BSBWHS605 develop implement and maintain whs management systems

Assessment Task 1

Support and facilitate implementation and develop WHS policy

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).

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:
   1. organisational requirements for WHS management
   2. responsibilities and accountabilities for WHS
   3. WHS risk management and procedures
   4. documentation and recordkeeping requirements for monitoring and review and demonstration of compliance
   5. 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:
   1. Victorian WHS legal framework
   2. NSW or Qld WHS Act, to support your proposal for the design of a WHSMS
   3. relevant standards for WHS management systems, risk management and recordkeeping.
5. Develop a draft WHS policy for Pitstop Pty Ltd.
6. Develop a (1–2 page) written outline of core elements of your proposed WHS management system and your response to issues raised by Amanda Kaisig and Pat Lee.
   1. 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.
   2. 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.
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 10–15 minute role-play presentation and consultation session, propose the design of an appropriate WHS management system and WHS draft policy to the board of directors and CEO. Ensure you lead the meeting and discuss:
   1. core elements of system and proposed changes or additions
   2. relevant standards
   3. relevant legislative requirements for WHS management, including those related to recordkeeping
   4. WHS policy requirements
   5. how policy will be communicated to employees
   6. how design of WHS management system and WHS policy meet internal and external requirements
   7. possible certification option and process of certification.

1. Note that during the presentation and consultation session, you will need to:

1. answer questions
2. ask for feedback and input into the system
3. 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.

Specifications

You must:

• participate in presentation and consultation session (role-play) with board of directors and CEO
• submit 1–2 page written outline of WHSMS core elements (revised if needed) including responses to:
  • Store Manager, Amanda Kaisig
  • worker representative, Pat Lee
• submit a draft WHS policy (revised if needed).

  Your assessor will be looking for:

• analytical 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).

Simulated workplace scenario – Pitstop Pty Ltd

Pitstop is a privately owned company that until recently operated one independent service station in Melbourne’s north. Jim Murphy, who is the owner, chairman and CEO, has run the company for the past five years. He has operated service stations for most of the last 25 years and relies on his hands-on approach to monitor and instruct staff on what to do.

In the past eight months, Pitstop has raised sufficient finance to buy out the Independent Service Station (ISS) chain of nine stores across Victoria, NSW and Queensland and rebrand them all as Pitstop. Jim plans to continue the expansion until the optimum target of 30 service stations is secured for the Victoria, NSW and Queensland market.

Pitstop service stations trade 24 hours a day. They typically include a vehicle access forecourt with at least six pump stations, a retail shop, a food bar, Store Manager’s office and stockroom. They sell fuel, oil, gas, supermarket goods, hot pies (heated from frozen on the premises) and cold drinks.

Including the retained staff from the ISS buyout stores, Pitstop has a workforce of approximately 60 employees. The employees come from a wide range of cultural 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 company’s enterprise resource planning and accounting systems. The flagship store has an attached office space that accommodates the directors and senior management staff.

Pitstop service stations are currently located in:

• Victoria:
  • Craigieburn
  • Bendigo
  • Shepparton
  • Wodonga
• NSW:
  • Ballina
  • Wagga Wagga
  • Wollongong
• Qld:
  • Coolangatta
  • Ipswich
  • Toowoomba.

Background to WHSMS

You have been employed by Pitstop as the General Manager – Retail. You have been asked to design and develop a WHS management system (WHSMS) to manage WHS for Pitstop as one of your initial tasks.

In the employment interview, Jim explained that:

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

I don’t want to pressure you, but it is imperative that this WHSMS be in place in four months' time when we meet with all key stakeholders of Pitstop.

When I managed the single store, we never had the injuries and time off work that we are having at the moment. I was always very careful to tell my staff how to work safely and made sure any potential hazards were dealt with before they caused injury. But I can’t be in ten places at once. We need a system that can be effectively implemented and monitored without me having to be there.

Absenteeism has gone up and I believe that it is caused by low staff morale connected to work health and safety. I believe that work should be a happy place because a happy workplace is a productive one. Also, it tends to cultivate long-term employees.

