BSBWHS605 Develop, Implement And Maintain WHS Management Systems

BSBWHS605 Develop, implement and maintain WHS management systems– Assessment 1 Last Updated: October 2016, V. No. 1.1

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Task 1: (Role Play) Propose the WHS management system

Submission details

The Assessment Task is due on the date specified by your trainer. Any variations to this

arrangement must be approved in writing by your trainer.

Submit this document with any required evidence attached. See specifications below

for details.

You must submit both soft copies and printed copies of your answers.

Soft copies-

Upload on the eLearning to the specific submission folder with a cover page clearly indicating

your name, student id, assessment no and the unit name or put those information in the

header and footer of your documents.

Printed copies-

Submit to your Trainer with the “Assessment Cover Sheet” (Filled out and signed

appropriately) attached on top of your documents.

The Trainer/Assessor may further prompt and question in order to receive answers of

appropriate quality or if further clarification required and to validate authenticity of your

submitted work.

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.




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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


○ organisational requirements for WHS management

○ responsibilities and accountabilities for WHS

○ WHS risk management and procedures

○ documentation and record-keeping requirements for monitoring and review and

demonstration of compliance

○ 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


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


4. Conduct any research necessary to support your proposal for the design of a WHSMS,

for example on:

○ Victorian WHS legal framework

○ NSW or Qld WHS Act, to support your proposal for the design of a WHSMS.

○ relevant standards for WHS management systems, risk management and record-


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:

○ 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.

○ 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 any

new WHSMS.




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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:

○ core elements of system and proposed changes or additions

○ relevant standards

○ relevant legislative requirements for WHS management, including those related to


○ WHS policy requirements

○ how policy will be communicated to employees

○ how design of WHS management system and WHS policy meet internal and

external requirements

○ possible certification option and process of certification.

Note that, during the presentation and 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


9. Incorporate necessary changes into your WHS policy draft and design of WHSMS based

on consultation.

10. Submit all documents to your assessor as per the specifications below. Ensure you keep

a copy of all work submitted for your records.


You must:

● participate in presentation and consultation session (role-play) with board of directors

and CEO (your Trainer)

● submit 1–2 page written outline of WHSMS core elements (revised if needed) including

responses to:

○ Store Manager, Amanda Kaisig

○ worker representative, Pat Lee




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● 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


● information technology skills to conduct research, create documentation and present


● 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 record-keeping that address WHS, privacy and other

relevant legislation

● knowledge of WHS management systems

● knowledge of WHSMS certification and auditing standards, processes and requirements.




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Simulated workplace scenario – Pitstop Pty Ltd

Pitstop is a privately owned company that until recently operated one independent service

station in Melbourne’s north. The owner, chairman and CEO, Jim Murphy, 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. 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




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○ 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





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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.





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Pitstop Pty Ltd organisation


Pitstop organisational structure


Board of directors and CEO

Executive Assistant General Manager –

Finance and Operations

Senior Accountant

Records clerk

General Manager –


Store Managers

Shift Managers

and Cashiers

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





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Pitstop workplace operations

Store activities list

The following activities are carried out at Pitstop.


Ongoing activities

● Serve customers.

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

● Heat pies.

● Receive and store frozen and refrigerated food items.

● Banking notes and cash register balancing.

● 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.

● Reorganise reserve stock.

● Stocktake inventory items on forecourt, shop and reserve.





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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).






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WHS initial review and data gathering

One of the first tasks that the directors have asked you to perform was 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 record-keeping systems.

Incident summary report for previous 6 months

Incident type Number Who affected? Work

days lost

Fuel spill 33 3 customers with fuel on 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

1 customer


Falling stock in reserve 6 6 employees 2

Trip 2 1 customer (cracks in concrete of forecourt)

1 employee (cluttered reserve corridor)


Burns (ovens) 42 employees 23

Fatigued legs 2 2 employees 2

Eye and breathing difficulties related to fumes from oven cleaner

3 1 employee 1

Store visits

Your visit of 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 including hearing or 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.




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● 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


● Contractors and subcontractors not informed about their duty of care on-site.


You check with the Records Clerk, who is responsible for keeping all of Pitstop’s records. You


● No training records are kept of employees and subcontractors to provide evidence of

workplace competencies.

● No rehabilitation policy.

● No record-keeping policies.

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

● Missing incident reports.

● Paper record-keeping 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.




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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.





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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 message), 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 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.





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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.





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ISS performance management policy


To support ISS’s commitment to providing a high-performance and satisfying work environment. To describe ISS’s Performance Review and Development Program (PRDP).


This policy applies to all employees of ISS.


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.


Managers are responsible for ensuring that PRDP is implemented for all employees for whom they are designated supervisors.





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ISS induction policy


To support ISS’s commitment to induction of all new employees. To describe ISS’s induction process.


This policy applies to all employees of ISS.


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.


Managers are responsible for ensuring that the induction process is implemented for all employees for whom they are designated supervisors.






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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 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:

○ Check for DANGER; to you, to others, to the casualty.

○ Check for a RESPONSE

○ Check the AIRWAY

○ Check for BREATHING


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.





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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.





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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.




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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.




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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 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 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.

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