Subject: BSBWHS605

Executive summary

Implementation of WHS management system all over the organisation has been ongoing for
six months. With the implementation of WHS management system has allow the business to
grow from a single store two years ago to soon 30 stores. It also allow the business expand
from a 20 employee base to a 160 employees.

The business has objectives that they need to pursue for the WHS management system. The
management confirms that their main objectives are to firstly minimise incidents occurred
around pitstop that will cause days of lost work. The amount of days of lost work is also need
to be reduced. Lastly, enable all staff members and managers to buy-in and implement WHS
policy and WHS management system all across the business.

After six month of implementation, data were collected through different method such as the
incident reports and onsite visit. We understand that there were few main concern incidents
that were face by pitstop. The incidents were:

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.

The large number of burns is worrying and also symptomatic of the lack of procedures and
training for all processes
After a long investigation, we manage to understand the main causes of what causes these
incidences. They are primarily:

 Training was not adequate enough for staff.

 Manager lack of expertise

By understanding the main causes, we came out with recommendation that can help pitstop to
help them tackle the concerns for future improvements.

Training: Provide intensive training for both employees of pitstop and managers
better understand on WHS and procedures on WHS policy.

Outsource professional: Outsourcing trainer to demonstrate safety procedures for all

pitstop employees.

Implement action plan: Implementing action plan to monitor standard of WHSMS

according to compliances.

Consultation: consultation to obtain legal advice for better improvement on

requirement for WHSMS.
Body

From the incident report and onsite visits, our team manage to understand that there were
some trends in the incident that causes the work days lost.

Using the incident report provided by pitstop, we summarise the incidents level of
occurrence and illustrated it in a chart to show a better overview on the number of
incidents.

Incidents
60
40
20
Incidents
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spi p st u p u d ul ati
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Fu llin ngi st di
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From the table chart above, we can see that fuel spills and burns is the main incidents that
occurred repeatedly within pitstop in the past six months. These two incidents also cause
high level of breathing difficulties in pitstop.

From the incident report, we also draft out a pie chart that show the number of days of
work lost cause by the above mentioned incidents. Below will be an illustration of the
summarised pie chart.

Days of work lost

Others
Fuel spills and burns
Total work day lost at 56 days and the incident causes a total of 35 days lost which is more
than 50 % of the total day lost.

After visiting the store to investigate more on the incident we have collected data that state:

 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.

 No staff notice board for safety information.

 Material safety data sheets seem to be available for most dangerous goods such as petrol
and LPG.

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

 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 organization.

 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.
Causes

After the investigation and data collected from employees and manager through
questionnaires surveys and interview we’ve narrow down to two main cause that the
organization of pitstop need to prioritise and handle to reach their objectives.

The two main causes:

 Training was not adequate enough for staff.

 Manager lack of expertise

Many managers do not have experiences in WHS and WHS management system. They never
have prior training and previous management skills require for WHS. Since managers lack of
experiences, it is hard for them to train and provide strong knowledge and information to
their staff which causes staff training were not adequate.

Conclusions

In conclusion after analysing the data collected from the incident report, the organization is
facing some serious issues which need to be fix immediately to keep the business on track
and buy in with the WHSMS which they implemented earlier on. Our team have come out
with recommendation that can help pitstop to help them tackle the concerns for future
improvements.

Training: Provide intensive training for both employees of pitstop and managers better
understand on WHS and procedures on WHS policy.

Outsource professional: Outsourcing trainer to demonstrate safety procedures for all pitstop
employees.

Implement action plan: Implementing action plan to monitor standard of WHSMS

according to compliances.

Consultation: consultation to obtain legal advice for better improvement on requirement for
WHSMS.
Amended targets and KPIs

Following the consultation with the business managers on implementation of performance

monitoring and audit procedures, amended targets and KPIs, performance management, audit
and reporting procedures based on the information we created.

The amended business objectives are:

 To minimize injuries
 Reducing the number of day lost
 Implement risk management
 Implement WHS policy and WHSMS
 Ensure buy-in across the organization

Performance management

These, put in broad terms, are the steps involved in the performance management

1. Set goals for workers to work towards.

2. Offer feedback and reviews to workers about their performance.
3. Provide opportunities for further training or education.
4. Reward workers who perform well.
5. Counsel workers where their performance or conduct is poor.
6. Discipline workers where there is continued poor performance
7.

