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BSBWHS605A: Develop, implement and maintain WHS management


Assessment B

1. Review the simulated workplace information for Pitstop Pty Ltd provided
in this task. Review the WHSMS design and WHS policy you proposed in
Assessment 1. Prepare to plan and implement elements of the WHSMS in
consultation with relevant individuals and parties.
Yes I have reviewed it and now I’m going for plan.
1. General Considerations – Planning The successful implementation and
operation of a WHSMS requires an effective planning process with well-
defined measurable outcomes. Bega Valley Shire Council as part of it
WHSMS planning process will establish objectives, targets and
performance indicators within our WHS plans to ensure our aims are
2. Planning identification of hazards, hazard/risk assessment and control of
hazards/risks a controlled system of policies, procedures, processes and
the necessary tools exist for hazards and risks to be identified and
ranked. This system also allows for timely reporting, consideration of
control measures, further investigation if necessary and recording.
Responsibility is assigned to individuals for action with timeframes set for
completion. Incidents and hazards are communicated to the organisation
with feedback to the persons reporting and to those affected by any
change. Workplace activities and all aspects of the WHS risk management
system are constantly reviewed in consultation with employees. The
review process considers changes in legislation, codes of practice and
national standards. A corporate risk register has been implemented,
maintained and updated when risks are identified.
3. Legal and Other Requirements Council’s WHS legislative requirements
are identified, assessed and managed by the Workforce and
Administration Section, with specific changes to applicable WHS
legislation being identified by the WHS Officer.
BSBWHS605A: Develop, implement and maintain WHS management

4. Objectives and Targets Bega Valley Shire Council will establish,

implement and maintain documented WHS objectives and targets to
meet our organisational WHS Policy. WHS Objectives and Targets will be
set annually by LEG in Consultation with Council’s WHS Committee.
Council’s WHSMS Framework has five key elements. These are as follows:
 Commitment and policy
 Planning
 Implementation
 Measurement and evaluation
 Review and improvement.

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.
I have arranged meeting with my assessor.

3. Lead the role-play meeting with board of directors and senior

management to:
○ outline requirements of WHS planning; refer to appropriate standards
We will need to work with individuals and parties to produce a WHS plan
appropriate to the organisation that meets the requirements. Ions of the WHS
Plan and the minimum requirements to assist in meeting the intent of the WHS
Regulations and the Construction
Work Code of Practice (COP).
The size and complexity of a WHS Management Plan will be relative to the size
and complexity of the project and particularly to the amount of high risk work
being undertaken.
The WHS Management Plan must include, as minimum the following
BSBWHS605A: Develop, implement and maintain WHS management

a. Names, positions and health and safety responsibilities of all persons

involved with the work whose roles involve specific health and safety
b. The arrangements in place, between any persons working at the site, for
consultation, cooperation and coordination of activities in relation to
compliance with their duties under the WHS Act and Regulation;
c. The arrangements in place for managing any health and safety incidents,
including reporting and incident notification;
d. Any site specific health and safety rules and the arrangements for
ensuring that all persons are informed of those rules;
e. The arrangements to collect and assess, monitor and review safe work
method statements.
Additionally, DCI would expect WHS Management Plans prepared according to
this guide would meet the minimum requirements established in the
“Evaluation Tool checklist” before commencing work on the project, which
include the following requirements:
1. Project Description
2. WH&S Responsibilities
3. Consultation, Induction and Training
4. Identify Hazards, Assess and Control Risks
5. Managing Subcontractors
6. Managing incidents
7. Monitor and Review of Plan
○ discuss and consult on procedures to manage WHS risk
Risk Assessment
Risk assessment is the overall process of risk identification, risk analysis and
risk evaluation. The risk assessment process is contained, and is to be
completed within, as far as practicable system using the Hazard and Incident
Report Online Form or the Risk Assessment Online Form. If access to the online
forms is unavailable a risk assessment may be completed via Safety Net.
Specialised risk assessments are available to be undertaken for specific hazards
 working with hazardous chemicals
 manual handing
BSBWHS605A: Develop, implement and maintain WHS management

