502-KA

An inaugural meeting or speech is the first meeting of a new organisation or the first speech by the new leader
of an organisation or a country.
(b) Annual general meeting

An annual general meeting(AGM) is a mandatory yearly gathering of a company's interested shareholders.

At an AGM, the directors of the company present an annual report containing information for shareholders
about the company's performance and strategy.
(c) Extraordinary general meetings

An extraordinary general meeting (EGM) is a shareholder meeting called other than a company's scheduled
annual general meeting(AGM). An EGM is also called a special general meeting or emergency general meeting.
(d) Directors' or board meetings

A Board meeting is a formal meeting of the board of directors of an organisation and any invited guests,
held at definite intervals and as needed to review performance, consider policy issues, address major
problems and perform the legal business of the board. Presided over by a chairperson of the organisation,
the quorum, rules, and responsibilities for board meetings will be documented in the organisation's
operating agreements and may need to meet government requirements.
(e) Section/department meetings

A department should conduct meeting at which faculty exchange ideas for the wellbeing of the department. In
carrying out his or her responsibilities, the chairperson often needs the counsel and advise of the departmental
faculty. These departmental meetings present an excellent opportunity for such interchanges
(f) Specific interest groups

Organisations that are not technical may also have Special interest groups, which are normally focused on
mutual interest or shared characteristic of a subset of members of the organisation. Such a meeting is called
Special Interest meeting. An important example for this is trade unions. For identity- based advocacy groups,
see identity politics. 
(g) Ad hoc committees

An Ad hoc committee is a group of people assembled to address a specific issue. A committee formed for a
specific task or objective and dissolved after the completion of the task or achievement of the objective. Most
committees (other than the standing committees are of the ad hoc variety
(h) Regular or standing committee

Standing committees are permanent panels identified as such in chamber rules (House Rule X, Senate Rule
XXV). Because they have legislative jurisdiction, Standing committees consider bills and issues and recommend
measures for consideration by their respective chambers.
4. What are articles of association and what effect do they have on meeting structure?

A company's articles of association are the set of rules that govern the internal operation of that company.
They are the company's by-laws and they deal with the matters such as calling of meetings, voter rights,
election and removal of directors. Companies don't have to invent their own Articles of Association- they can
use the model ones provided under Australian corporation law. The articles of association have the effect of a
contract.
Rules of body
In corporation's law, the regulations in the Tables A and B provide for options or give room to the company to
devise articles of association that are particular to a company. When these options are exercised and unique
regulations devised, they become part of the "Rules of the body".
5. Outline differences between formal and informal meeting. Provide examples.

Formal meetings are ones which has a specific structure and Agenda that each participant is aware of.
Informal meetings can have some participants who have an agenda in mind but is not known to all
participants. Most business meetings are formal.
Examples of formal meetings are finance committee meetings, board of directors meetings, and annual
shareholders meetings. Another type of meeting is an informal meeting, which is used to address daily
operational and policy issues
6. Create a sample formal agenda.

1. Identify the meeting’s goals.

2. Ask participants for input.
3. List the questions you want to address.
4. Identify the purpose of each task.
5. Estimate the amount of time to spend on each topic.
6. Identify who leads each topic.
7. End each meeting with a review.
Meeting Agenda
Topic 1: Title of First Topic
● Discussion point list with bullets
● Second talking point
● Third talking point
Topic 2: Title of Second Topic
1. Discussion point list with numbers
2. Second talking point
3. Third talking point
Topic 3: Title of Third Topic
1. Discussion point list with letters
2. Second talking point
3. Third talking point
Topic 4: Title of Fourth Topic
1. Discussion point with roman numerals
2. Second talking point
3. Third talking point
Notes and Action Items

7. What do typical purposes for holding a meeting include?

The purpose will be determined by the goals and objectives you want to achieve.
Meetings are held to make and ratify decisions, exchange opinions and make recommendations. They can
establish policy and strategic directions.
At the simplest level, meetings are held to give information, gat information, a combinations of these
objectives and to make decisions. 
8. Who should attend meetings? Discuss how you decide.

Participants should be those who:

1. Have a thorough knowledge and understanding of the issues to be dealt with.
2. Have the power to make a decision.
3. Are able to implement a decision or take the project to the next stage.
4. Are representatives of a group that will be affected by decisions made at the meeting.
5. Are committed to solving the project.
6. Have time to participate.
7. Are willing to listen to other views.
9. Outline and justify three aspects of venue selection that you should consider.

Meetings should generally be held in an area which is

1. Private.
2. free from interruptions or distractions
3. comfortable
4. capable of alternative furniture arrangements.
5. Equipped as necessary with equipment such as wall clock, laptop, multimedia projector, phone, fax, and
microphone.
6. In a convenient location for all participants.
7. Neutral - if you are resolving a conflict you need a location that gives no advantage to any group or
individual.
8. Cost effective.
10. Three “Do’s” for conducting meetings are:

1. Maintain positive tone

2. Keep everyone informed
3. Ask open ended questions
11. What is involved with being a chairperson for a meeting?

● Be objective, quick thinking, calm and disciplined.

● Be consistent.
● Ensure you have a good grasp of task and group- related behaviours.
● Start on time and keep on timelines.
● You may not leave the meeting.
● Make sure a quorum is present.
● If you have a video link, appoint a moderator at the other site to manage the process.
● A formal motions needs a mover and a seconder before discussion takes place.
● A mover and a seconder are required for amending a motion.
● Keep discussion at the point
● In some meetings you have the casting vote as a chair.
12. What is the purpose of taking minutes at a meeting?

