Study Corporate Accounting Assignment

WHS Management Assignment System

Instructionfor Students: Propose the WHS management system

Submission details

  • Student’s name
  • ID No.
  • Assessor’s name
  • Phone no.
  • Assessment date/s
  • Time/s

WHS Management Assignment SystemThe assessment task is due on the date specified byyour assessor. Any variation to this arrangement must be approved in writing byyour assessor.

Submit this document with anyrequired evidence attached. See specifications below for details.

Performance objective

The Student will demonstrate theskills 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 WHSmanagement system (WHSMS).

Assessment description

Using the scenario informationsupplied, you will conduct an initial review of the workplace. You will thenparticipate in a management meeting (a role-play), in which you will proposethe design of an appropriate WHSMS and consult with management. During themeeting, you will present a draft WHS policy for consultation.

Procedure.

Review the simulated workplace information forPitstop Pty Ltd (Appendix 1: Simulated workplace scenario – Pitstop Pty Ltd).

Determine the form, content, purposes andfunctions of a WHSMS appropriate to the organisationand its WHS risksby conducting an initial review of current state ofWHS. Prepare a report:

organisational requirements for WHS management:What are the reasons why WHSMS required at simulated workplace scenario.

responsibilities and accountabilities for WHS.

WHS risk management and procedures

documentation and record-keeping requirementsfor monitoring and review and demonstration of compliance.employee capability and need for training.

Note: some relevant informationmay be gathered from the simulated workplace information provided below; someinformation may be gathered through the process of consultation.

Review the summaries of consultation meetingswith organisational stakeholders to gain input into proposed WHSMS (you willneed to address the stakeholder concerns in your WHSMS).

Conduct any research necessary to support yourproposal for the design of a WHSMS, for example on:

Victorian WHS legal framework

NSW or Qld WHS Act, to support your proposal forthe design of a WHSMS.

relevant standards for WHS management systems,risk management and record-keeping.

Develop a draft WHS policy for Pitstop Pty Ltdthat meets the organisational requirements.

Develop a (1–2 page) written outline of coreelements of your proposed WHS management system and your response to issuesraised by Amanda Kaisig and Pat Lee:

Store Manager of flagship store, Amanda Kaisigneeds to be reassured that the new system will deal systematically with allhealth and safety problems, that the board of directors is fully committed andwill provide the required resources.

Worker representative from former ISS stores,Pat Lee is willing to communicate the importance and benefits of the new WHSMSto workers, but only if convinced of the benefits to workers and thatmanagement has given its full commitment any new WHSMS.

Arrange a time with your assessor to completemanagement role-play in which you propose design of your WHS management systemand WHS policy to the board of directors and CEO during a meeting.

In a 10–15 minute role-play presentation andconsultation session (Presentation can be in the form of a power pointpresentation), propose the design of an appropriate WHS management system andWHS draft policy to the board of directors and CEO. Ensure you lead the meetingand discuss:

Presentationcan contain following information:

core elements of system and proposed changes oradditions

relevant standards relevant legislative requirements for WHSmanagement, including those related to record-keeping

WHS policy requirements

how policy will be communicated to employees.

how design of WHS management system and WHSpolicy meet internal and external requirements.

possible certification option and process ofcertification.

Note that, during the presentationand consultation session, you will need to:.

answer questions ask for feedback and input into the system

work to build support and ask for management commitment to policy and WHSMS.

Incorporate necessary changes into your WHSpolicy draft and design of WHSMS based on consultation.

Submitall documents to your assessor as per the specifications below. Ensure you keepa copy of all work submitted for your records.

Specifications

You must:

participate in consultation session (role-play)with board of directors and CEO. (Consultation can be in the form of a powerpoint presentation or meeting.)

submit 1–2 page written outline of WHSMS coreelements (revised if needed) including responses to:

Store Manager, Amanda Kaisig

worker representative, Pat Lee

submita draft WHS policy (revised if needed).