After the interview, Jim introduced you to key investor and board member Alan Harvey, who explained that he leaves Jim to worry about the company operations while he concentrates on strategic planning. Alan said:

With our expansion plans we have to be very concerned about our brand image. We can’t afford to have it tarnished by bad press concerning the way we care for our sites. We handle a lot of hazardous substances in our service stations, and the board takes the legal responsibilities we have as company directors in regard to WHS very seriously.

In developing the WHSMS, make sure you consult with and include the board.

Alan asked you about the way you intend to go about setting up the WHSMS for Pitstop and whether you will be needing any help in achieving the task by the due date.

Your response was that you had been involved the rollout of a similar program with Australian Petroleum. You had used WHS consultants in areas where the company management required additional expertise. You also used the National Safety Council of Australia (NSCA) to train the managers about WHS responsibilities and obligations. You think NSCA may also be useful for training the Pitstop Store Managers on WHS compliance, as would St John’s Ambulance in certifying all managers with first aid competency.

Alan noted that, in the interest of efficiency, it would be a good idea to integrate existing management systems with the new WHSMS. This may involve adapting policies from other management systems at Pitstop or those legacy policies retained from the ISS buyout stores.

Alan went on to say:

This is a critical area for our short-term and long-term future. We don’t want to set a budget, but would rather you come back to us with recommendations on the resources required to do the WHSMS right.

Pitstop 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

Pitstop organisational structure

Performance Review and Development Program (PRDP).

WHS initial review and data gathering

One of the first tasks that the directors have asked you to perform is to review the existing WHS situation at Pitstop. Pitstop’s most senior Store Manager, Amanda Kaisig, has compiled 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

Store visits

Your visit to the stores identified the following points.

• Unwanted chemicals have been eliminated from the flagship store.
• Some goods are being supplied in quantities that make lifting them very difficult.
• Anti-glare screens have been installed on the computer and point-of-sale screens.
• No stress mats for the cashier who has to stand on concrete floors for 7.5 hour shift.
• No real training of staff – supervision more on sales and cost control, not WHS.
• Extensive personal protective equipment (PPE) is provided, including hearing and eye protection, safety vests, hard hats. But not used all the time by staff.
• No emergency preparedness posters in the stores.
• Only a few safe working procedures clearly visible or available.
• No induction of new staff on WHS.
• No staff noticeboard for safety information.
• 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.
• 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.

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.
   1. Check for DANGER; to you, to others, to the casualty.
   2. Check for a RESPONSE.
   3. Check the AIRWAY.
   4. Check for BREATHING.
   5. 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.

Clear soaked mats and place them in the discard bin.

Armed holdup

1. Stay calm.
2. Talk in a calm voice.
3. Don’t argue.
4. Press hidden alarm.
5. Always give them what they want.
6. Note as many details as possible about the person.
7. Report details to police.

ISS hazard control procedures

All staff should be made aware of this policy and procedure within several months of commencing work at ISS.

New staff should be made aware of any hazards that exist within the workplace, and the way ISS manages the potential risk from that hazard.

It is expected that each staff member will report and act upon potential workplace hazards.

Process for identification of new hazard:

1. Identify hazard.
2. Clear area.
3. Partition the hazard.
4. Clear hazard if safe to do so.
5. Report hazard to owner or manager.
6. Complete all documentation.

ISS safe fuel handling – Instructions for customers

Car engines – By law you must switch off your engine before and during refuelling.

Refuelling petrol vehicles – Take care; static discharge from clothing may ignite vapours.

Mobile phones – Dropping a mobile phone can cause sparks, which may ignite vapours. Using a mobile phone while refuelling can cause a lapse in concentration.

Smoking – By law, you and your passengers are required to extinguish your cigarettes.

Children – ONLY adults (15 years or older) are permitted to fill fuel tanks.

Motorcycles – Always dismount your motorcycle prior to and during refuelling.

Autogas (LPG) – If you detect an LPG leak, press the emergency stop button and advise staff immediately.