Minutes are not only a record for those that were at the meeting, but are an important source of information
for those who were not there. They also perform four essential functions:
● Constitutional
● Historical
● Executive
● Progressive
13. Who should check the accuracy of taken meeting minutes? Who should get a copy once they are
checked and accurate?

The editor should be a skilled writer with an eye for detail who can check your work for accuracy. When you
both agree that the minutes are correct, sign and date your completed minutes, and distribute them to
attendees and others concerned as soon as possible after the meeting.
14. Write a generic policy and procedure for minute taking and subsequent distribution.

Procedures for minute takers

● Prepare a skeleton minutes template, possibly with the draft motions for the procedural items.
● Arrive early to distribute papers and check the venue and catering.
● Check the quorum and advise the chair if necessary
● Read and record apologises and note attendees
● Write up the minutes as soon as possible after the meeting
Guidelines for minutes taking
● Actions taken or agreed to be taken.
● Next steps.
● Voting outcomes – e.g., (if necessary, details regarding who made motions; who seconded and approved or
via show of hands, etc.)
● Motions taken or rejected.
● Items to be held over.
● New business.
● Next meeting date and time

502-task 1

Organisie Meeting

Company Name: SYNNEX Australia Pvt ltd

SYNNEX Australia is an IT distributer organization, established in 1977 in Melbourne Australia, also has
another branch in Perth, Sydney, Adelaide, Brisbane and in New Zealand.
SYNNEX Australia work with over 6,000+ Channel partners and endorse with different IT distributes
partners providing extensive end to end IT and cloud solutions that support established and
evolving markets, For example HP, Lenovo, Samsung, Epson, Acers, Apple etc.
 Notice of meeting
Subject – Monthly Team Performance Review Meeting
Hi Team
Please be informed next week Thursday there is monthly Performance Review meeting.
Note – please inform me if anyone has any concern or issues regarding this. Please feel free to
suggest any topics would like to discuss in this meeting.
Surprise – Arthur (Sales Director) will be joining this to review our team performance as well So its
highly recommend for everyone to join in.
Below are the meeting details:

Time: 3:00 pm – 4:00 pm

Date: Thursday, 17th December 2020

Place: Lonsdale Meeting Room, SYNNEX, Melbourne Office
Required: Melbourne Sales Team, Sales Team Leader, Sales Manager and Sales Director
Host: Sales Team Leader, Sonali Patil

Minutes Taker: Jade Cooper

Regards,
Sonali Patil
Sales Team Leader

Email – [email protected]

bsbinm501-task 1
7.

They have it within their department, but if they need some different information they have to
go to another one and look there for it or ask someone from there for that information, wasting time.
This could improve by having an electronic tool, so all the information from every area is in it and
available for everyone. 
8.

They are both halfway managed. Obviously there’s work to be done there to fully manage the
information and documents. The difference is that documents are physical and the organisational
knowledge is tacit knowledge. 
9.

The differences are that IM involves explicit knowledge while KM involves tacit and IM involves
technology while KM involves people to create it.
16.

 Document an organisation’s knowledge management in a knowledge management system using

an electronic tool to which you can access to. Where one is not available, download a use OpenKM
from http://www.openkm.com/en/
18.

The basics that employees should know in order to use the system are:
 First they need to create a user depending with their profile: administrators, area, etc.
 Once you have your user and password you can access the program. On the file tab you can find
what you need to do: upload a file, download a file, send one, link to a forum, etc.
 Every department will need to create a folder (using tools) with the area name and then they
can upload the information needed for that area; making it also available for the rest of the
company to see, which is the main goal of the KM system.
 Then, wile being on your area folder, use file to upload the documents or the information that
need to be there and shared so everyone can look at it. 
BSBINM 501- task 2

Knowledge Management System Audit-Perot System

Introduction

Knowledge increasingly occupies a strategic role in most enterprises. High levels of uncertainty
characterise the ‘new world of business’ and enterprises need to reinvent themselves to adapt to this
changing environment. Our Organization moves to a knowledge economy, the strategic focus is on
intangible assets and senior management of enterprises realise that they must develop better
techniques to manage this vital asset. The differences in economic structure in general and our
companying activities in particular will have an impact on knowledge management practices in the
activities of the retail our company in question. The knowledge audit constituted the initial phase of the
knowledge management initiative, which was launched to develop a knowledge management strategy.

• Analyse and improve the way the organization creates shares and transmits its critical
knowledge.
 • Understand and cross- fertilise internal and external good practices within knowledge
management.
• Address the business priorities and challenges from a knowledge management perspective.

The objective of the knowledge audit was to identify and describe the current and future knowledge
resources and requirements of the company and, on the basis of this, to clarify the knowledge
management strategy.

Knowledge audit

A knowledge audit is an investigation of the strengths and weaknesses of an organization’s knowledge,

and of the opportunities and threats that face it .The audit determines what knowledge exists as well as
what knowledge needs to be created and provides an estimate of an enterprise’s knowledge ‘health’.

In conducting the audit, it was very important to answer the following questions:

• What are the Company knowledge requirements?

• What tacit and explicit knowledge assets do the Company has and where are they?
• How does knowledge flow?
• What knowledge gaps exist?

