BSBWHS605

DEVELOP, IMPLEMENT AND MAINTAIN WHS

MANAGEMENT SYSTEMS
ASSESSMENT III

ROLEPLAY:
General Manager: Hi guys. Today, we will discuss about measurement and evaluation
requirements of the WHS plan. And also I want to set targets and KPIS for managers and
employees in accordance with organizational objectives for the WHS.
Store managers: Yes. We’ve got meetings between store managers. We all agree with that the
needs of consistent monitoring and reporting via formal document and feedback.
General Manager: That’s a good point for maintain our new WHSMS. We need to make sure to
conduct formal and informal meetings and communicate effectively with personnel at all levels of the
organization. Please do feedback session with all employees and managers regularly.
Senior management: I am bit struggling with aspect of reporting process. What can we do to achieve
more efficiency?
General Manager: Well. The best way for me is make check list and consider schedule for
audits, content of audits. It will help implementation.
Board of directors: How about setting targets and KPIs?
General Manager: There are four targets. Which is to minimize illness and injuries in the workplace,
provide effective risk management, provide effective WHS management and leadership, build
a culture of safety in the workplace. Here are the written report on the performance of the
system. This contain analysis of the data and recommendations for improvement based on your
analysis.
Store managers: How about measurement and evaluation requirements of the WHS plan?
General manager: there are 3 steps. Step 1 is General evaluation. The first step of measuring
and evaluating your existing WHS management system is conduction a general evaluation. Step
2 is Documentation evaluation. In this second step, you will be looking at what documentation
your company or organization has in place. Step 3 is Worksite evaluation.
Senior management: I want to discuss about consult of reporting and audit, targets and KPIs,
performance management process and also outcome as well as management KPIs and targets.
General Manager- A Key Performance Indicator (KPI) is a quantifiable measurement that shows
how well an organization, team, or individual is performing against a predetermined goal or
objective. Communicate KPIs clearly to everyone concerned, manage data collection carefully,
and support our people to achieve the outcomes we need. A Key Performance Indicator (KPI) is
a measurable value that demonstrates how effectively a pitstop is achieving key
business objectives. we use KPIs to evaluate their success at reaching targets. Each department
will use different KPI types to measure success based on specific business goals and targets.
Senior management: what do you think about out targets?
General Manager: well. We have very clear object. For example, To minimize injuries, we keep
reporting and do skills assessment of workers in 6 month period. I will setting up period on each
objects and keep it up.
Senior management: can you briefing for us?
General Manager: We do skills assessment of workers. So we know where we need to
do specific training on equipment and job roles. All the monitoring come from number
of reported injuries and near misses in 6 month period and data from incident report. So
we can resolve to minimize injuries and to reduce number of days of lost work.
documents are being developed and distributed in policies and procedures manual to all staff. It
come from percentage of managers who have completed process over 6 month period,
safety audits, project management report. It can be establish risk management process
and ensure managers implement WHS policy and WHSMS.
Store manager: okay.
General Manager: We using the approved data collection plan. Data and information
were collected for use in the six month evaluation of the WHS management system.
THE GOALS AND OBJECTIVES
It has been six months since the implementation of the WHS management system across all stores at
Pitstop. The implementation has been carried out simultaneously with the expansion of the business,
which, over the course of two years, has grown from a single store to 30 stores. The number of
employees has also grown up from 20 to 160 over the course of the implementation of the WHSMS.
Following are some of the set goals and objectives of pitstop Pty Ltd to be achieved;

 Minimise illness and injuries I the workplace

 Provide effectiveness risk management

 Provide effective WHS management and leadership

 Build a culture of safety in the workplace

Upon setting goals and objectives of the organization, Pitstop Pty Ltd had also set a target to
be achieved with six month of period and the set target are as follows;

 The incident rate has to be less than or equal to 4 within six month

 Lost time injury frequency at the workplace should be less than or equal to six

 All the employees must made aware of the procedures on WHS and WHSMS

 All managers has to initiate at least one safety audit and implementing procedures at
the workplace

 All managers has to perform a skills auditing and conduct or initiate appropriate
training for employees

 All employees has to attend a WHS information sessions which will be run by the
respective managers to keep workplace safe from injuries.

The Pitstop Company had set KPI as per the reports for the past 6 months and some of the
KPI set was as follows:
 Total number reported injuries and near misses in six month period should be minimal
 Number of lost days in six-month period due to workplace injuries should be less
 Percentage of managers who have completed process over the six-month period
should be high
 Initiating a safety audit to keep workplace free of injuries
 Percentage of managers who have performed skills audit should be high
  Percentage of employees who have competed training on WHS and WHSMS should
be more

PERFORMANCE MANAGEMENT PROCEDURES:

Performance Monitoring: Performance Monitoring and Evaluation is a strategic approach
to management, which equips leaders, managers, employees and stakeholders at various
levels with a set of tools and techniques to regularly plan, continuously monitor, periodically
measure and review performance of the organization in terms of indicators and targets for
efficiency, effectiveness and impact.
The following are some of the monitoring and evaluating performance procedures of WHS in
Pitstop Pty Ltd;
 The first and foremost thing is setting the goals and targets for every employees and
stores.
 How to reduce spills in store by using checklist before every shift
 How to reduce fire incidents by making area smoke free zone
 How to reduce lost of hours by doing internal auditing

Based on the set goals and objectives of the organization, the targets were made for each
employee and at each store to be achieved within six-month period. With detailed data
collected we came across the result in two forms. Some of the results were satisfactory
performance and some are un-satisfactory where they are not able to achieve the target.
Satisfactory Performance: Even though Pitstop Pty Ltd had recently expanded to ten stores
and still could achieve some of the set tagets within the six-month periods. Some of the
satisfactory performances achieved are as follows;
 They have achieved 100% work days lost due to fuel spills
 13 managers have completed a skills audit in the six month period
 10 safety audits were completed where some managers have initiated the use of
nozzle guards and automatic pump shut-off systems to reduce small and large spills
whereas some managers have chosen to post rules for customers in more visible
locations.
 As per the training records, 80 employees were successfully trained on their job role.
 From the employee feedback survey, employees were generally happy with the idea
of the training sessions where some stores have highly popular and informative
sessions.
  Managers run regular sessions based on employee WHS concerns and WHS issues,
which indicates that there is a successful rate of training as per management report.

