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Safety Health and Wellbeing Strategy 2020-23

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Publication Date: 
November 2020

Our department provides an inclusive and safe working environment for our people.

See how we plan to support employees over 3 years.

Leadership and capability

What this looks like

  • Departmental leaders that are visibly active on safety, health and wellbeing
  • People have the capability to manage safety, health, and wellbeing

Why this is important

  • Leadership provides the impetus for continual improvement
  • Building staff capability means everyone can participate in better safety, health, and wellbeing outcomes

How we will do it

  • Deliver a contemporary training plan including:
    • induction
    • leadership
    • health, safety, and wellbeing modules including psychosocial training
    • refresher training
  • Encourage all leaders to be visibly active on health, safety, and wellbeing and destigmatise mental health

Outcomes

  • A critical mass of leaders and staff are trained in accordance with the training plan
  • Leaders are visible on the topic of safety, health and wellbeing

Success measures

  • % of staff trained in accordance with the training plan
  • Number of health, safety, and wellbeing moments that leaders create each year

Actions

  • Hold divisional initiatives such as R U Ok Day, Mental Health Month
  • Include health and safety as a standard agenda item on meetings
  • Attend and encourage staff to attend health and safety training
  • Attend training and encouraging staff to do the same
  • Promote toolkits and resources available to staff
  • Review reporting structure for Work Health and Safety (WHS) Committees, PeCCo and EB
  • Implement the department’s first WHS Commitment
  • Review the WHS Governance structure and TOR for current WHS Committees
  • Review current suite of WHS training and implement a new program

Technology and systems

What this looks like

  • Technology that provides data intelligence on safety, health and wellbeing
  • One management system that guides the department in managing safety, health and wellbeing

Why this is important

  • The department requires improved data and operational intelligence
  • Implementing one health and safety management system across the whole department will reduce duplication and red tape resulting in more efficient and effective delivery

How we will do it

  • Develop and implement a health, safety, and wellbeing information management system software application.
  • Consider workflow management capability
  • Create a health, safety, and wellbeing space on the intranet

Outcomes

  • Better safety health and wellbeing decision making
  • Consistent standards of practice across the department
  • An ability to develop a safety assurance program

Success measures

  • Successful implementation of the management system
  • Successful implementation of the IT system and better data reporting
  • Successful launch of the intranet space

Actions

  • Research and procure an online platform to manage all things WHS and wellbeing
  • One management system that guides the department in managing safety, health and wellbeing
  • Build reporting capability in Aurion for the working from home WHS checklist
  • Assist in the development of a reasonable adjustments passport for employees

Risk management

What this looks like

  • Focussed work on known safety, health and wellbeing risks (e.g. chemicals, electricity, mental health, and frontline risk management programs at NMI and Questacon)

Why this is important

  • Prevent injury and illness by proactively identifying hazards, assessing risk, implementing reasonably practicable and compliant controls.
  • Improve the implementation of controls, safety assurance and testing of control effectiveness

How we will do it

  • Locally implemented risk management programs
  • Electrical compliance program
  • Chemical and hazardous substance program
  • WHS Act and regulation compliance audit
  • Compliance action plans
  • Upgrades and maintenance work

Outcomes

  • Compliance with WHS Act and regulation
  • Maintain risk level as low as reasonably practicable

Success measures

  • Reduction in electric shocks
  • Results of health and safety audit
  • Assessment of the department’s risk profile through pre- and post-implementation risk workshops

Actions

  • Conduct a systematic review of the department, NMI and Questacon to streamline the WHS Management System
  • Review processes and procedures to ensure they remain current
  • Develop departmental WHS risk register in line with the enterprise risk management framework
  • Local risk management programs
  • Electrical compliance program
  • Review current working from home to align the department’s policy guidance with Comcare, Safe Work recommendations:
    • implementing approval and reporting system
    • implementing detailed WHS requirements
  • Implement contractor assurance review process for high and moderate risk contractors

Service delivery and programs

What this looks like

  • A safety and case management team operating a contemporary service delivery model

Why this is important

  • Large departments require well-resourced safety, health and wellbeing teams to deliver on the strategy
  • Using a service delivery model which drives line management accountability will mean work is distributed across the department in the most efficient and effective way

How we will do it

  • Communicate new service delivery model
  • Develop and communicate services catalogue
  • Develop and implement annual plan of safety, health and wellbeing programs (e.g. flu vaccinations)

Outcomes

  • Successful delivery of relevant safety, health and wellbeing programs
  • Internal stakeholders provide positive feedback about the safety, health and wellbeing team

Success measures

  • Service usage levels
  • Successful delivery of annual programs

Actions

  • Develop and implement annual plan of health, safety, and wellbeing programs (e.g. flu vaccinations)
  • Review the current process for workstation assessments and automate the process
  • Continue to deliver WHS services to the Climate Change Authority and Arena
  • Research the possibility of providing subsidised WHS support for working at home
  • Build engagement with state and territory offices
  • Tailored sessions for staff and managers i.e. resilience sessions, self-care, mental health support

Injury prevention and engagement

What this looks like

  • Engagement programs that encourage cross departmental collaboration
  • Early intervention, case management and workers’ compensation programs that provide recovery services for staff

Why this is important

  • Cross department engagement creates connections
  • Early intervention is proven to reduce the frequency and duration of claims and create better long-term health outcomes
  • It is more efficient and effective to maintain a centralised case management team for complex cases

How we will do it

  • Create cross departmental health and safety education, consultation, and collaboration frameworks
  • Share the lessons from incidents with everyone
  • Continue with early intervention, case management and works compensation team operations

Outcomes

  • Staff and management engaged and well supported during times of specialist need

Success measures

  • Department wide engagement on WHS including sharing incident stories
  • Reduction in workers’ compensation claims
  • Increased usage of early intervention programs

Actions

  • Implement strategies to support the mental wellbeing of our employees based on the recommendations from the APS Mental Health Capability Taskforce
  • Develop and promote a range of resources to raise awareness and reduce stigma of mental health
  • Review the Workplace Contact Officer role
  • Continue to promote participation in mental health first aid
  • Develop and implement a new early intervention program for staff
  • Promote services to managers and employees
  • Rehabilitation Management System refresh
  • Updated iCentral (intranet) page
  • Talk to a case manager sessions
  • Review current panel arrangements for workstation assessments and rehabilitation

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