Research methodology

The audit followed a mixed method research methodology. Of the sample frame of 31 000 employees,
847 employees were randomly drawn by computer from the database. Thirty senior managers, who
have a good understanding of knowledge management and a holistic view of the organisation, were also
interviewed in order to obtain a strategic perspective on the knowledge management requirements

A questionnaire was emailed to the sample to determine their knowledge requirements, with a cover
letter explaining the purpose of the audit and its legitimacy. The data collection took place over a period
of two months and during this period reminders were sent to the participants on a weekly basis. Of the
sample of 847 employees, 246 respondents (29.04%) returned completed questionnaires. The credibility
of the research was measured and an overall coefficient of 72.4% was calculated for the results
obtained. This is considered to be in the range of scores considered to be reliable.

Knowledge audit steps followed

The objective of the knowledge audit was to identify and describe the current and future knowledge
requirements of the company and, on the basis of this, to formulate the knowledge management
strategy. In a meeting with top management, our company’s mission, vision and business objectives
were identified and the purpose and importance of the knowledge audit was discussed in detail.
Managers of the company provided documents that served as a base to understanding our company
and its processes. A presentation to top management outlined the processes that should be followed to
engage them in the outcomes of the audit.

Knowledge requirements analysis: Thirty senior managers who own, maintain and use knowledge in the
company were randomly identified and individual interviews were conducted with them. A
questionnaire was distributed to the 847 employees who formed the sample of the audit. The major
goal of this step was to identify precisely what knowledge the employees possessed and what
knowledge they would require in the future in order to meet the Our company’s objectives and goals.

Knowledge inventory analysis: During this process current strengths and gaps in capability were
determined. Core processes and practices that contain useful knowledge were also identified as well as
products, services and operations that benefit most from knowledge management practices. Knowledge
that is available and used and needed our company was identified when the knowledge inventory was
compiled. Details of the knowledge (tacit and explicit) that exists in the core processes and where it is
located in our company were included in the inventory. Knowledge gaps – knowledge areas that need
future attention – were added.

Knowledge flow analysis: Knowledge flow analysis determines how employees in the Our company find
the knowledge they need, identifies how they share the knowledge they have and helps in
understanding how knowledge flows in the Our company .The knowledge flow analysis looked at
people, processes and systems . This included how employees share knowledge, how the identification,
creation, storage, sharing and use of knowledge forms part of the business processes and the
infrastructure available to capture and share knowledge. Knowledge mapping: The purpose of
knowledge mapping is to locate knowledge repositories throughout the enterprise. Knowledge mapping
makes tacit and explicit knowledge graphic and visual. It also has the potential to increase knowledge
sharing in an enterprise. A knowledge map was produced, which visually represents the organisational
knowledge flows. This knowledge map is a navigation aid to explicit knowledge and tacit knowledge,
showing the importance of knowledge.

Knowledge audit reporting: A report was compiled that documented the outcomes of the audit. It
included the inventory of knowledge requirements, knowledge map and descriptions of tools and
solutions to enable better knowledge management. This report was used to develop the knowledge
management strategy.

Results of the knowledge audit

Goal setting for knowledge management the commitment to knowledge management was generally
positive, but it varies across business units. Our company identified several areas (each comprising a
mixture of plans, approaches, tools and actions) to define objectives for various aspects of our
company’s operations. These objectives are expected to guide internal activities and contribute to
achieving results and ambitions of our company. According to the respondents, the dominant focus in
our company is on financial monitoring and justification of processes and projects. Programs and
projects plans are approved by the financial committee. The financial committee has the ability to
connect projects and to initiate and direct knowledge development and exchange between projects. The
focus of the financial committee, however, has shifted towards finance and planning issues and as a
result knowledge management is now an underexposed theme within the financial committee.
Respondents identified a gap between the desire for qualitative output and the measurement on
financial criteria. According to interviewed employees, knowledge management initiatives could focus
on closing this gap but this requires incentives for employees to do so.

Objectives for knowledge management Senior management believes that there are benefits to be
derived from knowledge management, but many of them found it difficult to express the specific
benefits that they expect. Ones that were mentioned include improved customer satisfaction, improved
employee utilization, enhanced services quality and reduced time to delivery. According to the
interviewed senior managers, knowledge management initiatives should contribute to a culture in which
knowledge sharing, interest in each other and respect for different opinions are common for employees
and management. Employees should also make more use of tacit knowledge. Whilst most respondents
to the questionnaires were positive about the knowledge management initiative, some were sceptical
about the value to be added by knowledge management. Respondents expressed their personal
opinions with regard to possible objectives for knowledge management. The main focus of knowledge
management initiatives, according to employees of our company, should be on availability of
knowledge, on reuse of knowledge and on creation of new (innovative) knowledge by our company.
Some confusion exists in the minds of the managers of business units regarding the scope and objectives
of knowledge management, and the role of the knowledge management initiative.

Knowledge requirements

Our company has currently not defined which knowledge areas are critical in order to improve its
current or future performance. Interviewees feel an individual responsibility to maintain their
proficiency in knowledge areas that are relevant for them because our company wishes to become a
learning organisation in an effort to increase its efficiency, effectiveness and competitiveness and be
more responsive to the needs of its customers. There is no understanding of which knowledge is critical
to their operations, now and in the future. They are satisfied with the way they are able to perform their
own activities but they indicate that they are open to share more of their own knowledge with others.
All 30 senior managers agree that knowledge management is a strategic imperative for our company
and they see a major role played by knowledge management in achieving our company’s Original
Research strategies. Knowledge acquired by senior management and employees is knowledge about the
expertise of employees because employees are in general not aware of the knowledge their colleagues
have in the various knowledge areas. This is less the case when employees work together on specific
topics or projects. Knowledge is also needed about past projects and new business opportunities. In
general, interviewees hold an accurate view on the definition and content of the knowledge areas on
financial procedures. Employees complain about the burden caused by the need for proper financial
justification

of projects. The financial department finds it difficult to gain proper insights into goals, needs and
activities of projects to justify the financial transactions of projects. It was stated that knowledge
management cannot succeed unless it is built on a foundation of sound availability of management
information. Knowledge is also needed on our company’s customers. This was identified as one of the
most serious shortcomings. Knowledge of ‘business contacts’ that employees may have in target
enterprises was also perceived as being extremely necessary. Another knowledge requirement is a more
informed understanding of the financial industry, current business trends and developments and best
practices.

