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Hey guys I am doing this BSBWHS605A Develop, implement andmaintain WHS managementsystem assessments, anyone could give me a hand to solve these assessments? Thanks!


T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

Task: 1 Propose the Workplace

 

management system (Role play)

 


 

Submission details

 

The Assessment Task is due on the date specified by your trainer. Any variations to this arrangement

 

must be approved in writing by your trainer.

 

Submit this report with any required evidence attached. See specifications below

 

for details.

 

You must submit a printed copy of your answers.

 

Submit printed copy of required evidences (your answers) to your Trainer with the "Assessment Cover

 

Sheet" (Filled out and signed appropriately) attached on top of your documents.

 

The Trainer/Assessor may further prompt and question in order to receive answers of appropriate

 

quality or if further clarification required and to validate authenticity of your submitted work.

 


 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 1 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

Assessment description

 

Using the scenario information supplied, you will conduct an initial review of the workplace. You will

 

then participate in a management meeting (a role-play), in which you will propose the design of an

 

appropriate WHSMS and consult with management. During the meeting, you will present a draft WHS

 

policy for consultation.

 


 

Procedure

 

1. Review the simulated workplace information for Pitstop Pty Ltd (below).

 

2. Conduct an initial review of the simulated workplace, including core elements of the system:

 

? organisational requirements for WHS management

 

? responsibilities and accountabilities for WHS

 

? WHS risk management and procedures

 

? documentation and record-keeping requirements for monitoring and review and

 

demonstration of compliance

 

? employee capability and need for training.

 

Note: some relevant information may be gathered from the simulated workplace information

 

provided below; some information may be gathered through the process of consultation.

 

3. Review the summaries of consultation meetings with organisational stakeholders to gain input

 

into proposed WHSMS (you will need to address the stakeholder concerns in your WHSMS).

 

4. Conduct any research necessary to support your proposal for the design of a WHSMS, for

 

example on:

 

? Victorian WHS legal framework

 

? NSW or Qld WHS Act, to support your proposal for the design of a WHSMS.

 

? relevant standards for WHS management systems, risk management and record-keeping.

 

5. Develop a draft WHS policy for Pitstop Pty Ltd.

 

6. Develop a (1?2 page) written outline of core elements of your proposed WHS management

 

system and your response to issues raised by Amanda Kaisig and Pat Lee:

 

? Store Manager of flagship store, Amanda Kaisig needs to be reassured that the new

 

system will deal systematically with all health and safety problems, that the board of

 

directors is fully committed and will provide the required resources.

 

? Worker representative from former ISS stores, Pat Lee is willing to communicate the

 

importance and benefits of the new WHSMS to workers, but only if convinced of the

 

benefits to workers and that management has given its full commitment any new

 

WHSMS.

 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 2 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

7. Arrange a time with your assessor to complete management role-play in which you propose

 

design of your WHS management system and WHS policy to the board of directors and CEO

 

during a meeting.

 

8. In a 10?15 minute role-play presentation and consultation session, propose the design of an

 

appropriate WHS management system and WHS draft policy to the board of directors and CEO.

 

Ensure you lead the meeting and discuss:

 

? core elements of system and proposed changes or additions

 

? relevant standards

 

? relevant legislative requirements for WHS management, including those related to recordkeeping

 

? WHS policy requirements

 

? how policy will be communicated to employees

 

? how design of WHS management system and WHS policy meet internal and external

 

requirements

 

? possible certification option and process of certification.

 

Note that, during the presentation and consultation session, you will need to:

 

? answer questions

 

? ask for feedback and input into the system

 

? work to build support and ask for management commitment to policy and WHSMS.

 

9. Incorporate necessary changes into your WHS policy draft and design of WHSMS based on

 

consultation.

 

10. Submit all documents to your assessor as per the specifications below. Ensure you keep a copy

 

of all work submitted for your records.

 


 

Specifications

 

You must:

 

? participate in presentation and consultation session (role-play) with board of directors and CEO

 


 

(your Trainer)

 

? submit 1?2 page written outline of WHSMS core elements (revised if needed) including

 


 

responses to:

 

? Store Manager, Amanda Kaisig

 

? worker representative, Pat Lee

 

? submit a draft WHS policy (revised if needed).

 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 3 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

Your assessor will be looking for:

 

? analytical skills to analyse relevant workplace information and data

 

? communication skills to conduct effective formal and informal meetings and communicate

 


 

effectively with personnel at all levels of the organisation

 

? consultation, facilitation and negotiation skills to gather input and build support for plans

 

? information technology skills to conduct research, create documentation and present

 


 

information

 

? organisational skills to manage own tasks within a timeframe

 

? knowledge of standards relating to WHSMS

 

? knowledge of relevant commonwealth and state or territory WHS Acts, Regulations, codes of

 


 

practice, standards, guidance material and other relevant publications

 

? knowledge of requirements for record-keeping that address WHS, privacy and other relevant

 


 

legislation

 

? knowledge of WHS management systems

 

? knowledge of WHSMS certification and auditing standards, processes and requirements.

