BSBWHS605 Develop, implement and maintain WHS management systems

1. Review the simulated workplace information for Pitstop Pty Ltd provided in Appendix 1. Review the WHSMS design and WHS policy you proposed in Assessment Task

1. Prepare to plan and implement elements of the WHSMS in consultation with relevant individuals and parties.

2. Arrange with your assessor to meet with the board of directors and senior management (in a role-play) to discuss the requirements of the WHS plan: identification and control of hazards, compliance, performance monitoring, and implementation of system.

3. Lead the role-play meeting with board of directors and senior management to: a. outline requirements of WHS planning; refer to appropriate standards b. discuss and consult on procedures to manage WHS risk c. discuss and consult on compliance and standards to adhere to d. discuss and consult on WHS targets and performance measures e. describe key elements of implementation to be piloted at Wollongong store. Note: Ensure you anticipate possible issues and objections and use communication skills to build consensus and support for system.

4. Develop a 1–2 page outline of plan, containing outcomes of consultation.

5. Develop a 1–2 page draft risk assessment and control procedure. 6. Develop a draft implementation/action plan for the Wollongong store. Include: a. specific activities for: i. initial launch of WHSMS, including development of policies and procedures (safety procedures, recordkeeping procedures, etc.) ii. ongoing activities iii. training: consider current activities undertaken by staff, required activities under your plan, and capabilities of current employees iv. communication and consultation v. monitoring and reporting, such as regular safety audits

Pitstop is a fairly big pumping station store in the northern beaches of Sydney with complete Australian ownership. With the motor vehicle oriented business of the store, there have been hazards associated with the everyday business operations; the need for an injury management has been the most important pursuit for this particular case scenario. The major objectives behind the completion of workplace health and safety management plan in Pitstop Wollongong had been to minimize the frequency of injuries, reduce the number of days of lost work, establish risk management scenario, ensure compliance to WHS policy implementation, and ensure culture of safety in the workplace. The persisting issued with hazard potential with the business operational characteristics associated with Pitstop enterprise includes issues with the heat oven, issues with the petrol or LPG pumps, cleaning the forecourt pumps, measurement of fuel volumes, and restocking (Gerber 2015).

Now it has to be understood that the organization has been expanding with a steady growth of 20 to 160 employees along the implementation of the workplace health and safety management system plan. Analysing the advancement of the implementation process in the Pitstop store it has to be mentioned that the store has grown considerably to opening up 30 stores within the six months of implementation program of the WHSMS, and the plan has benefitted the organizational management significantly.

The initial feedback from the managerial staff had been positive however the growth of the implementation program of the WHSMS plan has lost its momentum and the recent data collected indicates at the lost momentum of the implementation program. For instance, 3 fire instances have been reported for which 1 working day has been lost, floor slips and resultant employee injuries have persisted as well. Major injuries include 10 incidences of head injuries due to falling stock, 12 lifting injuries, 60 incidences of burn, and 40 breathing troubles reported by the employees. All these incidents have contributed to a large number of days of lost work, and have been a big reason behind the lost momentum of the WHSMS implementation plan (Komendantova et al. 2013).

One of the biggest reasons behind the differential success of the implementation program in different stores, is the varying approach taken by the different store managers to establish risk management and workplace safety.  Employee feedback indicates at the recent lenience in the store managers to stick to the WHSMS system and introduction of strong solvents without complying with WHSMS safety procedures (Parker and Handmer 2013). Along with that the employee feedback has also hinted at the disorganized and careless nature of the training session has impacted the progress of the plan as well.