Unsatisfactory Performance: There is always a disadvantage to every advantage, so pitstop

Company had achieved some of its set goals and targets but there are so many unsatisfactory
performances where they are not able to achieve its goals and targets. Therefore, some of the
following listed are unsatisfactory performances within the set time frame of six-month
period;
 They have failed 100% lost of work days due to injuries at workplace where could not
meet the target
 Incident reports are not always completed by managers and also risk of serious
incidents are not being considered and reviewed and also not being reported to
relevant authority.
 Mangers were not able to meet the set target of audit report 100%, they could only
report 250 where they are supposed to report 500.
 At some stores job roles and performance indicators set by managers don’t mention
about WHS where employees feel that WHS is not so important and couldn’t meet the
target of safe workplace.
 The monthly sessions conducted are often disorganized and incompetently run by
inexperienced managers.

RECORD KEEPING AND AUDITING PROCEDURES:

RECORD KEEPING: To support the ongoing implementation, review and continuous improvement
of the system, we will need to ensure adequate procedures for recordkeeping and reporting are
available to provide guidance to relevant employees. Implementation strategies for recordkeeping
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 recordkeeping and monitoring performance
 Determining retention periods in accordance with the regularity environment.

Systemic recordkeeping is essential to meet internal and external requirements for WHS management.
One aspect of systemic recordkeeping is regularity. Regular auditing is curtailed from the standpoint
of organizational improvement. Regular review of workers compensation records is important to
determine the financial impact of WHS risk and the effectiveness of the system in reducing risk.
A record of WHS training should be kept for reporting purposes and for continuous improvement.
Training records will typically reflect:
 Which the employees have been trained
 When training took place
 What each training course covered
 Who conducted the training and their qualifications
 The duration of the training
 The competencies achieved or skills attained.

AUDITING PROCEDURES: An important part of measurement and evaluation is the monitoring of

the system itself. A management system audit may be done internally or by an external auditor. To
achieve certification of the system as AS/NZS 4801 compliant, an external audit by an accredited
organisation is necessary.
Internal Audit:
Competent personnel who are knowledgeable about the area being audited should perform internal
audits. Internal audits should be conducted in an objective manner, so it is best if the internal audit
staff do not have direct involvement in the activities being audited. Internal auditors should always
use a recognised methodology to ensure the consistency, fairness and validity of the audit data and
outcomes from the audit process.

External Audit:
External management system audits can be substantial and are usually undertaken by WHS specialists
or by the appropriately trained internal staff. External audits provide you with an independent
assessment of your performance. There are several organisations that can assist you with auditing.
The Australian Standard AS/NZS 4801 provides useful guidance for such external audits of the
organisation as it provides a nationally accredited audit tool that can be used to examine systems and
determine areas for improvement.
A management system audit has a wide scope of investigation and will monitor the effectiveness of
organisational structures, implemented procedures, responsibilities, accountabilities, mechanisms for
measurement and the realisation of the objectives outlined in the WHS Policy.
Senior management in the management review process for the purpose of continual improvement
should use the results of the internal and external audits. Some of the common system audit tools are
as follows:
 Interviews
 Focus groups or workshops
 Minutes
 Questionnaires
 Audit checklist
 Feedbacks

How to undertake corrective Measures after Auditing:

To undertake corrective actions/measures we need to act immediately, or as soon as possible and also
need to act consistently and in accordance with the policy. As always, it is also an important to take a
systematic approach to monitor and taking corrective actions. One way to do this is to build in
automatic triggers. Automatic triggers are best designed into a WHS management system where we
can predetermine the most appropriate actions to be taken if a condition eventuates. The main
advantages of automatic triggers are:
 Rapid response
 Reduced need for discussion and decision making.

Conclusion:
The implementation of WHS management system and WHS across all stores at Pitstop had been six
months where the implementation has been carried out concurrently with the expansion of the
business, which over the course of two years, has grown from single store to 30 stores. With
expansion of business, the number of employees drastically increased from 20 to 160 with which we
had WHS issues. Therefore, pitstop had come with WHS policy and WHSMS system to successfully
run the business.
Even though, we had implemented both WHS policy and WHSMS we had some of the targets, which
cannot be achieved within this six-month period. So, therefore all the employees of Pitstop should
have all policies and procedure of WHS and WHSMS in finger tips to make workplace safe from
work related injuries at all times.

Recommendations:
After through, research and comparison from the simulated workplace scenario of the Pitstop Pty Ltd
we have came up with the few recommendations to successfully achieve the set goals and objectives
and also the targets. Following are the some of the recommendations we have to improve working
environment of the Pitstop Pty Ltd;
1. Pitstop Company should hire expert on WHS policy and WHSMS where he/she can train all
the store managers.
2. All store managers, after getting trained from the expert they should train all the employees at
their premises on WHS to reduce risk at workplace.
3. All stores should have risk assessment checklist to be filled before every employee start their
shift.
4. Fortnightly feedbacks from the employees with the basic checklist of the risk assessment and
monthly survey questionnaires for other relevant stakeholders based on WHS.