 


 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 4 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

Simulated workplace scenario ? Pitstop Pty Ltd

 

Pitstop is a privately owned company that until recently operated one independent service station in

 

Melbourne?s north. The owner, chairman and CEO, Jim Murphy, has run the company for the past five

 

years. He has operated service stations for most of the last 25 years and relies on his hands-on

 

approach to monitor and instruct staff on what to do.

 

In the past eight months, Pitstop has raised sufficient finance to buy out the Independent Service

 

Station (ISS) chain of nine stores across Victoria, NSW and Queensland and rebrand them all as Pitstop.

 

Jim plans to continue the expansion until the optimum target of 30 service stations is secured for the

 

Victoria, NSW and Queensland market.

 

Pitstop service stations trade 24 hours. They typically include a vehicle access forecourt with at least

 

six pump stations, a retail shop, a food bar, Store Manager?s office and stockroom. They sell fuel, oil,

 

gas, supermarket goods, hot pies (heated from frozen on the premises) and cold drinks.

 

Including the retained staff from the ISS buyout stores, Pitstop has a workforce of approximately 60

 

employees. The employees come from a wide range of cultural and linguistic backgrounds. A

 

significant proportion has poor English literacy, including poor reading comprehension. Most

 

employees, but not all, have a high-school level of education.

 

All stores have computerised point-of-sale terminals that are linked to the company?s enterprise

 

resource planning and accounting systems. The flagship store has an attached office space that

 

accommodates the directors and senior management staff.

 

Pitstop service stations are currently located in:

 

? Victoria:

 


 

? Craigieburn

 

? Bendigo

 

? Shepparton

 

? Wodonga

 

? NSW:

 


 

? Ballina

 

? Wagga Wagga

 

? Wollongong

 

? Qld:

 


 

? Coolangatta

 

? Ipswich

 

? Toowoomba.

 


 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 5 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

Background to WHSMS

 

You have been employed by Pitstop as the General Manager ? Retail. You have been asked to design

 

and develop a WHS Management System (WHSMS) to manage WHS for Pitstop as one of your initial

 

tasks.

 

In the employment interview, Jim explained that:

 

Pitstop has just gone through a tremendous transformation, from a single

 

hands-on operation to a multi-store enterprise with plans to triple in size in

 

the next five years. The board of directors has made me acutely aware that

 

we can?t manage the present and future operations the way I have in the

 

past. We want you to design and develop a WHSMS, as far as is practicable,

 

to ensure a workplace that is safe and without risks to the health of our

 

employees, customers, suppliers and visitors to the sites. You may need to

 

create or rewrite organisational policies as well as devise training schemes,

 

implement changes and develop reports.

 

I don?t want to pressure you, but it is imperative that this WHSMS be in place

 

in four months time when we meet with all key stakeholders of Pitstop.

 

When I managed the single store we never had the injuries and time off work

 

that we are having at the moment. I was always very careful to tell my staff

 

how to work safely and made sure any potential hazards were dealt with

 

before they caused injury. But I can?t be in ten places at once. We need a

 

system that can be effectively implemented and monitored without me

 

having to be there.

 

Absenteeism has gone up and I believe that it is caused by low staff morale

 

connected to work health and safety. I believe that work should be a happy

 

place because a happy workplace is a productive one. Also, it tends to

 

cultivate long-term employees.

 

After the interview, Jim introduced you to key investor and board member, Alan Harvey who explained

 

that he leaves Jim to worry about the company operations while he concentrates on strategic

 

planning. Alan said:

 

With our expansion plans we have to be very concerned about our brand

 

image. We can?t afford to have it tarnished by bad press concerning the way

 

we care for our sites. We handle a lot of hazardous substances in our service

 

stations, and the board takes the legal responsibilities we have as company

 

directors in regard to WHS very seriously.

 

In developing the WHSMS, make sure you consult with and include the board.

 


 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 6 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

Alan asked you about the way you intend to go about setting up the WHSMS for Pitstop and whether

 

you will be needing any help in achieving the task by the due date.

 

Your response was that you had been involved the rollout of a similar program with Australian

 

Petroleum. You had used WHS consultants in areas where the company management required

 

additional expertise. You also used the National Safety Council of Australia (NSCA) to train the

 

managers about WHS responsibilities and obligations. You think NSCA may also be useful for training

 

the Pitstop Store Managers on WHS compliance as would St John?s Ambulance in certifying all

 

managers with first aid competency.

