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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
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.
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:
Specifications
You must:
● participate in consultation session (role-play) with board of directors and CEO
● submit 1–2 page written outline of WHSMS core elements (revised if needed) including
responses to:
○ Store Manager, Amanda Kaisig
○ worker representative, Pat Lee
● submit a draft WHS policy (revised if needed).
● 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
● 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
○ Craigieburn
○ Bendigo
○ Shepparton
○ Wodonga
● NSW:
○ Ballina
○ Wagga Wagga
○ Wollongong
● Qld:
○ Coolangatta
○ 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.
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.
Shift Managers
Records Clerk
and Cashiers
Employees
Ongoing activities
● Serve customers.
● Heat pies.
Once-a-day activities
● Clean all forecourt pumps.
Weekly activities
● Measure the fuel volumes in the underground storage tanks.
Store Managers
Ongoing activities
● Monitor employees under supervision.
● Coach/train employees.
Daily activities
● Sales, inventory and banking reports for General Managers.
Yearly activities
● Performance Review and Development Program (PRDP).
Work
Incident type Number Who affected? days
lost
Fuel spill 33 3 customers with fuel on clothes 0
10-litre fuel spill into drains
Fire in rubbish bin 2 Staff with smoke inhalation 0.5
Slip on wet shop floor 3 2 employees 6
1 customer
Falling stock in reserve 6 6 employees 2
Trip 2 1 customer (cracks in concrete of 0
forecourt)
1 employee (cluttered reserve
corridor)
Burns (ovens) 42 Employees 23
Fatigued legs 2 2 employees 2
Eye and breathing difficulties related to 3 1 employee 1
fumes from oven cleaner
Store visits
Your visit to the stores identified the following points.
● Unwanted chemicals have been eliminated from the flagship store.
● Some goods are being supplied in quantities that make lifting them very difficult.
● Anti-glare screens have been installed on the computer and point-of-sale screens.
● No stress mats for the cashier who has to stand on concrete floors for 7.5 hour shift.
● No real training of staff – supervision more on sales and cost control, not WHS.
● Extensive personal protective equipment (PPE) is provided, including hearing and eye protection,
safety vests, hard hats. But not used all the time by staff.
● No emergency preparedness posters in the stores.
● 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 recordkeeping policies.
● Paper recordkeeping is hard to use to compile WHS performance data for individual stores and
the organisation.
● Archiving of records is practiced and appropriate.
● 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.
● 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.
● 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.
● all employees should develop an awareness about the impact of their behaviour on others
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
● blaming
● 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.
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
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.
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
● provide any information necessary to enable new employees to perform their duties.
Responsibility
Managers are responsible for ensuring that the induction process is implemented for all employees
for whom they are designated supervisors.
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.
● If your clothing is splashed with fuel, saturate the area with water.
● If fuel splashes on your skin, wash immediately with soap and water.
● Always label and store fuel in a cool, well-ventilated location out of children’s reach.
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.
Amanda is very concerned about the number of incidents since Pitstop’s buyout of ISS. Safety
performance, because of poor and antiquated recordkeeping practices, was very difficult to evaluate;
however she was able to compile the following summary report.
● Fuel spills could have catastrophic consequences. There is the risk of failing to comply with
environmental laws. There is also the risk of potential loss of customer goodwill.
● The large number of burns is worrying and is also symptomatic of the lack of procedures and
training for all processes.
That was part of the buyout, when all stores were fitted with the new LG
MP-9485S 34L Silver Colour Solar DOM (10amp) ovens and a pie
warmer so that all the stores could sell Jim’s favourite multiple sale
product – pies. We have not had any issues here, but the new stores had
no training on the new oven. Managers were just given an instruction
book that was translated from Japanese. The staff members need to be
very careful when using the oven cleaner as well. It can give off some
very caustic fumes.
Amanda is concerned that, since the Pitstop buyout of ISS, the system that worked on a small scale
is inadequate to deal systematically with the present size of operations.
Jim was always keen to show new employees the dangers that were
specific to this job and the ways he wanted the risks managed and
actioned. I don’t think the new buyout stores concentrate on the induction
phase with new employees. They tend to introduce the new staff to the
potential hazards as they arise in the work activities. I know Jim looks at
the WorkSafe Victoria website, but I have never accessed it. I know Jim
keeps a copy of the WHS Act and Regulations in his files because I have
seen them there. Jim never questions the money I spend to keep the
personal safety equipment in full stock, but I know they have been on a
restricted budget in the buyout stores. As for training, well, Jim did it all.
He trained me, but I know that with all the increased activity, he has not
had the time to train the other managers as he would have liked. He
authorised resources for my St John’s first aid course and actually gave
me time off work to do it. I know that only a few of the buyout managers
have this qualification.
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.
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.
Performance objective
The candidate will demonstrate the skills and knowledge required to plan and to implement a WHS
management system.