Caravans and food vans – By law, you are required to extinguish all pilot lights.

Filling containers – Fill only properly labelled containers which have been stamped to say they are approved to carry flammable liquids.

Safe fuel handling – Please be careful when handling or storing fuel for any purpose.

• Contact with fuel can burn or irritate skin and eyes.
• If your clothing is splashed with fuel, saturate the area with water.
• If fuel splashes on your skin, wash immediately with soap and water.
• Prolonged exposure to vapours can adversely affect health.
• Always label and store fuel in a cool, well-ventilated location out of children’s reach.
• It is illegal to pour fuel into drains or sumps.

Prevention of static electricity

• Discharge static electricity (e.g. by touching metal parts of your vehicle) before refuelling.
• Do not re-enter your vehicle during refuelling – stay outside.

Driveway safety

• Start your engine and move your vehicle only AFTER refuelling is completed and the nozzle has been returned to the pump.
• Pull-away of hose and nozzle may hurt people around you, damage your car, lead to fuel leakage and possibly cause a fire.
• Service station driveways are busy places. Reduce speed and be aware of moving vehicles and pedestrians.

Consultation with stakeholders

Meeting with Store Manager – Flagship Store

Amanda Kaisig

Amanda is very concerned about the number of incidents since Pitstop’s buyout of ISS. Safety performance, because of poor and antiquated recordkeeping practices, was very difficult to evaluate; however she was able to compile the following summary report.

• Fuel spills could have catastrophic consequences. There is the risk of failing to comply with environmental laws. There is also the risk of potential loss of customer goodwill.

We advertise our responsibility to the environment.

• The large number of burns is worrying and is also symptomatic of the lack of procedures and training for all processes.

That was part of the buyout, when all stores were fitted with the new LG MP-9485S 34L Silver Colour Solar DOM (10amp) ovens and a pie warmer so that all the stores could sell Jim’s favourite multiple sale product – pies. We have not had any issues here, but the new stores had no training on the new oven. Managers were just given an instruction book that was translated from Japanese. The staff members need to be very careful when using the oven cleaner as well. It can give off some very caustic fumes.

Amanda is concerned that, since the Pitstop buyout of ISS, the system that worked on a small scale is inadequate to deal systematically with the present size of operations.

Jim was always keen to show new employees the dangers that were specific to this job and the ways he wanted the risks managed and actioned. I don’t think the new buyout stores concentrate on the induction phase with new employees. They tend to introduce the new staff to the potential hazards as they arise in the work activities. I know Jim looks at the WorkSafe Victoria website, but I have never accessed it. I know Jim keeps a copy of the WHS Act and Regulations in his files because I have seen them there. Jim never questions the money I spend to keep the personal safety equipment in full stock, but I know they have been on a restricted budget in the buyout stores. As for training, well, Jim did it all. He trained me, but I know that with all the increased activity, he has not had the time to train the other managers as he would have liked. He authorised resources for my St John’s first aid course and actually gave me time off work to do it. I know that only a few of the buyout managers have this qualification.

Jim was always very attentive to WHS issues in this store, but I’m not so confident about the buyout stores. They were not trading very well before Pitstop took them over and I don’t think WHS was a key focus of those stores. It hardly comes up in store meetings and agendas proposed by the managers of the buyout stores. As you can see, Jim did not have a lot of documented policy and procedures but he was very conscious of the importance of WHS for the staff.

Despite issues with buyout stores’ safety, because of time pressures, we have tended to adopt their policy and procedures until we can fully develop Pitstop’s own.

Meeting with worker representative, former ISS stores – Pat Lee

Pat Lee

Pat Lee has met with 40 workers and managers from the former ISS stores. He has compiled a list of their concerns.

