Safety Management Structures and Procedures for WHS Compliance

Leadership and Management 1
LEADERSHIP AND MANAGEMENT
BY (Name)
Student’s Name
Professor’s Name
Course
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Leadership and Management 2
Assessment Task 1
The safety management structures provided by the WHS consultant intend to safety and
health an integral part of the business’s operations. Notably, the recommended plan needs to
effectively communicate WHS policies that vividly outline the company’s commitment to
complying with WHS legislation. Besides, the WHS consultant adviced that the system needs to
identify the duty holders and WHS duties for all workplace personnel according to the WHS
policies and programs. To amend WHS policies, the firm needs to locate and report
insufficiencies in current risk management according to the WGS legislative necessities.
Therefore, the safety management structure has several elements; a safety plan, WHS policies,
intensive supervision, proper training, and reporting.
Importantly, it is not enough to adjust to the satisfactory safety management structure.
The firm needs to actively apply the system in the workplace by ensuring that employees comply
with procedures, trained appropriately, and are subjected to continuous supervision. According to
the “Work Health and Safety Codes of Practice 2011,” all provided guidelines depend on the
business environment, and workplace protections. The WHS consultant advised that the
workplace needed to be re-arranged to minimize chances of injuries, and the managers of the
business need to consult and cooperate with workers to develop an effective system.
According to “WHS Policy 62,” all duties involving manual handling must be risk
evaluated and managed. The responsibilities of all levels of management and employees must be
noted, communicated, and discharged by those concerned (Innovation and Business Skills
Australia, 2015, p.11). Conversely, equipment needs to be provided to help in manual handling
where a need is noted as part of a management metric. Notably, the equipment may be utilized
appropriately, and maintained at all times with all operators as required by law.

Leadership and Management 3
Additionally, every worker must be informed of all the regulations provided by WHS
code of practice, which will ensure they understand the safety regulations required. The WHS
consultant recommended that the company needs to accurately complete and maintain “WHS
Records of Incidents of Occupational Injury and Disease Management” in a workplace according
to WHS legislations. WHS’s legislative requirements suggest that the records need to support
enhancement programs, and design new procedures and policies that act as a proof that the
company is adhering to its duties to legislation and workers.
Besides, the safety and health records need to be available in case of employee
compensation claims, which must be integrated into the organization’s systems. Some records
that may need to be created or maintained include inspection and audit reports, consultation
records, hazardous chemical register, equipment, and plant testing and maintenance reports, and
employee’s rehabilitation and compensation records (Australia AID, 2012, p.12).
The performance management may include the combined efforts of the company to
manage and enhance performance; concerning WHS, PCBUs need to apply a performance
management approach that coordinates and integrates. When implementing and monitoring the
WHS management structure, a company is usually advised to use both reactive and proactive
monitoring systems. These systems will ensure the extent to which relevant procedures, policies,
and objectives are being adhered to. Alternatively, performance management methodologies and
tools for intervention may include positive reinforcement through recognition and rewards.
The resources include a two-hour training per employee, which has been approved by the
new WHSMS; the budget allocated for this is one million dollars. The cost of each resource is as
follow; senior managers at 200 dollars, store managers at 100 dollars, team leaders at 60 dollars,
employees at 25 dollars, WHS consultants at 60 dollars, and training rooms at 50 dollars. The

Leadership and Management 4
timeline for this changes is three month intensive training on how to effectively handle
equipment, followed by a biweekly WHS meeting which must be held to monitor the progress of
each worker in various departments. This will ensure that any defects are detected and acted
upon as soon as possible.
WHS policies state that the PCBU intention is to maintain a safe workplace environment,
and ensure that everyone obeys the legal requirements. The amendments provided to WHSMS
intend to boost its external and internal enterprise performance. Other amendments may include
providing workers with guidance materials, which will ensure that they understand how to
handle the equipment manually. The guide may also state any electrical risks and the emergency
plan that an employee may need to do in case the equipment causes an injury.
Assessment Task 2
The preparation of the two roles are as follows;
HSR (The Assessor)
Problem: Hazards Noticed by Employees
These include some product such as lawnmowers and power equipment that are too
heavy to lift for clients. Normally, this resulted in near accident scenarios that went unreported.
Also, no proper training was accessible, which increased the injury circumstances. Alternatively,
no lifting alternatives like pump trucks and trolleys were available for customer services at the
warehouse. Consequently, unclear statistical data on hazardous substances and safe storage such
paints, turpentine, and petrol were also noted by employees. During the meeting with the HSR,
some other points noted as major concerns to the workers include loose wires and other trip risks
in the administration areas, and petrol forklifts utilized in enclosed unventilated locations.