BSBWHS605 WHS Management Systems Sample Assignment

BSBWHS605 Develop, implement and maintain WHS management systems Assessment Task 3

Executive summary

Meeting with the store managers on monitoring and reporting

It has been six months since the implementation of the WHS management system across all stores at Pitstop. The implementation has been carried out concurrently with the expansion of the business, which will soon number 30 stores, growing from a single store two years ago. The number of employees has grown from 20 to 160 over the Assignment of the implementation of the WHSMS. Signs are that the rollout has been moderately successful in about half the stores. Initial feedback from store managers and employees was positive; however the implementation seems to have lost momentum. It is now time for a review of the WHSMS. have been asked by senior management to provide a written report on the performance of the system. The report should contain analysis of the data and recommendations for improvement based on analysis

Minimize illness and injuries in the workplace:
- minimize incidents
- reduce number of days of lost work.
Provide effective risk management:
- establish risk management process.
Provide effective WHS management and leadership:
- ensure managers implement WHS policy and WHSMS.
Build a culture of safety in the workplace:
- ensure employee
- buy-in across the organization.

Meeting with the board of directors and senior management to review performance of WHSMS and make recommendations

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 recognizes 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:

Minimization 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 superv

Objective	Target	Implementation	Indicator/ monitoring	Person
To minimize injuries	IR=<4	Skills assessment of workers. Specific training on equipment and job roles.	Number of reported injuries and near misses in 6 month period. Data from incident reports	Store Manager
To reduce number of days of lost work	LTIFR=<6	Skills assessment of workers. Specific training on equipment and job roles	Number of lost days in 6 month period Data from incident reports	Store Manager
To establish risk management process	All employees aware of procedure. All managers have initiated one safety audit and implemented process	Documents developed and distributed in policies and procedures manual to all staff	Percentage of managers who have completed process over 6 month period. Safety audits. Project management report.	Store Manager
To ensure managers implement WHS policy and WHSMS	All managers have performed a skills audit and conducted or initiated appropriate training for employees	Training for managers on process.	Percentage of managers who have performed a skills audit. Manager’s report. Percentage of employees who have completed training. Management reports/training records	WHS Manager
To ensure employee buy-in across the organization	All employees have attended an WHS information session run by managers in 6 months.	Managers to conduct monthly sessions on with employees to explain WHS issues, consultative process, etc.	Percentage of employees who have attended sessions. Management reports. Employee feedback survey on sessions.	WHS Manager and Store Managers

KPIs, procedures for performance management, audit and reporting as a result of consultation

Proactive Performance Indicators

Proactive performance indicators measure the actions performed as part of the WHS management system. Proactive performance indicators are designed to measure the actions being taken by the to prevent work related injury and illness. Proactive performance indicators that are used at the include:

Focus	Performance Indicator	Description
Training	The number for training Assignments delivered or coordinated by the WHS Unit - Monitors the number of WHS training Assignments - The number of participants in training Assignments delivered or coordinated by the WHS Unit	Monitors the number of WHS training Assignment Monitors the number of training participants attending WHS training Assignments
Hazard and Incident Reporting	The number of hazards, near misses and incidents reported - The number of high risk hazards, near misses and incidents reported - Percentage of completed hazard, near miss and incident reports	Monitors the level of hazards (including near misses) and incidents being formally reported by Safety Net and their completion.
Risk Assessments	- The percentage of risk assessments approved	Monitors the completion of risk assessments for operational activities with WHS risk
Safe Work Procedures	- The percentage of safe work procedures approve	Monitors the completion of safe work procedures for operational activities with WHS risk
WHSMS Audits	Average compliance of internal and Safe Work WHSMS audits	- Provides an overview of implementation of the WHS management system

Outcome Indicators

Outcome indicators are statistics which measure the successfulness of the implementation of the WHS management system’s implementation in achieving the objectives as stated in the WHS Policy. Examples of outcome indicators that may be analyzed at the Pitstop Pty Ltd include:

Focus	Performance Indicator	Description
Lost time injuries	- Lost Time Injury Frequency Rate (LTIFR) - A frequency detailing the amount of lost time injuries per million hours worked	- Average Time Lost Rate (ATLR)  The average time away from work per occurrence of injury or disease
Medically Treated Injuries	- Medically Treated Injury Frequency Rate (MTIFR)	A frequency detailing the amount of medically treated injuries per million hours worked
Workers compensation	- Workers compensation claims - Percentage of injuries which require lost time	The number of workers compensation claims - Provides an overview of the severity of workers compensation claims received

Recommendations

Responsibilities

Senior Executive

The Senior Executive of the Pitstop Pty Ltd are responsible for ensuring that WHS performance is monitored and evaluated and that initiatives to promote performance improvement and prevention of adverse trends are established and implemented.

Manager Workplace Health and Safety

The Manager Workplace Health and Safety is responsible for ensuring that information required for the monitor and evaluation of WHS performance is developed, collected and disseminated to the Pitstop Pty Ltd according to this guideline.

WHS Committee

The WHS Committee is responsible for monitoring the effectiveness of the Pitstop Pty Ltd WHS System which includes the review of WHS performance.

Performance Indicators

Performance indicators are derived as outlined by the WHS Planning Guidelines to monitor the achievement of WHS objectives and targets. Also, additional performance indicators may be established for the organization to measure WHS performance There are two types of statistical techniques used to validate WHS performance. These include:

Proactive (positive) performance indicators, and
Outcome (negative) Indicators.

Forms of Communication

1. Top management commitment and policy

The policy is a general plan of intent which guides or influences future decisions. It is the basis upon which measurable objectives and targets and the OHSMS is developed.

2. Planning

Plan how to deliver the OHS policy, objectives and targets to ensure hazards arising from work activities are identified so that risks can be assessed and then controlled.

3. Implementation

Implement the plan by developing the capabilities and support mechanisms necessary to achieve the WHS policy, objectives and targets.

4. Measurement and evaluation

Measure, monitor and evaluate WHS performance, to determine the effectiveness of risk management, and if necessary take preventative and corrective action.

5. Review and improvement

Review and continually improve the WHSMS, with the objective of improving WHS performance.

WHS professionals can help you develop an WHSMS
Health and safety information is accessible through forums such as WHS resources or consultation
Mechanisms including:
WHS internet site
WHS intranet site for staff
WHS performance measures in the UOW Performance Indicators system
WHS committee minutes
Workplace advisory committee minutes
Hazard and incident reports in Safety Net
Internal and external WHS training programs such as inductions
Material safety data sheets via Chem Alert online
Fire and emergency evacuation information
Contractor safety induction guide.
Health and safety information may also be made available:
On workplace noticeboards
Posters displayed around the workplace
Through meetings such as toolbox talks
By email such as safety alerts
In newsletters
On safety signage.

Reporting of WHS Performance

The following table details the performance indicators that are to be reported to Pitstop Pty Ltd stakeholders, and identifies the timeframe within which they are to be disseminated.

Reporting Mechanism	Recipient(s)	Frequency	WHS Indicators
WHS Report	Council.	6 times per year	- Workers compensation claims - Workers compensation claims costs - Hazard and incident reporting - Training Assignment delivery
WHS Report	Risk Audit and Compliance Committee	4 times per year	WHS information and matters - Operational risk - Resources and processes - Hazard, incident and risk reporting - Legal compliance - Verification activity
WHS Unit Report	WHS Committee	Every two months	- Workers compensation claims - Hazard and incident reporting - Training delivery
Annual Report	NSW Parliament Community	Yearly	- Number of claims - Hazard and incident reporting.
WHS Management Plan	Risk Audit and Compliance Committee WHS Committee	Biannually	- Number of Work Cover process improvement - notices, penalty notices or prosecutions - Average compliance of internal WHS verification Audits - Average compliance of Safe Work NSW Self Insurer WHS audits - Percentage of risk assessments approved - Percentage of hazard and incident reports finalized - Percentage of safe work procedures approved - Percentage of injuries which require lost time.