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

Assessment Task 2

Develop WHS plan and implement

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:
   1. outline requirements of WHS planning; refer to appropriate standards
   2. discuss and consult on procedures to manage WHS risk
   3. discuss and consult on compliance and standards to adhere to
   4. discuss and consult on WHS targets and performance measures
   5. 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:
   1. specific activities for:
      1. initial launch of WHSMS, including development of policies and procedures (safety procedures, recordkeeping procedures, etc.)
      2. ongoing activities
      3. training: consider current activities undertaken by staff, required activities under your plan, and capabilities of current employees
      4. communication and consultation
      5. monitoring and reporting, such as regular safety audits
   2. responsibilities and accountabilities
   3. timelines
   4. targets
   5. resources and estimated costs, for example training costs
   6. highlighted areas of integration with other management systems.
7. Arrange with your assessor to meet with the Wollongong manager to discuss implementation.
8. Lead role-play meeting with Wollongong manager and HSR to:
   1. outline requirements of implementation; refer to appropriate standards
   2. discuss and consult on procedures and processes to manage WHS risk
   3. discuss and consult on key features of implementation included in plan

   Note: Ensure you anticipate possible issues and objections and use communication skills to build consensus and support for system.

9. Make adjustments to implementation plan after consultation with Wollongong manager.
10. Submit all portfolio documents to your assessor as per the specifications below. Ensure you keep a copy of all work submitted for your records.

Specifications

You must:

• participate in two consultation role-plays:
  • meeting with the board of directors and senior management
  • meeting with the Wollongong manager and HSR
• submit a 1–2 page outline of plan containing outcomes of consultation
• submit a 1–2 page draft risk assessment and control procedure
• submit draft and final implementation/action plans for the Wollongong store.

Your assessor will be looking for:

• analytical skills to:
  • analyse relevant workplace information and data
  • 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
• numeracy skills to estimate costs of WHSMS
• organisational skills to manage own tasks within a timeframe
• project management skills to develop plans to achieve change
• knowledge of barriers to WHSMS implementation, and strategies to remove them
• 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 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.

Adjustment for distance-based learners

• Role-plays can be varied to take place by videoconference (using videoconference software such as Skype).

Simulated workplace scenario – Pitstop Pty Ltd

In order to ensure that the WHSMS and its accompanying documentation will meet the needs and expectations of all Pitstop employees across Victoria, NSW and Queensland, you are piloting your WHSMS implementation in the Wollongong, NSW service station. Pitstop Wollongong is the service station with the most WHS incidents to-date, with a representative workforce of relatively new employees and with only a few long-serving staff.

You have met with the CEO of Pitstop and all relevant Pitstop stakeholders to consult on the general design of the WHS management system. You have now been authorised to plan and implement the system.

There are several key tasks to perform, including:

• lead meeting with the board of directors and senior management to consult on planning
• develop a 1–2 page draft risk assessment and control procedure
• develop a draft implementation/action plan for the Wollongong store
• 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
• reduce number of days of lost work
• establish risk management process
• ensure managers implement WHS policy and WHSMS
• ensure employee buy-in across the organisation.

Wollongong store employee skills

Assessment Task 3

Measure, evaluate, review and improve WHS performance

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:
   1. the measurement and evaluation requirements of the WHS plan
   2. setting targets and KPIs for managers and employees in accordance with organisational objectives for the WHS. Consider outcome and management KPIs
   3. 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:
   1. consider the relationship between the data and the WHSMS targets and performance indicators. What are the gaps?
   2. consider possible causal relationships between data and aspects of the WHSMS implementation
   3. consider possible improvements to address root causes of performance issues
   4. consider existing procedures and ways to improve them
   5. 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.
   1. Executive summary (briefly summarise report).
   2. Body (analyse data from scenario; discuss possible causes; explore possible solutions; explain your reasoning and support with evidence).
   3. Conclusions (make conclusions based on analysis; determine root causes of performance issues).
   4. 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.

Adjustment for distance-based learners

• Role-plays can be varied to take place by videoconference (using videoconference software such as Skype).

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 management system objectives and appears below.

Key

IR Incidence Rate
LTIFR Lost Time Injury Frequency Rate

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

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.

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.
   1. Check for DANGER; to you, to others, to the casualty.
   2. Check for a RESPONSE.
   3. Check the AIRWAY.
   4. Check for BREATHING.
   5. 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.