 Fieldwork.
When a Risk Assessment is required
A risk assessment is required to be undertaken when:
a. there is uncertainty about how a hazard may result in an injury or illness
b. the work activity contains numerous hazards and there is uncertainty on
how the hazards will interact with each other to produce new risks
c. there is a change in the workplace that may impact on the effectiveness
of control measures.
A risk assessment must be completed for any high risk activities as stipulated
within the NSW WHS Act or Regulation. This includes but is not limited to entry
into a confined space, diving work and live electrical work. A risk assessment
may not be necessary if:
 legislation requires that a hazard is to be controlled in a specific way
 guidance material, such as a code of practice, establishes a method of
controlling a hazard that if applicable to work environment and a
decision is made to adopt this method
 a decision is made to implement well known industry specific best
practice controls which are suited to the circumstance.
A risk assessment is required where the University provides services or goods
to others e.g. research consultancy or project where a health and safety
requirement or risk has been identified.
○ discuss and consult on compliance and standards to adhere to
To ensure ongoing compliance, we will need to plan and put in place a system
to regularly check compliance requirements. Compliance requirements such as
legislation, codes and standard may not change frequently, but we will need to
be aware of changes if they occur. One example of a recent change is the new
WHS legislations, the requirements of which are discussed in the previous
section and refer to through-out the student workbook.
When conducting a review of legal obligations, we will need to look carefully at
the relevant state or territory and assess the organisation’s legal obligations,
these obligations includes, For example:
 Risk assessment and reductions
BSBWHS605A: Develop, implement and maintain WHS management

 Training
 Consultation
 Communication of information and documentation
○ discuss and consult on WHS targets and performance measures
As part of the establishment of a WHS management systems, we will need to
put in place appropriate objective and target for the systems. Target and
objective are essential to the system in the first place.
In order to be effective, WHS objective and targets need to be consistent with
one another and also consistence with other organisational goal, strategic and
operational planning. Later in the section, in the topic on developing strategic
management plan, we will explore the hierarchical relationship between
targets and objectives set at different levels of planning and the need for a
coherent approach to implementing WHS management planning.
Performance Measures
Performance indicators are related to objective and targets in that they
provide measurements used as a basic of determining whether those
objectives and targets have been achieved or not.
When setting performance indicator there are three basic principles we should
Key Is the performance indicator of fundamental
Make or break importance to assessing the achievement of goals,
component and is it ‘a make or break’ component in the success
or failure of the organisation? For example,
complete compliance with legislative requirements.
Performance Can the performance indicator be clearly measured,
Measurable and quantified and easily influenced by the organisation
quantifiable actions? For example, provision of induction
training to all new employees.
Indicator Does the performance indicator provide leading
Provides information information on future performance? For example, a
usable for future reduction in the rate of incidents indicates a Safer
performance workplace where injuries are less likely to occur in
the future.
BSBWHS605A: Develop, implement and maintain WHS management

○ describe key elements of implementation to be piloted at Wollongong

WGC Cranes have an experienced team, with all the qualifications to ensure
their work runs smoothly, both for day to day hire and project work.

Peter Sergi – Managing Director

Peter has owned and operated crane hire companies for nearly 30 years. First
establishing his business in Victoria in 1982, he then moved to NSW in 1986
with WGC Cranes first opening their doors in Batemans Bay before moving to
the Illawarra as Wollongong Cranes in 2000. With extensive experience with
crawler cranes and mobile cranes, Peter has a complete understanding of all
the elements necessary to run a successful crane hire company.
Peter has played an integral role in securing prestige projects such as the
Tallawarra Power station for Alstom Power, and the Sea Cliff Bridge for Barclay
Mowlem. He also managed the acquisition of Camtrac Cranes in 2008 to help
the company expand further into the Sydney market.

Marc Sergi – General Manager

During the 8 years he has worked with the company, Marc has piloted the
company through a period of consistent growth - taking the fleet from 9 to 30
mobile cranes. Marc has been instrumental in securing notable contracts with
blue chip clients, such as Blue Scope Steel, Sydney Water, and Endeavour
Energy. Marc played a key role in the acquisition of Camtrac Cranes in 2008.
In addition, Marc was a pioneer in the establishment of Traffic Logistics which
was setup to offer a complete in house solution for construction and civil
projects. Operating successfully since 2006, Traffic Logistics now employs 75
people and works throughout New South Wales.
BSBWHS605A: Develop, implement and maintain WHS management

Rob McInnes – Business Development

With almost ten years of experience in the crane industry working for a leading
manufacturer, Rob has recently come on board to improve the internal
procedures and to help maintain current contracts as well as push the business
into new regions. With a strong background in crawler cranes, Rob is also
responsible for growing WGC’s dry hire business.