Knowledge and learning processes

Our company executes various activities and processes that could be labelled as knowledge
management or organisational learning activities. However, these knowledge management and learning
activities are ad hoc and dispersed across various disciplines. Existing knowledge management processes
are currently not managed in a proactive and integrated way. There are various activities in which
knowledge creation takes place or is facilitated. The same applies for the transfer of knowledge: there
are various meetings and (electronic) documents in which knowledge can be found and reused.
Currently there are no communities of practice at our company. People use their own (informal)
methods or networks to gain the latest knowledge on specific topics; they succeed in this but call this
sometimes inefficient or time consuming. There is access to a lot of knowledge but this knowledge is not
indexed or summarised in one collective memory.

Knowledge inventory

The knowledge inventory compiled gave a list of the knowledge assets and resources in our company.
All employees have access to electronic business files. Based on the content of the knowledge inventory
and the results of the knowledge audit, it is recommended that content be managed and provided to
users through four clusters of knowledge .It is recommended that the required employee knowledge
profiles be delivered to employees in the form of an online ‘employee directory’, which can be searched
on an ad hoc basis. Employees would be able to search for specific individuals or experts. By comparing
the knowledge requirements with the knowledge inventory, knowledge gaps were identified. The
majority of respondents (84%) would like to improve their skills and abilities in the area of innovation
whilst 52% of the employees would like to improve their skills and abilities in business processes. The
most significant knowledge gaps relate to services and products, customers and industries; unstructured
explicit knowledge is currently poorly managed and unavailable to all employees. Apart from a limited
service and product coding contained in our company’s accounting and administration system, no
current systems cater for product knowledge. However, many services and products have detailed
material describing their methodologies in training manuals and marketing collateral. The more
traditional services and products offerings, and the ones that generate higher levels of revenue, are
typically better documented. The knowledge gaps related to services and products would best be
catered for by information profiles on our company’s key services and products. With regard to
customers, specific knowledge gaps include contact management and customer tracking. The Our
company’s accounting and Knowledge flow and knowledge mapping Knowledge flow analysis looks at
how knowledge assets move around in the organisation, from where it is to where it is needed, to
determine how employees find the knowledge they need and how they share the knowledge they have.
A knowledge map is a structured, graphical representation of where to locate various sources of

Knowledge and business processes and will typically be in the form of a diagram. It is used to develop a
network structure to identify existing knowledge in an organisation and also to identify gaps in the
knowledge base. One of the aims of knowledge maps is to develop a navigational system for the
organisation to enable users to identify existing knowledge. In addition, a knowledge map can indicate
where knowledge can be accessed and can reveal gaps in the knowledge base of an organisation . A
knowledge map was constructed (see Figure 1) to illustrate how knowledge flows through our company
and to indicate to employees where current knowledge can be found. It provides financial industry
contacts and looked at both internal and external learning opportunities within the financial industry. It
also guides employees to relevant internal knowledge bases and tools and provides a broad view on
external knowledge sources, including news, reports, interesting sites and customer site links. This
knowledge map can be used to facilitate effective knowledge sharing, to capture existing and new
knowledge and to act as a learning tool for the organization. The relationships in codified knowledge can
be identified which can lead to a point where complex issues can be simplified for decision-makers.

Recommendations and conclusion

 The knowledge audit attempted to address the most critical knowledge requirements of our
company. The results of the knowledge audit were released to the employees of our company for
feedback and review.

Key to the success of any knowledge management initiative is to link knowledge processes to
specific business objectives that are recognized as providing distinct benefits or significant value
to the enterprise. Based on the findings of the audit, our company’s chief executive officer
allocated a significant amount of funds to the implementation of the knowledge management
strategy.

The knowledge audit helped to make the knowledge in our company visible and helped our
company to understand the value and contribution of knowledge to the organizational
performance. It also identified knowledge that is not currently being used to good advantage.
Knowledge management training was provided to all employees. Training at a specialist level was
provided to the knowledge management team and training at introductory and intermediate
levels was provided to the other employees. This included an explanation of the basic concepts
and approaches to knowledge management so that employees could set a context and
familiarizes themselves with the knowledge management tools that will be applied.

A knowledge audit forms the basis for the formulation of a knowledge management strategy.
Based on the results of the audit, it is important that company creates a five-year plan to
implement the knowledge management strategy. This plan should include the identification of
deliverables, the interim milestones and targets, the risks to managing knowledge, the impact of
knowledge management, measures of success and the roles and responsibilities of employees. It
is also very important to align the knowledge management strategy with the company training
and development agenda.