Assessment description
Using the scenario information supplied, and the WHS policy and management system design you
developed for Assessment Task 1, you will carry out a number of planning and implementation activities,
and role-play consultation with stakeholders. To complete the assessment task requirements, you will
develop and submit a portfolio of planning and implementation documentation for a pilot program at the
Pitstop Pty Ltd Wollongong service station.
Procedure
1. Review the simulated workplace information for Pitstop Pty Ltd provided in this task. Review the
WHSMS design and WHS policy you proposed in Assessment Task 1. Prepare to plan and
implement elements of the WHSMS in consultation with relevant individuals and parties.
2. Arrange with your assessor to meet with the board of directors and senior management (in a
role-play) to discuss the requirements of the WHS plan: identification and control of hazards,
compliance, performance monitoring, and implementation of system.
3. Lead the role-play meeting with board of directors and senior management to:
a. outline requirements of WHS planning; refer to appropriate standards
b. discuss and consult on procedures to manage WHS risk
c. discuss and consult on compliance and standards to adhere to
d. discuss and consult on WHS targets and performance measures
e. describe key elements of implementation to be piloted at Wollongong store.
Note: Ensure you anticipate possible issues and objections and use communication skills to build
consensus and support for system.
4. Develop a 1–2 page outline of plan, containing outcomes of consultation.
5. Develop a 1–2 page draft risk assessment and control procedure.
6. Develop a draft implementation/action plan for the Wollongong store. Include:
a. specific activities for:
Specifications
You must:
● participate in two consultation role-plays:
● submit draft and final implementation/action plans for the Wollongong store.
○ contribute to the assessment of resources needed to manage risk and, where appropriate,
access these resources
● 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 develop and implement plans
● information technology skills to conduct research, create documentation and present information
● knowledge of relevant Commonwealth and state or territory WHS Acts, regulations, codes of
practice, standards, guidance material and other relevant publications
● 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 WHS management systems.
● lead meeting with the Wollongong manager and HSR to consult on implementation.
Crucially for senior management, you will need to carry out planning and implementation in close
consultation with stakeholders to ensure buy-in across the organisation.
Senior management sees the implementation of the WHSMS as a great opportunity to build a self-
sustaining and reinforcing culture of safety that systematically reduces risk across the expanding
business.
As CEO Jim Murphy states, however, ‘…the rapid expansion of our business, and replication of
management structures and systems, will mean that the effect of any successes or failures will be
amplified – we may only get one chance to get this implementation right.’ The key objectives for the
WHSMS implementation are to:
● minimise injuries
Employees
Ongoing activities
● Serve customers.
● Heat pies.
Once-a-day activities
● Clean all forecourt pumps.
Weekly activities
● Measure the fuel volumes in the underground storage tanks.
Store Managers
Ongoing activities
● Monitor employees under supervision.
● Coach/train employees.
Daily activities
● Sales, inventory and banking reports for General Managers.
Yearly activities
● Performance Review and Development Program (PRDP).
Employee Comments
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.
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:
● submit a written 3–4 page report containing recommendations for improvement of the WHS
management system.
○ 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
● 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.
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.
To minimise injuries IR=<4 Skills assessment of workers. Number of reported injuries and near Store Managers
misses in 6-month period.
Specific training on equipment
and job roles. Data from incident reports.
To reduce number of days LTIFR=<6 Skills assessment of workers. Number of lost days in 6-month period. Store Managers
of lost work
Specific training on equipment Data from incident reports.
and job roles.
To establish risk All employees aware of Documents developed and Percentage of managers who have Store Managers
management process procedure. distributed in policies and completed process over 6-month
procedures manual to all staff. period.
All managers have initiated
one safety audit and Safety audits.
implemented process.
Project management report.
To ensure managers All managers have Training for managers on Percentage of managers who have WHS Manager
implement WHS policy and performed a skills audit and process. performed a skills audit.
WHSMS conducted or initiated
Manager’s report.
appropriate training for
employees. Percentage of employees who have
completed training.
Management reports/training records.
To ensure employee buy-in All employees have Managers to conduct monthly Percentage of employees who have WHS Manager and
across the organisation attended a WHS sessions with employees to attended sessions. Store Managers
information session run by explain WHS issues, consultative
Management reports.
managers in 6 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
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.
Project management reports 13 managers have completed a skills audit in the 6-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.
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.
Feedback through HSRs and Employees feel that there was a lot of initial managerial
informal consultation 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 independent Barriers and engineering controls 50% more effective in
scientific studies; advice from reducing incidents than signage.
WHS experts
Stable causal link between increased frequency and 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.
● 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.
● 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.
● all employees should develop an awareness about the impact of their behaviour on others
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
● blaming
● 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.
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
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.
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
● provide any information necessary to enable new employees to perform their duties.
Responsibility
Managers are responsible for ensuring that the induction process is implemented for all employees
for whom they are designated supervisors.
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.
● If your clothing is splashed with fuel, saturate the area with water.
● If fuel splashes on your skin, wash immediately with soap and water.
● Always label and store fuel in a cool, well-ventilated location out of children’s reach.
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.