SBWHS605 WHS Task 2: Implementation Plan for Pitstop Wollongong

This report presents a comprehensive WHS implementation plan for Pitstop's Wollongong branch, addressing identified deficiencies through a structured approach. The plan encompasses an implementation plan, risk assessment, control procedures, and action plans. It begins with an outline of consultation outcomes, identifying key safety concerns such as lack of training, and inadequate procedures. The implementation plan is divided into inspection, risk assessment, and control procedures. Risk assessment utilizes a matrix to evaluate risk frequency and impact, leading to the development of mitigation and contingency control plans. An action plan outlines the initial launch of the WHSMS, ongoing activities, training programs, and communication strategies. Roles and responsibilities are clearly defined for stakeholders, including owners, managers, and employees. A detailed timeline or Gantt chart outlines activities. The plan also includes resource allocation and target objectives to measure the success of the implementation. This includes minimizing injuries, reducing lost work days, and establishing a robust risk management process.

Running head: SBWHS605 WHS TASK 2
SBWHS605 DEVELOP, IMPLEMENT AND MAINTAIN WHS MANAGEMENT
SYSTEM
Task 2
Support and facilitate implementation and develop WHS policy

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Outline of Implementation with Outcome of Consultation
Outcome of consultation
The major identified deficiencies in the workplace-health and safety
 Lack of safety procedure for employee who clean forecourt pumps
 Lack of safety procedure for employee who handles LPG and Petrol
 Lack of first aid training
 Lack of knowledge about in WHS legal framework in Wollongong Shift Manager 1,
Shift Manager 2, cashier 2, cashier 3, Cashier 4, Cashier 5
 Lack of experience in in safety and emergency procedure Wollongong Store Manager,
Cashier 3, Cashier 5
 Lack of communication skill in Wollongong Shift Manager 1, Cashier 2
 Lack of understanding about staff monitoring and performance measures in
Wollongong Shift Manager 1
 Lack of knowledge of using Pie oven in Cashier 1, Cashier 3, Cashier 4
 Lack of knowledge about petrol pump related operations
Outline of implementation plan
The implementation plan for Pitstop’s Wollongong Bruch is based on three major sections
namely implementation of inspection procedure for risk identification, risk assessment
procedure, Control plan and taking actions. In the risk assessment plan the identified risk has
been presented with risk assessment quantitative methods. Based on the assessment results
the control plan will be developed that includes both mitigation and contingency plan. Finally
in the action plan implementation of policies and procedures will be planned followed by the
facilitation, training and communication plan. Finally the resource allocation will be done
including human resource, physical resource and financial resource. It will help to collect or

3SBWHS605 WHS TASK 2
gather the required resources for smooth and flawless implementation plan. The timeline or
Gantt Chart will also be developed to keep a track of the operational progression
Risk Assessment and Control Procedure
Risk assessment Matrix
For assessing the risk the frequency of the risk and the impact of the outcome have to be
measured based on the rate of occurrence and possible hazards or consequences. For this the
following table should be used. The following table the identified risk has been presented.
Causes of Risk Outcome or Risk Frequency Impact of
Outcome
Lack of training and
understanding petrol
pump usage
Fuel Spill, slippery surface a trip hazard High High
Lack of training and
understanding of
rubbish handling
Fire in rubbish and fuel contamination Medium Very High
Lack of understanding
of stock management
and lack of PPE
Falling stock and physical hazard Medium Medium
Poor shift time
management
Long time agronomic health issues such
as fatigue legs
High Low
Lack of knowledge
about cleanliness and
Pie oven use
Poor dust and substance management and
breathing difficulties or suspended
particulate matter related hazard
Low High
Lack of expertise in
Pie oven handling
Burns from Pie oven Low Very High

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No emergency
procedure instruction
and caution sign
Poor emergency situation management
such as fire and first aid handling
High Very High
Lack of WHS training,
inspection and
supervision
procedures
Hazardous floor and environment that can
cause physical medical hazards
Very Low Medium
Severity of Risk Assessment
The severity should be measure through multiplying the frequency with the impact of the
risk. The following risk assessment matrix should be used to assess the identified the
I Incident Severity Score (IxF)
Very High 5 5 10 15 20 25
Impact (I)
High 4 4 8 12 16 20
Medium 3 3 6 9 12 15
Low 2 2 4 6 8 10
Very Low 1 1 2 3 4 5
F 1 2 3 4 5
Very Low
Lo
w Medium
Hig
h Very High
Frequency (F)
Therefore, through this risk matrix the severity of the identified risks have been measured in
the following table.
Outcome or Risk Frequency Impact of
Outcome Severity
Fuel Spill, slippery surface a trip
hazard 4 4 16
Fire in rubbish and fuel
contamination 3 5 15
Falling stock and physical hazard 3 3 9