The knowledge audit has provided insights into the current strengths and weaknesses in the areas
of knowledge management and organisational learning. Our Organization is highly experienced in
supporting external parties in their knowledge development and learning. Respondents report
that employees reinvent the wheel in different places and spend too much time finding out what
the organization already knows or what is available. Respondents expressed the assumption that
this creates efficiency and quality risks. The interviews demonstrated that employees see much
room for improvement. The lack of a knowledge management strategy has led to several business
unit specific initiatives, some of which are keen to implement a solution as a matter of urgency.
Whilst the commitment to knowledge management is likely to be positive for the enterprise
knowledge management initiative, the risk exists that the business units will drive their own
initiatives forward in isolation if their knowledge requirements are not met quickly by the
enterprise-wide initiative. Initial efforts should be focused on the development of an enterprise-
wide knowledge base – a one-stop solution for all employees as users – that will provide insights
about the employees, customers (and potential customers), industries and services and products.

This knowledge base must provide a single point of access to all the knowledge required by the
users. Once the knowledge management strategy is formulated and implemented, the knowledge
management initiative can be broadened to incorporate more sophisticated knowledge
management solutions

521- KA
1. Identify and describe the main elements to consider when providing induction training to new
workers in an organisation.
A WHS induction should include:
• A tour of the facility
• An explanation of the WHS duty of care and implications for workers
• Work instructions and any hazards and risks associated with specific tasks
• Fire and emergency response requirements
• First-Aid facilities and procedures
• General health and safety policies and procedures
• Details of the health and safety committee, health and safety representatives (where appointed) and
meetings schedule
• Specific WHS training programs, which may include:
o Safe Operation
o Personal protective equipment (PPE)
o Risk Management
o How to get WHS help when needed
o Maintaining work-life balance
• An induction checklist should be included.
2. Who are the WHS duty holders in any organisation?
• Worker: This includes employees, independent contract, sub-contractors, apprentices, trainees or work
experience students.
• PBCU
• Officer

3. Communication and consultation strategies should be put in place so that all workers understand
their responsibilities and the necessity of implementing an effective WHS management system. What
might these strategies include?

These strategies may include:

• Information Meetings
• Preparing brochures or booklets detailing the health and safety workplace arrangements
• Including information on any internal newsletters or information emails circulated to workers
• Placing information on bulletin boards or posting signs in prominent areas of the building
• Consultative forums involving workers, worker representatives and unions
4. Who will be included as part of the WHS human resources that may be required in an organisation?

Human resources could include:

• The health and safety committee
• Specialist health and safety representatives
• Emergency Wardens
• First-Aid Officers
• Compliance officers and auditors
• Managers, supervisors and workers
7. When must employers consult with their workers?
Employers must consult with their employees in the following situations:
• When determining how the consultation process will take place.
• In the assessment of risks and the review of risk assessments previously conducted.
• When making decisions on the control of WHS risks in the workplace.
• During the introduction or change of procedures used for monitoring risks, for example, health surveillance.
• When making decisions about the adequacy of welfare facilities.
• When proposed changes are made to premises, work methods, plant or substances, which may affect the
health, safety or welfare of employees at work.
• When making decisions about consultation procedures.
• As prescribed by the regulations from time to time.
• Identifying hazards and assessing risks arising from the work carried out or to be carried out.
• Making decisions about ways to eliminate or minimize those risks.
• Making decisions about ways to eliminate or minimize those risks.
• Making decisions about the adequacy of facilities for the welfare of workers.
• Proposing changes that may affect the health or safety of your workers and making decisions about
procedures for consulting with workers; resolving health or safety issues; monitoring health of your
workers; monitoring the conditions at the workplace and providing information and training for your workers.

521-template

Q1.
How could analysing these records help the PCBU or health and safety officer improve WHS
performance in an organisation?

An organisation can keep record of all the incidents, injuries and misses with help of several forms
and registers. The reason for doing this is to analyse these events so that the risks can be
controlled and managed. An organisation can record these records electronically with help of
health and safety policies and procedures, organisational code of conduct , registration of all the
injuries that have taken place. Safety inspections and audit reports can also help to collect
information for WHS. 
The record that is collected can be analysed and can help the health safety officer to make the
workplace more safe place to work in. The results that are collected can be formulated in a form
of a trend and this trend can be further analysed to determine the root cause of any incident so
that it can be avoided in future. With help of these trends the improvement strategies can be
determined and then implemented to make workplace a safer place to work at in accordance with
the principles of WHS. Then the result that a firm gets after the implementation of these
preventative policies can help and compared with the past performance to analyse the
effectiveness of the corrective policies.

Q2.
What types of work are performed by the organisation and within the department or work area
selected?

The organisation selected for this task is called the Vonda Food industry private limited. This
organisation is based in Australia and is selling goods all over the world. The main products that
organisation produces are biscuits, lollypops, candies and pasta. The department which we
selected for this assignment is the production department. Which is responsible for manufacturing
the company‘s products. We selected this department as the production staffs are, most
vulnerable in terms of work safety etc. 
What methods could be used to explain WHS legislative and regulatory requirements to the selected
department employees?
In order to implement the WHS rules and regulations it is very important to communicate them
with the employees. For that the Company can set up a proper committee responsible for
ensuring the health and safety measures. In order to implement a proper mechanism for the
communication for WHS legislations the methods that can be used are to convey messages
through company notice boards, emails or through company news letters.
What types of issues have you discussed in WHS meetings?

The types of issues that I have raised during a WHS meeting were that there wasn’t the presence
of a proper mechanism for the communication of accident or hazard reporting. The fire
evacuation plan was also ineffective plus there was lack of safety equipment present in the
premises of the production unit of the company. 
What types of follow-up action may be required from those meetings?
The follow up action that is required from these meetings is to take quick actions in order to
provide proper fire evacuation plans and provision of health and safety equipment’s on the
premises.
How would a training needs analysis be conducted for an organisation? What processes or information
would be used to do this?