Manny Paniagua – Operations Co-ordinator

Manny Paniagua has been a part of the crane industry for over 30 years, with
qualifications as an open ticket crane driver, advanced rigger and truck driver.
Joining WGC Cranes in 2007 as Operations Co-ordinator, Manny’s main role is
to assist major clients with crane requirements, logistics, site evaluations and
crane lift studies.
The comprehensive experience Manny offers has been crucial to both securing,
and fulfilling major contracts with clients in the mining, civil and construction

John Sheehan – Project Co-ordinator

John has vast experience working with cranes, working with Allied Groups
crane division for 15 years before coming to WGC Cranes as Project Co-
ordinator – a role he has filled since 2009.
As well as conducting site inspections and scheduling for WGC Cranes normal
business, John also plays a pivotal role in maintaining the BlueScope Steel
contract on a daily basis, by controlling bookings, site inspections and crane lift

John Howie - Crane Allocator

With more than 20 years of experience in the crane and access industries, John
is an accomplished Crane Allocator. In what is a high pressure role, John brings
a cool head to ensure that every booking is serviced with the right crane, and
BSBWHS605A: Develop, implement and maintain WHS management

the right crew. Prior to taking on the role with WGC Cranes, John spent 10
years with Gillespie Cranes in Sydney & previous to that was depot manager at
Wreck air hire.
Note: Ensure you anticipate possible issues and objections and use
communication skills to build consensus and support for system.
4. Develop an outline of plan containing outcomes of consultation.
Development Process Project stage Consultation and
Communication Tools
• Preliminary Site • Identify Land • Marketing
Investigation • Site • Acquire Land Information – to gauge
Purchase • Strategy Planning attitudes and issues
• Vendor Consultation –
to determine needs
• LEP Approval • Master Planning • Stakeholder
• Design • Development Workshop/ Community
• Development Control Application Forum
Plans • Council Approval • Liaison with Local
• Development Council Working Group
Application • Media Releases
• Rejected – Land & • Resident Associations;
Environment Court facilitation or liaison
• Approved –
Construction Certificate
• Construction • Construction • Marketing Plans
Certification • Printed Material
• Websites
• Prompt updates to
• Completion Certificate • Sales and Marketing • Assist in establishing
• Maintenance • Community Building Resident Association
• Managing Change • Information Days
• Post Project • Resident Task Force
Evaluation • “Shopfront” Displays
• Evaluation Surveys
• Focus Groups
• Redevelopment • Next Project • Promotion of Success
• Lancôme
BSBWHS605A: Develop, implement and maintain WHS management


5. Develop a draft risk assessment and control procedure.

Risk Assessment Draft
Hazard Frequenc severit Single Reasonable Comment
y y Eating Probability
Occasion of Causing
or Serious
Cumulativ Adverse
e health
Exposure? Consequence
s or Death
Biological High High Low No Animals are
(Salmonella) frequently
Animal carriers
Effects without
depending on
serotype and
animal species
Biological Medium High NA Yes Most human
(Salmonella) contact
Human associated
Effects with pet food
Chemical High High Low Yes Grain and oil
contaminant seed comprise
s about 75% of
(mycotoxins, animal diets
dioxin, (Brendemuhl
pesticides) and Myer,
al Research
Chemical High High Low Yes 2 Sub potent
(nutrient food requires
BSBWHS605A: Develop, implement and maintain WHS management

imbalance) multiple
Super potent
food may
require only a
single eating
Physical Medium High High Yes Typically not
hazards widely
across the
food supply
Radiological Low Low Low No

6. Develop a draft implementation/action plan for the Wollongong store.

○ Specific activities for:
– Initial launch of WHSMS including development of policies and procedures
(safety procedures, record-keeping procedures, etc.) – ongoing activities
– Training: consider current activities undertaken by staff, required activities
under your plan, and capabilities of current employees
– Communication and consultation
– monitoring and reporting, such as regular safety audits
○ Responsibilities and accountabilities
○ Timelines
○ Targets
○ Resources and estimated costs, for example training costs
○ highlighted areas of integration with other management systems.
Please find the attachment.
BSBWHS605A: Develop, implement and maintain WHS management