Case study: StorPlus Pty Ltd

Role and task

StorPlus consists of three large Brisbane supermarket distribution warehouses that were recently purchased by Kim Li, an investor with interests in over 50 supermarkets throughout Queensland.

You have previously worked as a manager in Kim Li’s supermarket chain and served on the WHS committee that advised the General Manager on WHS matters. Kim Li was so impressed with your contribution on that committee that he has offered you the position of General Manager for the newly established warehouse division that he is keen to expand to ten warehouses throughout Queensland over the next five years.

The first task that Kim Li wants you to address is the design and development of a WHS management system (WHSMS) for managing WHS for StorPlus within the next three months, with an implementation taking place in the three months following. A successful design and implementation in six months' time will include:

• a full set of revised and authorised WHS policy and procedures communicated to all personnel
• completion of the relevant gap training in new procedure initiatives and for all staff
• systems for monitoring and review in place, with assignment of clear responsibilities.

The business

StorPlus warehouses trade seven days a week from 5 am to 3 pm. They typically include a customer car park, delivery dock, dispatch dock, warehouse dry goods area, frozen goods area, five checkouts, and an office complex and staff room. They sell supermarket lines including dry food products, chemical cleaners, refrigerated foods, frozen foods, cigarettes, alcohol and packaging items.

Each warehouse employs approximately 30–40 people.

All warehouses have a computerised point-of-sale system that is networked so that emails and reports can be sent electronically from the main warehouse in Brisbane to the other two warehouses located on the Gold Coast and at Caboolture. The main warehouse has an attached office space that accommodates you and the head office administration staff.

The organisational chart looks like this (your role is in grey):

Employment at StorPlus

In the past month, you have been employed as the General Manager. As one of your initial tasks, you have been asked to design and develop a WHS management system (WHSMS) for managing WHS at StorPlus. In the employment interview, Kim explained the following.

StorPlus is a new area for our company. We have not been in warehousing before but we have plans to expand this division in the next five years. My board of directors has made me acutely aware that we can’t just copy our system from the supermarkets to the warehouse because of the unique and different WHS aspects encountered in warehousing. 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. I have witnessed first-hand the financial cost of not implementing a comprehensive WHSMS and I don’t want that repeated here. You may need to create or rewrite organisational policies as well as devise training schemes, implement changes, and develop reports that summarise WHS audit forms you will have created and implemented. I don’t want to pressure you, but it is imperative that this WHSMS be in place in three months' time when we meet with all key stakeholders of StorPlus.

I have looked at the absenteeism records of StorPlus and I think they are too high – in relation to our supermarket results, anyway. It seems that there are far too many injuries being reported for my liking, which may be the reason behind the absenteeism. I was always very careful to tell my supermarket managers and staff how to work safely, and made sure any potential hazards were dealt with before they caused injury. But I can’t be at both the supermarkets and the warehouse divisions all the time.

We need a system that can be effectively implemented and monitored for the warehouse division without me having to be there monitoring it all the time. With absenteeism increasing, I believe that it is causing a low staff morale. I believe that work should be a happy place because a happy workplace is a productive one. Also, a happy, injury-free workplace tends to cultivate long-term employees. All our staff are employed under the General Stores, Warehousing and Distribution Award – State 2002 and while we have had agreeable discussions with the union representatives, I expect them to be very protective of their members when they visit us and check out the way we look after and care for the workers.

You know how seriously we take compliance with WHS from the supermarket division, and the strict penalties we impose on managers or staff who breach the requirements.

After the interview, Kim introduced you to one of his directors, Mary Kappas, who explained that while Kim concentrates on operational issues, she concentrates on the business administration and development issues. Mary said:

With our expansion plans, we have to be very concerned about our brand at StorPlus. We can’t afford to have it tarnished by bad press concerning the way we care for our sites, and more particularly the responsibilities we have as company directors in regard to WHS. Also, there are actually government contracts that we cannot tender for because we cannot meet their requirements on WHS compliance.