Procedure for performance management

Planning

The supervisor should meet with employees to create their performance plans. The supervisor
should establish measurable goals that align to the agency's strategic and operational plans
and consult with his/her employees when creating these goals. It is in this planning stage that
the supervisor has an opportunity to explain to employees how their performance directly
impacts how the agency and work unit will achieve their goals.

Monitoring

The supervisor should monitor employee progress, not only when there is a progress review
due, but on a continuous basis throughout the appraisal period. Monitoring gives the
supervisor an opportunity to make a course correction or adjust a timeline if it is needed so
that employees will produce the desired outcome of successfully achieving the agency's or
work unit's goals. It also provides the opportunity for the supervisor to make employees
aware of their progress, whether favorable or unacceptable. Should the supervisor determine
the employee has unacceptable performance on any critical element, monitoring performance
enables the supervisor to identify the problem early and get an opportunity period in place
well before the rating of record is due.
Developing

The supervisor should be able to determine from continuous monitoring whether employees
need additional development to achieve their assigned responsibilities. It is important to
remember that employee development includes not only remediation but enhancing good
performance as well. Types of development could include

 formal training (classroom)

 informal training (online)
 coaching or mentoring

Audit and reporting procedure

An audit is a formal check of an individual, business or organization. An internal audit is

conducted by members of the same organization or business, and an external audit may be
conducted by a regulatory agency. There are specific steps in the audit process that should be
followed to ensure a successful audit.

Requesting Documents

After notifying the organization of the upcoming audit, the auditor typically requests
documents listed on an audit preliminary checklist. These documents may include a copy of
the previous audit report.

Preparing an Audit Plan

The auditor looks over the information contained in the documents and plans out how the
audit will be conducted. A risk workshop may be conducted to identify possible problems.
An audit plan is then drafted.

Scheduling an Open Meeting

Senior management and key administrative staff are then invited to an open meeting during
which the scope of the audit is presented by the auditor. A time frame for the audit is
determined, and any timing issues such as scheduled vacations are discussed and handled.
Department heads may be asked to inform staff of possible interviews with the auditor.

Conducting Fieldwork

The auditor takes information gathered from the open meeting and uses it to finalize the audit
plan. Fieldwork is then conducted by speaking to staff members and reviewing procedures
and processes. The auditor tests for compliance with policies and procedures. Internal
controls are evaluated to make sure they're adequate. The auditor may discuss problems as
they arise to give the organization an opportunity to respond.

Drafting a Report
The auditor prepares a report detailing the findings of the audit. Included in the report are
errors, problems, and incidents; other audit concerns are also listed. The auditor then writes
up a commentary describing the findings of the audit and recommended solutions to any
problems.

Amended strategic plans and targets

Objectives KPIs Targets Implementation Person Recommendation /

responsible Improvements
To minimize Number of IR=<4 Skills assessment Store Training conducted by
injuries reported of workers. Managers outsource professional
injuries and Specific training
near misses in on equipment and
6 month job roles.
period.

Reducing the Number of lost LTIFR=<6 Skills assessment Store Amended policy from
number of days in 6 of workers. Managers previous review
day lost month period. Specific training
on equipment and
job roles.
Implement Percentage of All Documents Store Consultation from
risk managers who employees developed and Managers outsource consultant
management have aware of distributed in
completed procedure. policies and
process over 6 All procedures manual
month period. managers to all staff.
have
initiated one
safety audit
and
implemented
process.
Implement Percentage of All Training for WHS Training and
WHS policy managers who managers managers on Manager knowledge
and WHSMS have have process. management course
performed a performed a
skills audit. skills audit
and
conducted or
initiated
appropriate
training for
employees.
Ensure buy- Percentage of All Managers to WHS Outsource professional
in across the employees employees conduct monthly Manager and for consultation
organization who have have sessions on with Store
attended attended a employees to Managers
sessions. WHS explain WHS
Management information issues,
reports. session run consultative
by managers process, etc.
in 6 months.