In order to carry out the training need analysis first of all the company’s vision and mission will be
determined for the training, then the corporate goals and goals of the training program will be
determined. Then the analyzation of current training programs and the methods will be done . In
order to carry out the Training need analysis we will adopt three different ways Designing a
questionnaire, observation and interviews. 
What types of WHS training may be required for employees of an organisation?

In order to provide the employees with basic knowledge of WHS , WHS training is required . The
type of training that will be used is induction training that is provided when ever an employee in
enrolled in to the company to provide him an overview of WHS rules and regulations.
On the other hand refresher training will be provided. This is given to workers with the
understanding that current abilities have gotten out-dated or out of date. This could be a result of
the headway of innovation or just that individuals can fail to remember things. Another type of
training that will be provided is Toolbox talks , which is a meeting in which all the safety measures
and information regarding hazard and their management is shared and discussed.
Q3
a)
If risk control in an organisation is in adequate, a firm can face a number of problems in terms of
the outcomes. Some of them are listed below :
1. Injuries to staff: If the risk control procedures are in adequate an employee
may get injured and injury can be serious and may lead to loss of any limb.
2. Loss of life: In adequate risk control procedures may lead to loss of life in a
worst case scenario, for example inadequate controls for fire can lead to a
fire in the premises and lead to loss of hundreds of life.
3. Halt in operation: Due to lack of adequate control procedures an employee
may get injured, the employee may be a player of key role, due to his injury
operation of whole organisation may come to a halt.
b)
Risk control strategies of a firm can be in adequate due to several reasons some of them are listed
below :
1. Poor management: If the risk managing staffs is doing a poor job it will
consequently lead to in adequate controls as the controls will never be
 implemented efficiently.
2. Poor training: If proper training of risk management and avoidance is not
provided to the staff they may not be able to practice the procedures to
avoid risk.
3. Not following the recognized standards : If the risk control procedures of an
organisation are not according to international recognized standards of
work place safety such as WHS may cause the control procedures to
become in adequate.
c)

The three examples of workplace hazards are provided below .

1. Electrocution
2. Fire hazards
3. Falling of object, or injury through machines .

Q4.
In order to avoid or control a risk it is very important to identify one, several tools can be used to
identify these risks they are mentioned below.
Conducting an inspection for error between fixed intervals of time. Physically visiting a work site
and observing each and every machine and equipment can help to identify a risk.
Furthermore, risk can be identified by interviewing staff and managers regarding what they feel
can be a potential hazard in the working place.
Thirdly, the hazards and risks in the workplace can also be identified by developing a proper
hazard map which is an outline of the work area and all the possible risks are labelled and marked.
This can help to identify which area of the workplace is most likely to be affected by a risk and
which area is least prone to the risks, so that strategies to control and manage risks and hazards
can be implemented effectively and efficiently in accordance with hazard map.

PART A: WORK HEALTH AND SAFETY ARRANGEMENTS

1. PURPOSE and Scope
The purpose of implementing the WHS arrangements in the work place is to avoid and control any
possible risk or hazard that can be present in the work place of an organisation. In order to keep
workers safe these strategies are implemented. The WHS helps to avoid injuries, deaths and halts
in production due to workplace hazards. The WHS regulations are applicable throughout the
organisation and on each and every employee based on their respective working conditions.

2. WORK HEALTH AND SAFETY (WHS) POLICY

Statement of Commitment
In order to ensure that WHS policies are provided and implemented effectively in the
organisation, the firm has special safety and health committee whose sole purpose is to ensure
that WHS rules are implemented. Moreover the organisation provides special training to its staff
so that they can become of safety procedures that are adopted by the organisation and so that
those procedures can efficiently implement.

Implementation of Policy Commitment

The organisation is very much committed towards the implementation of safety policy in the work
place. So that the production halt and injuries to the staff can be provided or that as stated before
company has a proper committee to ensure that safety measures are on place. On the other hand
when the employee in enrolled he is provided with the induction training that provides the
knowledge about the WHS procedures adopted in the other hand in between serve refresh
service to employees are also provided. Toolbox meeting is also conducted to tell employees
about health and safety issues and measures to counter them.
Risk identification is done with help of observing each and every part of the workplace and the
hazard map is build, after identification strategies are formulated and then implemented to avoid
the possible risk. After the implementation the effectiveness of the strategy is also assessed by
comparing it with the future performance.

3. RESPONSIBILITIES
3.1 Duty of PCBU
PCBU stand for person conducting business or undertaking. According to legislations a PCBU has
some responsibilities to be fulfilled. S/he has a primary duty to take care of his or her workers by
ensuring that they are not exposed to any kind of risk. A PCBU must ensure that provision of safe
working environment is made to the workers. The PCBU must make sure that all the safety tools
and systems are in place and nothing is missing. PCBU must give his full to make working
environment a safe working environment for employees or the workers. 

3.2 Duty of the officers

The WHS Act anticipates that Officers should rehearse due diligence to ensure that the PBCU
agrees to the Act. This consolidates ensuring that the PCBU has appropriate systems of work to
administer WHS and that these structures are noticed and surveyed to achieve and uphold
consistence. The supposition that will be that Officers are viably related with WHS the leaders
inside the PCBU. Authorities who disregard to meet due assurance essentials under the Act can be
relied upon really to assume liability.