Mary asked you about the way you intend to go about setting up the WHSMS for StorPlus and whether you will be needing any help in achieving the task by the due date. Your response was that you had been involved in the rollout of a similar program with the supermarket chain, who had used consultants from Correct Safety Pty Ltd in areas where the company management required additional WHS expertise. The supermarket chain also used the National Safety Council of Australia (NSCA) to train the managers in WHS responsibilities and obligations. You explained that you may follow the same approach, as you had a good working relationship with Correct Safety Pty Ltd consultants, who provide a health and safety consulting service across a wide range of industries, including supermarkets. You were keen to get their help in the scoping and planning phase in order to make sure all key aspects of the WHSMS were accounted for. NSCA may also be useful for training the managers on WHS compliance, as would Australian Red Cross in certifying all managers with first aid competency.

Mary 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.

Besides, getting the right employees for the warehouse positions is difficult, and we need to have everything going for us to secure the right person. This includes being a safe place to work and becoming an ‘employer of choice’ for key personnel.

The board of directors does not see the need to create health and safety committees, and to-date we have not included the unions, as they do not have a right of entry as authorised persons for the purpose of addressing WHS issues.

Research

One of the first tasks that the partners directed you to perform was to research the existing WHS situation. Kim hands you an incident report taken from the staff records during the last eight months, and asks you to discuss the situation with StorPlus’s Administration Manager, John Tomlin, who helped compile this special report.

Interview with Administration Manager

You meet with John, the Administration Manager, who works in the Brisbane warehouse. You ask about the number of days lost relating to back injuries, and John explains.

We have put on a lot of casual staff members in the past few months who are more mature-aged. It seems that they are not being told how to lift properly or they are taking on too much in the hope of impressing the bosses. It could have something to do with their age but warehousing is all about the physical movement of products so I guess we just have to budget for this.

In response to your questions about the existing Safety Management Systems, John explains:

The past management were not that focused on WHS. They were only interested in results, and that meant bottom line results. Profit was the focus of the previous management, so we don’t have that much in the way of a Safety Management System as such.

We don’t have a WHS induction of new employees. They are expected to learn that on the job. I have never been asked to review the Queensland Health and Safety website and, while I know that there is a copy of the Workplace Health and Safety Act and Regulations in the files, it was more about knowing the information that ensured that the directors did not get sued over WHS negligence.

Kim and the new directors have a more employee-focused attitude to the WHS obligations, which is great; but that is not what the warehouse staff members are familiar with. We were not trading very well before the new owners took us over and I don’t think WHS was a key focus. It hardly ever came up in staff meetings or agendas proposed by the managers. Since the buyout, we have continued to adopt the previous policy and procedures until new ones can be developed.

John explains the general setup of the warehouses in the following way.

Warehouse inventory is piled high. The forklifts are everywhere. Employees and managers need to be on their toes to watch out for forklifts, particularly when they are reversing. Sometimes the noise is so great that you can’t hear them. We employ a highly casualised workforce who can work from a minimum of 4 hours up to 30; so communication to the entire team is always difficult, and the high intensity of the productivity demands does contribute to employee stress levels, particularly when trying to meet timeline requirements: The 8 am and the 3 pm shipments out, and the morning deliveries received.

John gives you the policies they have.

StorPlus policy and procedures – Occupational Health and Safety

This policy should be included in the owner/manager’s policy and procedures file in the owner/manager’s office. Important issues relating to WHS should be recorded in the daily diary kept in the manager’s office.

This policy aims to adhere to all relevant WHS legislation.

General hazards

All staff should be made aware of this policy and procedure within several months of commencing work at StorPlus.

New staff should be made aware of any hazards that exist within the workplace and the way StorPlus 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.

Manual handling

Staff members are to apply correct lifting procedures or, where possible, use equipment for lifting. The owner/manager will demonstrate the correct lifting procedure.

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 danger.
2. Assist anyone in the vicinity of the fire away from danger.
3. Close door to the fire area if possible.
4. Call for assistance and call out ‘FIRE, FIRE, FIRE’ in a loud and clear voice.
5. Attack the fire with the correct extinguisher or fire hose.