7. Arrange with your assessor to meet with the Wollongong manager to

discuss implementation.
I have arranged meeting with my assessor.
8. Lead role-play meeting with Wollongong manager and HSR to:
○ outline requirements of implementation; refer to appropriate standards
An implementation plan should outline the requirements of stakeholders.
Everyone in the organisation has WHS obligation and responsibilities.
Stakeholders in the implementation of the WHSMS include:
 Senior managers
 Department managers
 Supervisors
 Staff
 Visitors
 Contractors
Recall form the our discussion of the policy that the WHSMS requires
everyone’s participation and commitment. Pre-existing organisation structure
or structures defined by the WHSMS should clearly allocate responsibilities for
various areas of implementation.
○ discuss and consult on procedures and processes to manage WHS risk
Depending on the organisational need and the conditions of the workplace,
we may need to develop a number of procedures for managing WHS risk. To
ensure the highest levels of performance by individual across the organisation
and the best health and safety outcomes, you should include the following as
part of a package of risk management procedures.
Detailed procedures to include all the steps to effectively identify analyse and
control WHS risk in a consistent way, compatible in the organisation’s internal
needs and external requirements such as legislation.
BSBWHS605A: Develop, implement and maintain WHS management

○ discuss and consult on key features of implementation included in plan

Note: Ensure you anticipate possible issues and objections and use
communication skills to build consensus and support for system.
In order to achieve its policy and strategic objectives, an organisation needs to
gather and acquire resources and to develop tools such as plans, schedules,
and strategies to support the people responsible for implementing include:
Organisation need to gather and allocate all necessary resources to implement
the WHSMS. Resources for your WHSMS could include human resources,
expert advice, facilities, equipment and financial resources. Costs will require a
budget. Human resourcing will need to consider communication and training
or qualification requirement for effective implementation.
An important element of WHSMS design is integration. It is essential to
consider how a WHSMS will fit in the existing management systems and
practices in your organisation. Elements of a WHSM may conflict with or
duplicate elements of other systems.
The important point to consider is that a WHSMS should not be separate from
other workplace systems. It should work with them to embed a culture of
safety that permeates all aspects of management.
Work place
An important plan should outline any changes to work hours, duration of work,
regulations on work activities, work conditions, processes and systems,
overtime, sick leave, etc.
Assigning responsibilities
An implementation plan should outline the requirements of stakeholders.
Everyone in the organisation has WHS obligation and responsibilities.
Stakeholders in the implementation of the WHSMS include:
 Senior managers
 Department managers
 Supervisors
 Staff
BSBWHS605A: Develop, implement and maintain WHS management

 Visitors
 Contractors
Recall form the our discussion of the policy that the WHSMS requires
everyone’s participation and commitment. Pre-existing organisation structure
or structures defined by the WHSMS should clearly allocate responsibilities for
various areas of implementation.
Successful implementation of a WHSMS requires that each person holding
responsibilities under the systems either has the skills to carry out their duties
or is equipped through training. Training may include WHS induction training,
specific materials handling information, or equipment training by specialists.
Training needs should be identified through consultation, interviews or
assessments of employees. A training plan or training strategy is then
developed to fill the identification skill gaps or maintain skill at the required
level. Your plans need to outline how this training will be conducted, when, by
whom, and at what cost.
Establishing and maintaining record-keeping systems
A key element of implementing and maintaining an effective WHSMS is record-
keeping. You will need to regularly review records to ensure the system is
preforming the systems is performing to yhe standard set by the organisation
and external legal and regulatory requirements. Recall that records may
 Audits
 Incidents reports
 Risk registers
 Record of consultation, e.g. meetings
 Hazardous chemical registers
 Induction and training records
 Manufacturer and suppliers information, including dangerous goods
storage lists
 Plant and equipment maintenance and testing reports
 Workers compensations rehabilitation records
 Workplace environmental monitoring records.
BSBWHS605A: Develop, implement and maintain WHS management

AS ISO 14589 Records Management

To ensure organisation’s record-keeping practices give the best support
possible to the implementation of your WHSMS, we will be consider adhering
to the relevant Australian Standard.
Implementation strategies for record-keeping systems include:
 Designing the system to meet all needs
 Documenting the system
 Training personnel to create and store records
 Converting records to new systems, such as paper based to electronic or
web based systems
 Setting standards for record-keeping and monitoring performance
 Determining retention in accordance with the regulatory environment.

o Make adjustments to implementation plan after consultation with

Wollongong manager.
I have already did it.