Assessment Task 1

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

and develop WHS policy
Submission details
Candidate’s name Phone no.
Assessor’s name Phone no.
Assessment site
Assessment date/s Time/s
The assessment task is due on the date specified by your assessor. Any variation to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for
details.
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.
© 2015 Innovation and Business Industry Skills Council Ltd 1st edition version: 1
Page 1 of 22
Procedure
1. Review the simulated workplace information for Pitstop Pty Ltd (below).
2. Conduct an initial review of the simulated workplace, including core elements of the
system:
a. organisational requirements for WHS management
b. responsibilities and accountabilities for WHS
c. WHS risk management and procedures
d. documentation and recordkeeping requirements for monitoring and review
and demonstration of compliance
e. employee capability and need for training.
Note: Some relevant information may be gathered from the simulated workplace
information provided below; some information may be gathered through the
process of consultation.
3. Review the summaries of consultation meetings with organisational stakeholders to
gain input into proposed WHSMS (you will need to address the stakeholder
concerns in your WHSMS).
4. Conduct any research necessary to support your proposal for the design of a
WHSMS, for example on:
a. Victorian WHS legal framework
b. NSW or Qld WHS Act, to support your proposal for the design of a WHSMS
c. relevant standards for WHS management systems, risk management and
recordkeeping.
5. Develop a draft WHS policy for Pitstop Pty Ltd.
6. Develop a (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.
a. Store Manager of flagship store, Amanda Kaisig needs to be reassured that
the new system will deal systematically with all health and safety problems,
that the board of directors is fully committed and will provide the required
resources.
b. Worker representative from former ISS stores, Pat Lee is willing to
communicate the importance and benefits of the new WHSMS to workers,
but only if convinced of the benefits to workers and that management has
given its full commitment to any new WHSMS.
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.
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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:
a. core elements of system and proposed changes or additions
b. relevant standards
c. relevant legislative requirements for WHS management, including those
related to recordkeeping
d. WHS policy requirements
e. how policy will be communicated to employees
f. how design of WHS management system and WHS policy meet internal and
external requirements
g. possible certification option and process of certification.
Note that during the presentation and consultation session, you will need to:
a. answer questions
b. ask for feedback and input into the system
c. work to build support and ask for management commitment to policy and
WHSMS.
2. Incorporate necessary changes into your WHS policy draft and design of WHSMS
based on consultation.
3. Submit all documents to your assessor as per the specifications below. Ensure you
keep a copy of all work submitted for your records.
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
Page 3 of 22
● 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).
Page 4 of 22
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.
Page 5 of 22
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.
Page 6 of 22
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.
Page 7 of 22
Pitstop Pty Ltd organisation
Pitstop WHS strategic plan 2014 (excerpt)

Mission statement
Pitstop aims to be the first-choice provider of fuel and snacks for Australian motorists.
Pitstop is committed to providing employees and customers with a healthy and safe
environment.
Pitstop organisational structure
Board of Directors and CEO
General Manager – General Manager –

Executive Assistant
Finance and Operations Retail
Senior Accountant Store Managers
Shift Managers
Records Clerk
and Cashiers
Page 8 of 22
Pitstop workplace operations