   Cyclone

6. Upon warning of approaching cyclone, tape up windows or close shutters.
7. Remove external objects that could become a projectile in the strong winds.
8. Stay inside the warehouse; do not go outside until you are notified it is safe to do so.
9. Find a space that is small, where the walls are short in length.
10. Keep everyone away from any external glass windows.
11. Listen to local radio for information.

    Armed holdup

12. Stay calm.
13. Talk in a calm voice.
14. Don’t argue.
15. Press hidden alarm.
16. Always give them what they want.
17. Note as many details as possible about the person.
18. Report details to police.

    First aid

19. Supervisors and managers should endeavour to have a current first aid certificate.
20. Follow CPR procedure where appropriate:
    1. Check for DANGER; to you, to others, to the casualty.
    2. Check for a RESPONSE.
    3. Check the AIRWAY.
    4. Check for BREATHING.
    5. Check for CIRCULATION.
21. Call for assistance as soon as it is appropriate to do so.

Follow-up meeting with Kim and Mary

As part of your follow-up meeting with the directors, Kim and Mary, you ask about the responsibilities and accountabilities relating to WHS at StorPlus. Kim responds to your questions with the following answers.

One thing should be very clear ... the board of directors expects a zero-tolerance approach to WHS breaches. They don’t want to be sued personally for WHS failures, and besides they consider the loss in reputation, community goodwill and employee morale to be far greater than the cost of WHS ‘best practice’ compliance particularly in relation to the Work Health and Safety Act 2011 (Qld) (WHS Act).

While we as directors are ultimately responsible, we would like you to head up this area, and to create an organisational responsibility chart for WHS and to include it in the future job descriptions. We want WHS performance to be included in the warehouse manager’s overall assessment.

The accounts clerks can monitor the records required and the executive assistant can make sure all relevant information is communicated effectively, and collate the feedback for you.

In response to your question about developing WHS strategies based on the ‘hierarchy of control’, Mary says:

Yes, we do try and eliminate the risk altogether, but the reality is we can’t. Some risks come with the business we are in. The only way to eliminate them is to stop trading, and we are not about to do that. We do want to make sure staff members have the right protective equipment, but not all of the StorPlus staff members want to use them. They say it takes too long to do the job and time is money. Kim has been out to the warehouses as often as he can to check for hazards, but he is just so pressed for time.

You ask about the risk assessment process and Kim explains:

I do like to give my attention to the warehouse areas that I think are the highest risk, but I make that assessment from my own experience and judgement. I don’t get much feedback from the warehouse managers and I find I have to go out to them and make my own assessment.

Meeting with workers

A meeting with all 60 workers of StorPlus is arranged as part of your initial review. Kim and Mary address the group about their particular areas of concern, but explain to the group that you are visiting them to discuss WHS issues. You speak to individual members of the group and take the following notes concerning some WHS issues.

Apart from ringing the directors and recording incidents in the store diary or notifying their manager, there was no formal documented and promoted method for raising health and safety issues.

Few health and safety issues have been raised by management for the past two years.

The workers are unsure if the issues raised by them actually make it to the directors. They are not sure that their managers are that interested in it.

Some of the workers have contacted their union representatives, who have given their members information about WHS issues.

No one-on-one training was given by technical experts on how to operate the new forklifts.

Workers have developed a system of reading the diary to inform themselves of any health and safety issues raised by their co-workers.

Sometimes workers have to do double shifts when staff members phone in sick, which has been increasing due to the low morale.

Warehouse visit

Your visit of the warehouse sites identifies the following issues.

• No mats at the front door – explanation that it was previously a trip hazard.
• Some goods being supplied in quantities that make manual lifting very difficult.
• Anti-glare screens have been installed on the computers 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), including hearing and eye protection, safety vests, hard hats. But not used all the time by staff.
• No emergency preparedness posters.
• Only a few safe working procedures clearly visible.
• No induction of subcontractors on WHS.
• No staff noticeboard for safety notices.
• Staff members not using the gloves when handling frozen products.
• Gardening staff not supplied with sun protection equipment.
• Material safety data sheets seem to be available for most chemicals.
• First aid kits in every store – most fully stocked. Staff members have been given permission to fully stock it by Kim.
• 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 inducted about their duty of care on-site.