3.3 Managers and Leaders

According to the act of WHS managers and leader too have a lot of responsibilities. Those
responsibilities are listed below :
4. Remaining mindful of current information on the dangers and dangers
related with business tasks.
5. Guaranteeing sufficient and persuading assets are given to see and control
perils and dangers.
6. Giving a cycle to getting and pondering data with respect to occasions,
dangers and dangers.
7. Guaranteeing flourishing and security structures are set up and executed.
8. Attesting, seeing and watching out for thriving and wellbeing of the lower
hierarchy employees.

3.4 Workers

Responsibilities for the workers are listed below :

1. Taking care of their own safety
2. Following the procedures that are asked them to be followed by the managers of
the firm
3. Cooperating with the safety policy of the organisation
4. Taking care of health and safety of the colleagues
3.5 Visitors
The responsibilities that an visitor has are listed below :
1. Taking care of their own safety
2. Taking care of health and safety of others
3. Taking care of safety policy of organisation when visiting it.

4. CONSULTATION AND COMMUNICATION ARRANGEMENTS

4.1 Worker participation
Worker participation is very important in order to ensure that the workplace is safe.
Workers can be engaged in to the WHS management by consulting them about work
relating issues and risk. By training workers in order to manage and prevent the health and
safety risks. Workers must be trained to such an extent that they can report hazards or any
risk.
4.2 Issue resolution

Just connected with an issue or an expert of a social event can be secured with the issue objective
measure.
Any get-together to the issue may begin the formal issue target method by telling each other
social event:
(a) that there is an issue to be settled
(b) The nature and level of the issue. Exactly when social
events are portrayed the issue, all get-togethers should meet or
converse with each other to endeavour to choose the issue utilizing
the issues target strategy.
Two or three work spaces will have supported an concurred issue
target strategy with their labour force, which ought to be followed
when settling an issue. In the event that a PCBU doesn't have a
made concurred procedure for issue objective, the WHS Act
requires the default procedure in the WHS Regulation be utilized.
On the off chance that a PCBU's concurred method evades a stage
chosen in the default system in WHS Rule, that development is
regularly included in the concurred procedure.(3)

PART B: GENERAL WHS INFORMATION

EMERGENCY PROCEDURES

CONTACT PHONE NUMBER

Police (Local station) 131 444

Emergency service (Police, fire, RFDS) 000 or 112 (mobile)

(BOTH NUMBERS ARE ACCESSIBLE WHILE
MOBILE KEY PADS ARE LOCKED)

Fire 000

Utilities – Electrical 133 446

Utilities – Gas 144 888
Utilities – Sewage and stormwater 999 008
First Aid Officer 1300 739 575
2. WHS RECORD KEEPING
The documents that we need to keep for WHS are listed below
1. Training records
2. Hazard register
3. asbestos register
4. Record of safety issues and incidents
5. hazardous substance register

3. Risk management process

3.1 Step 1: Identify the Hazard
Hazard is a danger or risk that may occurs, a work place hazard is a danger or a risk that a firm
may suffer in its workplace due to some kind of negligence. To stay away from or control a risk
distinguish one, a few apparatuses can be utilized to recognize these risks they are referenced
underneath.
Leading a review for blunder between fixed time frames. Truly visiting a work site and noticing
every single machine and gear can assist with distinguishing a risk.
Besides, risk can be recognized by talking staff and supervisors in regards to what they feel can be
a possible peril in the functioning spot.
Thirdly, the dangers and risks in the working environment can likewise be recognized by fostering
an appropriate peril map. Which is a blueprint of the work region and every one of the potential
risks are named and checked. This can assist with recognizing which space of the working
environment is destined to be influenced by a risk and which region is least inclined to the risks, so
systems to control and oversee risks and perils can be carried out viably and productively as per
danger map.
The potential risks or hazards include electrocution, fire or injury of employee.

3.2 Step 2: Assess the Risk

Risk assessment is a tool that is used to assess all the risks that are present in a workplace. The
risks must be assessed so that the likelihood of their occurrence can be viewed together with the
severity. (1)In the diagram shown below the process of risk assessment is shown in two different
steps. Step no 1 concerns with the severity of a risk, which tell how badly or with how much
severity a risk can affect the business or an individual if it occurs. Worst case scenario in this case
is death of someone. The next step deals with the likelihood of a risk being occurred. A risk is
shown in red colour if chances of occurrence are high and shown in green if chances are quite low.

3.3 STEP 3: Control the risks

The hierarchy of control strategy is used to eliminate risk and control it with implementing
different strategies. It has three stages for managing a hazard.
1. Identification of hazard, a hazard is identified with help of identification techniques and
observation.
2. Then the risks or the hazards that are identified are assessed with help of either checklist or
hazard assessment chart or tool etc.
3. Controlling risk (hierarchy of control)
The hierarchy has basically 6 levels of controlling risk
1. Elimination of risk from the work place
2. Substitution of a method with a method or procedure that has less risk associated with.
3. Isolating, where it is tried to eliminate risk or keep as much people away from risk as possible.
4. Application of engineered controls that can avoid risk
5. Application of administrational control
6. Safety equipment, wearing of the equipment to avoid the risk or minimize its impact.

4. WHS TRAINING AND INDUCTION

4.1 Training
The training is provided in the organisation in order to make sure that the employees will be able
to understand the safety measures that they must keep in mind in order to keep themselves safe.
The WHS training is necessary so that the risks and hazards in the work place can be avoided and
take care of. (2)The training of WHS can help a business to avoid big problems and halt in
production due to a hazard. The training needs can be assessed by looking at the capabilities of
employees observing them that what lacks in them. Then by observing and assessing the
competitors can also help to determine the training needs that are required. The training must be
provided whenever an employee joins the organisation. He must be provided visual, and physical
training through which he or she can learn how to avoid a risk or a hazard.