Your assessor will be lookingfor: analytical skills to analyse relevant workplaceinformation and data

communication skills to conduct effective formaland informal meetings and communicate effectively with personnel at all levelsof the organisation consultation, facilitation and negotiationskills to gather input and build support for plans information technology skills to conductresearch, create documentation and present information organisational skills to manage own tasks withina timeframe knowledge of standards relating to WHSMS knowledge of relevant commonwealth and state orterritory WHS Acts, Regulations, codes of practice, standards, guidancematerial and other relevant publications knowledge of requirements for record-keepingthat address WHS, privacy and other relevant legislation knowledge of WHS management systems knowledge of WHSMS certification and auditingstandards, processes and requirements. Appendix 1: Simulated workplace scenario – Pitstop Pty Ltd

Pitstop is a privately ownedcompany that until recently operated one independent service station inMelbourne’s north. The owner, chairman and CEO, Jim Murphy, has run the companyfor the past five years. He has operated service stations for most of the last25 years and relies on his hands-on approach to monitor and instruct staff onwhat to do.

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

Pitstop service stations trade24 hours. They typically include a vehicle access forecourt with at least sixpump 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 onthe premises) and cold drinks.

Including the retained stafffrom the ISS buyout stores, Pitstop has a workforce of approximately 60employees. The employees come from a wide range of cultural and linguisticbackgrounds. A significant proportion has poor English literacy, including poorreading comprehension. Most employees, but not all, have a high-school level ofeducation.

All stores have computerisedpoint-of-sale terminals that are linked to the company’s enterprise resourceplanning and accounting systems. The flagship store has an attached officespace that accommodates the directors and senior management staff.

Pitstop service stations recurrently located in:

Background To WHSMS

You have been employed byPitstop as the General Manager – Retail. You have been asked to design anddevelop a WHS Management System (WHSMS) to manage WHS for Pitstop as one ofyour initial tasks.

In the employment interview, Jimexplained that:

Pitstop has just gone through a tremendoustransformation, from a single hands-on operation to a multi-store enterprisewith plans to triple in size in the next five years. The board of directors hasmade me acutely aware that we can’t manage the present and future operationsthe way I have in the past. We want you to design and develop a WHSMS, as faras is practicable, to ensure a workplace that is safe and without risks to thehealth of our employees, customers, suppliers and visitors to the sites. Youmay need to create or rewrite organisational policies as well as devisetraining schemes, implement changes and develop reports.

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

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

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

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

With our expansion plans we have to be very concernedabout our brand image. We can’t afford to have it tarnished by bad pressconcerning the way we care for our sites. We handle a lot of hazardoussubstances in our service stations, and the board takes the legalresponsibilities we have as company directors in regard to WHS very seriously.

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

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

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

Alan noted that, in the interestof efficiency, it would be a good idea to integrate existing management systemswith the new WHSMS. This may involve adapting policies from other managementsystems at Pitstop or those legacy policies retained from the ISS buyoutstores.

Alan went on to say:

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

Pitstop Pty Ltd organisation

Pitstop organisational structure

Pitstop workplace operations

Store activities list

Performance Review and Development Program (PRDP).

WHS initial review and data gathering

One of the first tasks that thedirectors have asked you to perform was to review the existing WHS situation atPitstop. Pitstop’s most senior Store Manager, Amanda Kaisig, has compiled anincident summary report. You have also conducted store visits to observeconditions and conducted a review of record-keeping systems.

In the files you discover some other relevantdocuments including the current policy and procedures that have been adoptedfrom 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 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 the 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.

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 work force. 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 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:

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:

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, 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:
  • Assess the danger.

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:
  • Wheel prepared fuel spill kit bin to the affected area.
  • Clear soaked mats and place them in the discard bin.

Armed holdup

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:

Identify hazard.

Clear area.

Partition the hazard.

Clear hazard if safe to do so.

Report hazard to owner or manager..

Complete all documentation.

ISS safe fuel handling – Instructions for customers

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

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

Mobilephones – 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:

Start your engine and move your vehicle only AFTER refuelling is completed and the nozzle has been returned to the pump.

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 record-keeping practices, was very difficult to evaluate;however she was able to compile the summary report:

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

We advertise our responsibility to the environment.