 

Alan noted that, in the interest of efficiency, it would be a good idea to integrate existing management

 

systems with the new WHSMS. This may involve adapting policies from other management systems at

 

Pitstop or those legacy policies retained from the ISS buyout stores.

 

Alan went on to say:

 

This is a critical area for our short-term and long-term future. We don?t want

 

to set a budget, but would rather you come back to us with recommendations

 

on the resources required to do the WHSMS right.

 


 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 7 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

Pitstop Pty Ltd organisation

 


 

Pitstop WHS strategic plan 2014 excerpt

 

Mission statement

 

Pitstop aims to be the first-choice provider of fuel and snacks for Australian motorists.

 

Pitstop is committed to providing employees and customers with a healthy and safe

 

environment.

 


 

Pitstop organisational structure

 

Board of directors and CEO

 


 

Executive Assistant

 


 

General Manager ?

 

Finance and Operations

 


 

General Manager ?

 

Retail

 


 

Senior Accountant

 


 

Store Managers

 


 

Records clerk

 


 

Shift Managers

 

and Cashiers

 


 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 8 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

Pitstop workplace operations

 

Store activities list

 

The following activities are carried out at Pitstop.

 

Employees

 

Ongoing activities

 

? Serve customers.

 

? Resolve issues associated with use of petrol or LPG pumps.

 

? Heat pies.

 

? Receive and store frozen and refrigerated food items.

 

? Banking notes and cash register balancing.

 

? Mop and clean floors.

 


 

Once-a-day activities

 

? Clean all forecourt pumps.

 

? Pick up all rubbish on the forecourt.

 

? Replace water and supplies on the forecourt.

 

? Change display board prices.

 

? Move stock from reserve to retail shelves.

 


 

Weekly activities

 

? Measure the fuel volumes in the underground storage tanks.

 

? Receive deliveries of LPG and petrol.

 

? Receive and store retail products.

 

? Reorganise reserve stock.

 

? Stocktake inventory items on forecourt, shop and reserve.

 


 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 9 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

Store managers

 

Ongoing activities

 

? Monitor employees under supervision.

 

? Aid employees where required.

 

? Coach/train employees.

 

? Induct new employees.

 

? Provide reports to senior management as requested.

 


 

Daily activities

 

? Sales, inventory and banking reports for General Managers.

 


 

Yearly activities

 

? Performance Review and Development Program (PRDP).

 


 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 10 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

WHS initial review and data gathering

 

One of the first tasks that the directors have asked you to perform was to review the existing WHS

 

situation at Pitstop. Pitstop?s most senior Store Manager, Amanda Kaisig, has compiled an incident

 

summary report. You have also conducted store visits to observe conditions and conducted a review of

 

record-keeping systems.

 

Incident summary report for previous 6 months

 

Incident type

 


 

Work

 

days lost

 


 

Number

 


 

Who affected?

 


 

Fuel spill

 


 

33

 


 

3 customers with fuel on clothes

 

10 litre fuel spill into drains

 


 

Fire in rubbish bin

 


 

2

 


 

Staff with smoke inhalation

 


 

Slip on wet shop floor

 


 

3

 


 

2 employees

 

1 customer

 


 

6

 


 

Falling stock in reserve

 


 

6

 


 

6 employees

 


 

2

 


 

Trip

 


 

2

 


 

1 customer (cracks in concrete

 

of forecourt)

 

1 employee (cluttered reserve

 

corridor)

 


 

0

 


 

Burns (ovens)

 


 

42

 


 

employees

 


 

23

 


 

Fatigued legs

 


 

2

 


 

2 employees

 


 

2

 


 

Eye and breathing difficulties

 

related to fumes from oven cleaner

 


 

3

 


 

1 employee

 


 

1

 


 

0

 

0.5

 


 

Store visits

 

Your visit of the stores identified the following points:

 

? Unwanted chemicals have been eliminated from the flagship store.

 

? Some goods are being supplied in quantities that make lifting them very difficult.

 

? Anti-glare screens have been installed on the computer and point-of-sale screens.

 

? No stress mats for the cashier who has to stand on concrete floors for 7.5 hour shift.

 

? No real training of staff ? supervision more on sales and cost control, not WHS.

 

? Extensive Personal Protective Equipment including hearing or eye protection, safety vests, hard

 


 

hats. But not used all the time by staff.

 

? No emergency preparedness posters in the stores.

 

? Only a few safe working procedures clearly visible or available.

 

? No induction of new staff on WHS.

 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 11 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

? No staff noticeboard for safety information.

 

? Material safety data sheets seem to be available for most dangerous goods such as petrol and

 


 

LPG.