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Long-time agronomic health
issues such as fatigue legs 4 2 8
Poor dust and substance
management and breathing
difficulties or suspended particle
hazard
3 4
12
Burns from Pie oven 2 5 10
Poor emergency situation
management such as fire and first
aid handling
4 5
20
Hazardous floor and environment
that can cause physical medical
hazards
1 3
3
Mitigation and Contingency Control
Risk Controls
Fuel Spill, slippery surface a trip hazard Training for petrol pump handling,
facilitating with PPE
Fire in rubbish and fuel contamination Training about workplace health and
safety procedures, inspection and
supervision
Falling stock and physical hazard Training about stock management crate
handling
Long-time agronomic health issues such
as fatigue legs
Revising the workforce scheduling,
training for the shift manager
Poor dust and substance management and
breathing difficulties or suspended
particle hazard
Training about workplace health and
safety procedures, inspection and
supervision
Burns from Pie oven Training on using pie oven
Poor emergency situation management
such as fire and first aid handling
Training on emergency and safety
procedures including first
Hazardous floor and environment that can
cause physical medical hazards
Putting caution signs, distributing
hazard report instruction handbook

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Action Plan for the Wollongong store
Initial launch of WHSMS, policies and procedures
 Reviewing the existing policies and procedures
 Amending the existing policies and procedures
 Distributing the compliance and obligatory papers among all stakeholders
Ongoing Activities
 Arranging Personal Protective Equipment in office premises
 Tagging caution signs with hazard avoidance instructions in office premises
Training
 Training staffs and managers for WHS legal framework and obligations
 Training staffs and managers about safety and emergency procedures including
hazard reporting and first aid
 Training cashier staffs for Pie oven use
 Training managers and staffs regarding LPG and hazardous substance as well as PPE
use
 Training shift manager regarding healthy and ergonomic shift management
Communication and Consultation
 Communicating with National Safety Council of Australia (NSCA) to train the
managers about WHS responsibilities and obligations
 Consulting with local and state level workplace health and safety regulatory authority
for external assessment of health and safety audit
 Communication with local law enforcement and emergency public services such as
ambulance and fire-station for emergency contact system

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Monitoring and Reporting
 Developing health and safety audit, inspection and supervising team
 Facilitating premises for proper emergency response such as fire extinguishing system
and alarm system
 Developing emergency responsive framework, roles and responsibilities
Roles and Responsibilities
Stakeholders Roles and Responsibilities
Owner of Pitstop Pty Ltd Arranging funds and approving the decisions through assessing
credibility
Mangers Communicating within organisation and with external service
provider for WHS facilitation. Leading and managing
departments for their compliances. Training the employees
Employees Complying with organisational guideline and cooperating with
the management for implementing new changes regarding
WHS
National Safety Council
of Australia (NSCA)
Training the managers of Pitstop Pty Ltd
Government and
Authority
Reviewing the WHS audit report and guiding the organisation
through recommendations and legal as well as procedural
guideline
Timeline
WBS Activities or Actions 01-
Feb
08-
Feb
15-
Feb
22-
Feb
29-
Feb
07-
Ma
r
14-
Mar
21-
Mar
28-
Mar
04-
Apr
11-
Apr
18-
Apr
25-
Apr
1 Initial launch of WHSMS, policies and procedures
1.1 Reviewing the existing policies and procedures
1.2 Amending the existing policies and procedures
1.3 Distributing the compliance and obligatory papers among all stakeholders
2 Ongoing Activities
2.1 Arranging Personal Protective Equipment in office premises
Making physical changes and facilitating with emergency equipment
2.2
Tagging caution signs with hazard avoidance instructions in office
premises
3 Training
3.1 Training staffs and managers for WHS legal framework and obligations

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3.2 Training staffs and managers about safety and emergency procedure
3.3 Training cashier staffs for Pie oven use
3.4 Training for LPG and hazardous substance and PPE use
3.5
Training shift manager regarding healthy and ergonomic shift
management
4 Communication and Consultation
4.1 Communicating with National Safety Council of Australia (NSCA)
4.2
Consulting with local and state level workplace health and safety
regulatory authority
4.3
Communication with local law enforcement and emergency public
services
5 Monitoring and Reporting
5.1 Developing health and safety audit, inspection and supervising tea
5.2 Executing health and safety inspection and Audit and reporting
5.3 Developing emergency responsive framework, roles and responsibilities
Target
Objective Target
To minimise injuries IR=<4
To reduce number of days of lost work LTIFR=<6
To establish risk management process All employees aware of procedure.
All managers have initiated one safety audit and
implemented process.
To ensure managers implement WHS
policy and WHSMS
All managers have performed a skills audit and conducted or
initiated appropriate training for employees.
To ensure employee buy-in across the
organisation
All employees have attended a WHS information session run
by managers in 6 months.
To minimize fire or burning cases FC=<2
To minimise Tripping, falling and
physical hazard
HI=<5
To reduce breathing difficulty report BDR=<3
To increase the number of workplace
health and safety skilled staffs and
managers
EC>=80% of the total employee count

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Resource Allocation
Resources Unit Cost per
unit
total cost
in-house training
material
Workbook 20 $ 7 $ 140
Guidebook 30 $ 5 $ 150
Projector 1 $ 550 $ 550
Sound system 1 $ 350 $ 350
WHS facilitation
Fire extinguisher 15 $ 35 $ 525
First aid system 15 $ 25 $ 375
PPE equipment 35 $ 50 $ 1,750
WHS instruction
Caution signs 25 $ 3 $ 75
Cautions posters 25 $ 5 $ 125
WHS Policy handbook 30 $ 7 $ 210
TOTAL $ 4,250

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