Store activities list
The following activities are carried out at Pitstop.
Employees
Ongoing activities
● Serve customers.
● Resolve issues associated with use of petrol or LPG pumps.
● Heat pies.
● Receive and store frozen and refrigerated food items.
● Balance cash register and bank the notes.
● Mop and clean floors.
Once-a-day activities
● Clean all forecourt pumps.
● Pick up all rubbish on the forecourt.
● Replace water and supplies on the forecourt.
● Change display board prices.
● Move stock from reserve to retail shelves.
Weekly activities
● Measure the fuel volumes in the underground storage tanks.
● Receive deliveries of LPG and petrol.
● Receive and store retail products.
● Re-organise reserve stock.
● Stocktake inventory items on forecourt, shop and reserve.
Page 9 of 22
Store Managers
Ongoing activities
● Monitor employees under supervision.
● Aid employees where required.
● Coach/train employees.
● Induct new employees.
● Provide reports to senior management as requested.
Daily activities
● Sales, inventory and banking reports for General Managers.
Yearly activities
● Performance Review and Development Program (PRDP).
Page 10 of 22
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
Work
Incident type Number Who affected? days
lost
Fuel spill 33 3 customers with fuel on 0
clothes
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 0
concrete of forecourt)
1 employee (cluttered
reserve corridor)
Burns (ovens) 42 Employees 23
Fatigued legs 2 2 employees 2
Eye and breathing difficulties 3 1 employee 1
related to 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.
● Only a few safe working procedures clearly visible or available.
● No induction of new staff on WHS.
Page 11 of 22
● 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.
Page 12 of 22
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.
Page 13 of 22
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.
Page 14 of 22
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.
Page 15 of 22
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.
Page 16 of 22
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.
Page 17 of 22
ISS emergency procedures
Fire emergency
All fire exits should be kept clear of obstacles.
Keep access corridors to emergency exits clear.
In the case of a fire:
1. Assess the danger.
2. Assist anyone in the vicinity of the fire away from danger.
3. Close door/s to the fire area if possible.
4. Call for assistance and call out ‘FIRE, FIRE, FIRE’ in a loud and clear voice.
5. Attack the fire with the correct extinguisher or fire hose.
First aid
1. Supervisors and managers should endeavour to have a current first aid
certificate.
2. Follow CPR procedure where appropriate.
a. Check for DANGER; to you, to others, to the casualty.
b. Check for a RESPONSE.
c. Check the AIRWAY.
d. Check for BREATHING.
e. Check for CIRCULATION.
3. Call for assistance as soon as it is appropriate to do so.
Fuel spill
Fuel spills can happen when filling tanks.
When notified of a fuel spill:
1. Stop pump.
2. Wheel prepared fuel spill kit bin to the affected area.
3. Clear persons from area.
4. Place absorbent mats on the spill.
5. Clear soaked mats and place them in the discard bin.
Page 18 of 22
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.
Page 19 of 22
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.
Page 20 of 22
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.
Page 21 of 22
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.
Page 22 of 22

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

Support and facilitate implementation

Candidate’s name Phone no.

Assessor’s name Phone no.

Assessment date/s Time/s

● develop WHS policy

● build management commitment to the proposed WHS management system

8. In a 10–15 minute role-play presentation and consultation session, propose the

Your assessor will be looking for:

● communication skills to conduct effective formal and informal meetings and

● information technology skills to conduct research, create documentation and

● knowledge of standards relating to WHSMS

● knowledge of relevant Commonwealth and state or territory WHS Acts, regulations,

● knowledge of WHSMS certification and auditing standards, processes and

Adjustment for distance-based learners

Simulated workplace scenario – Pitstop Pty Ltd

Pitstop has just gone through a tremendous transformation, from a

With our expansion plans we have to be very concerned about our

This is a critical area for our short-term and long-term future. We

Pitstop Pty Ltd organisation

Pitstop WHS strategic plan 2014 (excerpt)

Pitstop organisational structure

Board of Directors and CEO

General Manager – General Manager –

Senior Accountant Store Managers

Pitstop workplace operations

● Resolve issues associated with use of petrol or LPG pumps.

● Receive and store frozen and refrigerated food items.

● Balance cash register and bank the notes.

● Mop and clean floors.

● Pick up all rubbish on the forecourt.

● Replace water and supplies on the forecourt.

● Change display board prices.

● Move stock from reserve to retail shelves.

● Receive deliveries of LPG and petrol.

● Receive and store retail products.

● Re-organise reserve stock.

● Stocktake inventory items on forecourt, shop and reserve.

● Aid employees where required.

● Induct new employees.

● Provide reports to senior management as requested.

WHS initial review and data gathering

Incident summary report for previous 6 months

● Extensive personal protective equipment (PPE) is provided, including hearing and

● Only a few safe working procedures clearly visible or available.

● No induction of new staff on WHS.

● No staff noticeboard for safety information.

● Records relating to workers compensation claims are kept in an unlocked cabinet.

● Missing incident reports.

● Electronic data is backed up periodically.

Policy and procedures documents (retained from ISS buyout stores)

ISS work/life balance policy

● an environment that is supportive and accepting of the responsibilities of

ISS smoking policy

ISS sexual harassment policy

● persistent demands for sexual favours or social outings

● displays of offensive posters, pictures or graffiti.

Behaviour is against the law if it makes you feel:

● intimidated and frightened

ISS alcohol and drugs policy

ISS bullying and harassment policy

ISS considers that bullying in the workplace is inappropriate and unacceptable

● constant unconstructive criticism

● sarcasm and other forms of demeaning language