maintain WHS

WHS initial review and data gathering

Incident summary report for previous 6 months

10-litre fuel spill into

Staff with smoke

Slip on wet shop floor

Eye and breathing

7.5 hour shift.