The large number of burns is worrying and 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 and I know he 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 workers’ representative former ISSstores – 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 over night 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 AT1 Outcome Guidelines

In order tomake a learner competent, assessor needs to consider a variety of evidences andoutcomes from the assessment tasks. Competency is given to a learner based onassessor’s judgement of work submitted by learner to meet assessmentspecification as well as the assessor’s judgement/observation of learners’ classparticipation & underpinning knowledge demonstrated. Assessor may wish to keep following criteriain mind while assessing a student.

Did the Student:

Participate ina presentation and consultation role-play session with board of directors and CEO?

Submit a draft 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)?
  • Complete assessment tasks in agreed timeframe?

Performance indicators

Is candidate been able to demonstrate following (Full or partial) criteria?

Determine the form, content, purposes and functions of a WHSMS appropriate to the organisation and its WHS risks?

For example, in role-play and when addressing staff concerns in WHSMS, discuss core elements of proposed WHSMS:

organisational requirements for WHS management

responsibilities and accountabilities for WHS

WHS risk management and procedures

documentation and record-keeping requirements for monitoring and review

employee capability and need for training.

For example, in role-play and when addressing staff concerns in WHSMS, discuss benefits to organisation, for example:reducing injuries

  • improving productivity
  • improving industrial relations
  • reducing compliance risk.

Consult effectively with individuals and parties about the form, content, purposes and functions of a WHSMS and its implementation?

  • For example, in participation in role-play:
  • asking questions to determine aspects of WHSMS design
  • inviting input and feedback
  • building support with stakeholders.

Facilitate agreement of individuals and parties to implementing a WHSMS?

For example, in participation in role-play and when addressing staff concerns in WHSMS: inviting input and feedback building support with stakeholders.

Communicate to individuals and parties the WHS policy requirements and commitment requirements to implement a WHSMS?

For example, in management role-play, describe WHS policy requirements, such as:

appropriateness to organisation management commitment to performance objectives, meeting legislative requirements documenting and communicating policy to employees  containing clear accountabilities being supportive of consultation being primarily aimed at prevention of injury and disease.

Refer to specific standards and legislation, for example:

AS/NZS 4801:2001 Occupational health and safety management systems – Specification with guidance for use

AS/NZS 4804:2001 Occupational health and safety management systems – General guidelines on principles, systems and supporting techniques.

WHS framework, including Acts, Regulations, codes, and guidance notes, for example:

  • Work Health and Safety Act 2011 (NSW)
  • Work Health and Safety Act 2001 (Qld)
  • Workplace Health and Safety Act 1995 (Vic)
  • common law duty of care principles

Privacy Act.

  • Conduct an initial WHS review? For example:
  • In management role-play, discuss core elements of proposed WHSMS to reflect information collected during consultation and review of assessment scenario.
  • Develop WHS policy that meets organisational requirements and is appropriate to the organisation? For example:
  • Present policy and demonstrate how it meets internal and external requirements.
  • Discuss standards for possible certification (AS/NZS 4801:2001).
  • Discuss the process of certification; for example, must be audited by accredited body. The Joint Accreditation System – Australia and New Zealand (JAS-ANZ) maintains a list of accredited bodies who can certify that an organisation’s OHSMS/WHSMS meets AS/NZS 4801:2001.

Ensure policy refers to appropriate legislation, for example:

  • the Dangerous Goods (Storage and Handling) Regulations 2000 (Vic)
  • Work Health and Safety Regulations 2011 (NSW)
  • Safety in Recreational Water Activities Regulation 2011 (Qld).
  • Facilitate and support the participation of, and consultation with, individuals and parties in developing and agreeing to WHS policy?
  • Participate in role-play:○
  • inviting input and feedback on policy and design of WHSMS○
  • building support with stakeholders.
  • Document WHS policy and communicate it to individuals and parties? For example:
  • Include requirements of WHS policy in written policy.
  • Discuss options for communication of policy, for example:
  • through written, oral or electronic means○
  • through company intranet
  • through inclusion in induction or training.

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