Accounts clerk’s records

You check with the accounts clerk who is responsible for keeping all of StorPlus’s records. You discover the following.

• No training records kept of employees and subcontractors to provide evidence of workplace competencies.
• No rehabilitation policy.
• Records relating to workers compensation claims kept in a locked cabinet.
• No records of accident investigation, accident reports, or a register of injuries.
• Archiving of records is practiced and appropriate.
• Electronic data is backed up periodically.
• Records of employee capability are kept up-to-date and easily accessible at short notice.
• Insurance policies are in place, but may not have been appropriately upgraded after the new owners took over.
• In the files you discover some other relevant documents, including the current policy and procedures that have been adopted from the new owner’s supermarket chain.

Other StorPlus policy and procedures documents

Work/life balance policy

StorPlus aims to provide a flexible and family-friendly workplace that reasonably accommodates external commitments and carer responsibilities.

As a flexible and family-friendly business, StorPlus recognises that its employees have responsibilities and commitments extending beyond the working environment. StorPlus is aware that these responsibilities and commitments can have a significant impact on employment opportunities, and StorPlus is committed to providing an accessible, supportive and flexible environment for all staff.

In responding to requests for arrangements relating to work/life balance, the General Manager will need to consider work requirements and the current and potential needs of others in responding, keeping in mind that StorPlus 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 members will position StorPlus as an employer of choice, initiate a high level of commitment from staff members to the work and ideals of StorPlus, provide high levels of job satisfaction and a strong collaborative and collegiate culture while at the same time reducing stress and employee turnover.

Staff members will be provided with a positive work environment where supervisors strive to meet expectations in accommodating life and personal responsibilities.

Smoking policy

As an employer, StorPlus has a duty under Work Health and Safety 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 Work Health and Safety policy, and standard disciplinary procedures will apply.

Sexual harassment policy

StorPlus 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/SMS), 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.

StorPlus considers sexual harassment an unacceptable form of behaviour, which will not be tolerated under any circumstances.

StorPlus undertakes to educate all employees on the issue of sexual harassment in order to avoid its incidence and to inform employees of procedures to deal with the problem should it occur.

Security camera policy

StorPlus utilises security cameras for the purpose of deterring theft and for identifying perpetrators of theft. Security cameras are only installed in public areas adjacent to locations where there is a high concentration of valuable equipment.

Staff members are informed when security cameras are installed, and the operation of security cameras in an area is brought to public attention by prominent signs in the vicinity of the cameras.

Security cameras capture moving images with audio, or, in some instances, still images only. The images captured by security cameras are recorded and stored until such time as they are automatically overwritten by the recording equipment, in practice approximately every two weeks.

Access to security camera recordings is protected by password, and is held by the Warehouse Manager. Security camera recordings are not viewed unless a suspected theft has occurred. Security camera recordings are only viewed with the prior approval, and in the presence of, the Warehouse Manager.

Dress and appearance policy

StorPlus maintains a professional working environment. A reasonable standard of dress and appearance is expected of all employees.

Sales, warehouse, delivery and dispatch staff are expected to wear the StorPlus uniform and protective footwear.

Office and administrative staff are expected to ensure that appropriate professional standards are maintained at all times. Whenever staff members are on duty, business attire or attire appropriate to the activity is required.

Your cooperation in maintaining high standards of dress and appearance will be appreciated.

Bullying and harassment policy

StorPlus 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 StorPlus 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.

StorPlus 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 StorPlus.

A variety of behaviours and acts my constitute bullying which, over time, create a negative workplace environment. These may include:

• sarcasm and other forms of demeaning language
• coercion
• punitive behaviour
• isolation threats
• verbal abuse
• shouting
• constant unconstructive criticism
• blaming
• 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.

Alcohol and drugs policy

StorPlus 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.

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