4.2 Induction
Induction is a process of that ensures the new employees obtain accurate and
consistent information on how perform work safely. It helps them to know about the WHS policies and
procedures and rules and regulations. 

Worker name Supervisor name Position Department

Please tick the following if the employee has been provided the physical location, hard
copy, or soft copy of the following.

OHS Policy
First aid procedures
Introduction to safety officer
Emergency procedures
Location of amenities
Fire exits
Hazard or near miss procedure
Employee support service
Health and safety office
PPE’S
Consultation policies
Return to work coordinator.

OHS or WHS training requirements

Identification and allocation of time to
complete the WHS training
Job specific
Task specific safe work
Awareness of potential risks and hazards
Signatures
I have completed the identified training and ensure that I have gained required
knowledge of WHS induction and processes
 Signature

PART C: SPECIFIC WHS REQUIREMENTS (Select 4 out of 8 questions to answer)

1. INAPPROPRIATE BEHAVIOUR
Employers and supervisors are to get rid of perils to prosperity and security, so far as reasonably practicable.
If it's definitely not reasonably practicable to crash dangers, the business should diminish possibilities, so far
as reasonably practicable.
The most ideal approach to manage oversee perils to prosperity and security related with workplace bullying
is to execute legitimate measures in the work space.
As per their commitment to kill and diminish threats to prosperity, including mental prosperity,
administrators have an obligation to recognize risks and assess related perils that may provoke working
climate bullying. As a business, you should control any connected threats, review and, if fundamental, update
risk control measures

2. ELECTRICAL SAFETY
Electricity safety is very important thing to be maintained as , not keeping the electric equipment
safe can cause a lot of risks and hazards to occur. They can lead to death , damage to property and
death . WHS requires to keep the electric equipment safe . The wires must be checked that they
are not broken , must be kept away from water sources. Should take special care about tripping
and short circuits. Necessary equipment must be provided for it .(6, p.2(2))

4.MANUAL HANDLING
Risk assessment of hazards manual handling helps to identify postures, movements and forces
that pose a risk. 
5. FALLS FROM HEIGHT
Falls from height is a dangerous and a serious hazard that can lead to death or a serious
injury. The WHS requires the employer to train their staff to save themselves from this hazard
and provide necessary equipment available to avoid this hazard. The employees who are
supposed to work on a height they must be provided with necessary equipment’s such as
helmets etc and special training must be provided to them.(4 , p.2 (2))

6. PERSONAL PROTECTIVE EQUIPMENT

PERSONAL PROTECTIVE EQUIPMENT or PPE are group of equipment that are made available to
the employees so that they can use them to avoid hazards they include helmets , work gloves ,
rubber boots , FE clothing etc. This equipment are required by WHS to be provided to the
employees by the employers so that the risk or effect of any potential risk or hazard can be
completely eliminated or minimized.(5,p.3, 10)

521-task 2

Action 1

1. WHS training and instruction

 o New workers receive specific local inductions prior to being given access to their
workplace
o Supervisors regularly review the training needs of workers and assign other
relevant WHS training

Action 2

2. Emergency management
o Local emergency responders have been appointed
o Workers are provided with training and opportunities to practice emergency
procedures

Action 3

3. Incident/hazard reporting and management

o All workers know how to report an incident or hazard
o Incidents and hazards are immediately reported to supervisors and formally
recorded in Risk Ware within 24 hours

1. Identify any areas where you may require assistance from WHS experts or specialist resources. Why
would you require this assistance and how could it help to improve WHS performance?

Workplace Health and Safety (WHS) administers work health and safety legislation in
Sydney to reduce the risk of workers being killed or injured on the job.
In enforcing work health and safety laws, WHS investigates
workplace fatalities and serious injuries, prosecutes breaches of legislation, and educates
workers and PCBUs on their legal duties for managing health and safety.

2. Identify a range of workplace actions that could be implemented to enhance individual and team
understanding of WHS responsibilities.

The workplace actions that could be implemented to enhance individual and team
understanding of WHS responsibilities are listed below:
o Talking about issues
o Listening to and raising concerns
o Understanding your role
o Seeking information and sharing views
o Discussing issues in a timely manner
o Considering what is being said before decisions are made
o Attending scheduled meetings

3. Identify at least one improvement you could make on the current WHS procedure.
Create a plan to promote workplace health and safety.
o As an employer, you must identify hazards in your workplace and take steps to
eliminate or minimize them. Develop a safety plan. Tell your employees what you
will do to ensure their safety and what you expect from them. Make sure your
employees have access to a first aid kit.
o Hazards can include: a cleaner working with heavy duty cleaning products, a
mechanic working with large machinery or a warehouse manager stacking heavy
boxes.

4. Identify two methods you could use to assess the level of compliance with WHS legislative
requirements and organisational policy and procedures in your work area. Why is this an important
element of WHS performance?

 WHS Information: Sets the requirements for the collection, recording and
availability of WHS information to workers and other duty holders and includes:
WHS Advice, Record keeping, and Dissemination of information.
 WHS Awareness and Training: Sets the requirements to ensure those CASG
workers and other persons are aware of the WHS risks at the workplace and
responsibilities under CASsafe, and includes: Workplace and work area induction,
WHS awareness and WHS training.