 

? First aid kits in every store ? most fully stocked. Store managers have been given authorisation

 


 

to fully stock first aid kits.

 

? Register of hazardous substances and dangerous goods kept in store but not updated.

 

? No safety audits or inspections have been undertaken regularly. There is no planned schedule.

 

? Contractors and subcontractors not informed about their duty of care on-site.

 


 

Records

 

You check with the Records Clerk, who is responsible for keeping all of Pitstop?s records. You discover:

 

? No training records are kept of employees and subcontractors to provide evidence of workplace

 


 

competencies.

 

? No rehabilitation policy.

 

? No record-keeping policies.

 

? Records relating to workers compensation claims are kept in an unlocked cabinet.

 

? Missing incident reports.

 

? Paper record-keeping is hard to use to compile WHS performance data for individual stores and

 


 

the organisation.

 

? Archiving of records is practiced and appropriate.

 

? Electronic data is backed-up periodically.

 

? Insurance policies are in place but may not have been appropriately updated after the buyout of

 


 

the ISS service stations.

 

? In the files you discover some other relevant documents including the current policy and

 


 

procedures that have been adopted from the buyout stores.

 


 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 12 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

Policy and procedures documents (retained from ISS buyout stores)

 

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 recognises 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:

 

? minimisation 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 supervisors strive to meet

 

expectations in accommodating life and personal responsibilities.

 


 

ISS smoking policy

 

As an employer, ISS has a duty under WHS legislation, to provide a safe working

 

environment and to protect the health of all employees from any illness and injury arising

 

from the workplace. Areas other than those designated will be smoke-free to eliminate

 

the hazards of environmental tobacco smoke.

 

A designated area will be available where smokers will be able to smoke during scheduled

 

work breaks, as long as this does not cause harm or discomfort to other employees in the

 

workplace. Employees may not, at any time, smoke inside buildings or premises or any

 

enclosed workplaces. The designated areas will be away from flammable or other

 

dangerous activities.

 

A breach of this policy will be dealt with in the same manner as a breach of any WHS

 

Policy and standard disciplinary procedures will apply.

 


 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 13 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

ISS sexual harassment policy

 

ISS recognises that sexual harassment is a serious issue and is committed to providing a

 

workplace free from sexual harassment.

 

What is sexual harassment?

 

Sexual harassment is any deliberate verbal or physical conduct that is unwelcome and

 

uninvited, embarrassing, demeaning, offensive or compromising. It can be experienced

 

anywhere in the workforce and by both men and women.

 

It has nothing to do with mutual attraction or genuine affection between people. Such

 

friendships, whether sexual or not, are a private concern. It should not be confused with

 

genuine compliments or behaving with common courtesy.

 

Sexual harassment may include such actions as:

 

? dirty jokes, derogatory comments, offensive written messages (email/text

 


 

message), or offensive telephone calls

 

? leering, patting pinching, touching or unnecessary familiarity

 

? persistent demands for sexual favours or social outings

 

? displays of offensive posters, pictures or graffiti.

 


 

Behaviour is against the law if it makes you feel:

 

? offended and humiliated

 

? intimidated and frightened

 

? uncomfortable at work.

 


 

ISS considers sexual harassment an unacceptable form of behaviour which will not be

 

tolerated under any circumstances.

 

ISS, undertakes to educate all employees on the issue of sexual harassment to avoid its

 

incidence and to inform employees of procedures to deal with the problem should it

 

occur.

 


 

ISS alcohol and drugs policy

 

ISS recognises the value of its employees and is committed to promoting and maintaining

 

the health and wellbeing of every member of its work force. Alcohol and other drugs can

 

influence an employee?s ability to maintain safe work practices and can endanger

 

themselves and others. All employees, contractors and sub-contractors have a

 

responsibility to present for work and remain not influenced by alcohol and other drugs.

 


 

BSBWHS605 Develop, implement and maintain WHS management systems ? Assessment Task 1

 

Page 14 of 22

 


 

LAST UPDATED: November 2015, Version No. 1

 


 

T. +61 2 9283 4388 | E. [email protected]

 

Lower Ground, 101 Sussex St., Sydney NSW 2000 Australia | www.wic.nsw.edu.au

 


 

ABN: 19 080 559 600 | CRICOS CODE: 01856K | RTO: 90501

 


 

ISS bullying and harassment policy

 

ISS is committed to providing a working environment that is free from bullying. Working

 

relationships and standards of behaviour between employees are important workplace

 

issues. The ISS code of conduct sets out principles for behaviour required in the workplace,

 

namely that:

 

? all people should be treated with respect

 

? all employees should develop an awareness about the impact of...

 







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